EXECUTIVE Government [EXAMPLES]

C HARLIE PERNA

Demonstrating exceptional results as an accomplished infrastructure and logistics investment professional, I am eager to leverage my extensive experience and make a valuable contribution as Strategic Procurement Manager - Real Estate and Warehousing at A.P. Moller - Maersk. With over three decades of executive leadership across infrastructure development, procurement strategy and real estate investment, I bring a proven record of delivering transformative logistics precincts, capital-intensive warehousing projects, and sophisticated land-use strategies aligned with corporate growth mandates. I possess deep knowledge of Oceania’s industrial and logistics landscape, having spearheaded high-value rail-integrated terminals and multimodal hubs that drive supply chain efficiency and sustainable economic development. My career has been defined by excellence in contract negotiation, lifecycle asset optimisation, stakeholder diplomacy and ESG-aligned infrastructure innovation. I have successfully secured over $44 million in government funding through persuasive business case articulation and possess strong commercial acumen across land acquisition, JV structuring, and complex procurement governance. Recognised for my ability to forge strategic partnerships, influence policy, and lead multidisciplinary teams, I am passionate about enhancing operational outcomes through data-driven procurement frameworks and forward-thinking real estate solutions. I am confident in my capacity to steer regional procurement transformation, drive excellence in strategic warehousing engagements and foster a performance-driven culture within Maersk’s high-impact procurement division.

KEY SKILLS & COMPETENCIES

 Strategic Procurement Leadership: Extensive experience in designing and executing procurement strategies that deliver operational value, cost efficiency, supplier alignment, and sustained competitive advantage.

 Industrial Development Execution: Proven ability to lead complex real estate and logistics infrastructure developments across jurisdictions with precision, foresight, stakeholder engagement, integrated risk control and program governance.

 Capital Funding & Government Engagement: Secured over $44 million in infrastructure funding through persuasive advocacy, strategic alignment, political navigation, policy-based investment rationalisation, and bipartisan stakeholder support,

 Lifecycle Asset Management: Deep expertise in optimising real estate and warehousing assets through planning, reinvestment, regulatory compliance, long-range capital forecasting, performance benchmarking, and utilisation analysis.

 High-Level Stakeholder Engagement: Exceptional capability in successfully engaging government, investors, clients and community representatives to achieve project alignment, consensus, traction and advocacy.

 Contract Negotiation & Commercial Structuring: Skilled in managing contracts, head agreements, joint ventures, leasing frameworks, multiparty commercial governance arrangements, dispute resolution protocols and strategic partner alignment.

 Governance, Risk & Compliance Oversight: Strong command of risk management, compliance planning, regulatory obligations, internal controls, corporate governance protocols, audit readiness, and enterprise accountability frameworks.

 ESG Integration & Sustainability Focus: Committed to embedding ESG principles across procurement, construction, systems, reporting measures, cultural accountability, stakeholder expectations, and investment impact alignment.

 Team Leadership & Organisational Culture: Empowering leader focused on capability development, cultural transformation, knowledge transfer, high-performance delivery standards, succession planning, and workforce engagement strategies.

 Real Estate Strategy & Portfolio Planning: Skilled and experienced in land use, zoning policy, facility planning, asset deployment, logistics trends, regional growth analysis and investment alignment frameworks

 Operational Logistics Innovation: Experienced in warehousing optimisation via automation, layout design, digital tools, next-generation procurement technologies, integrated logistics systems, and workflow reengineering.

 Financial Acumen & Data Analysis: Proficient in financial modelling, investment assessment, benchmarking analysis, data-led portfolio decision-making frameworks, scenario forecasting, and capital allocation strategy.

EDUCATION & QUALIFICATIONS

EMPLOYMENT HISTORY

May 2018 - Current SALTA PROPERTIES | www.salta.com.au Melbourne, Victoria

Dec 2022 - Current Director, Logistics & Strategic Projects

Dec 2021 - Dec 2022 Head of Logistics & Strategic Industrial Projects

May 2020 - Dec 2021 Development Executive, Logistics & Strategic Industrial Projects

May 2018 - May 2020 Development Manager - Industrial & Logistics

Salta Properties is a premier Australian property development and investment firm, renowned for delivering landmark industrial, commercial, residential, and retail projects. With a strong focus on innovation, sustainability and urban transformation, Salta has played a pivotal role in shaping Melbourne’s logistics and industrial landscape.

Director, Logistics & Strategic Projects

OVERVIEW:

 As Director of Logistics & Strategic Projects and member of the Salta Properties Senior and Operational Leadership Team, I wield full P&L accountability for the business unit and serve as a key strategic leader I was the visionary architect and driving force behind the creation and operationalisation of this division, transforming Logistics & Strategic Projects into a high-impact, autonomous function within the organisation. I orchestrate a high-performing, multi-disciplinary project team, encompassing Development Managers, Project Managers, and Asset Managers, while spearheading the engagement, governance, and performance oversight of all external consultants and strategic stakeholders. My leadership ensures that mission-critical infrastructure projects, strategic investments, and large-scale developments are seamlessly executed, delivering maximum financial returns, regulatory compliance, and long-term business expansion.

RESPONSIBILITIES:

 Accountable for board-level engagement, preparing and presenting detailed Board reports and strategic recommendations, ensuring alignment with corporate objectives, governance frameworks, and investment strategies.

 Play a key role in strategic planning and execution, developing and executing property acquisition, development, and sales strategies to maximise return on investment (ROI), optimise asset utilisation, and drive business expansion.

 Oversee project lifecycle, leading all phases of industrial and logistics development projects, from site feasibility assessments and planning through to construction completion, commissioning, and asset activation.

 Ensure regulatory and compliance governance, managing zoning approvals, permit applications, and compliance obligations in collaboration with legal counsel and government authorities.

 Streamline construction logistics, overseeing material sourcing, procurement, and delivery processes, minimising costs, mitigating delays, and ensuring operational efficiency.

 Oversee financial and risk management, developing and managing multi-million-dollar budgets, monitoring financial performance, analysing cost reports, and implementing risk mitigation strategies.

 Establish and foster strategic partnerships with investors, corporate clients, government entities and community stakeholders, ensuring communication and alignment with project objectives.

 Drive innovation and continuous improvement, integrating emerging technologies and best practices to enhance project execution, cost efficiency and long-term asset value.

 Provide leadership and organisational development, mentoring high-performing teams, fostering a results-driven culture, and supporting professional growth and operational excellence.

HIGHLIGHTS:

 Port Rail Shuttle Network (PRSN) - $28M Government Funding Secured: Successfully developed and presented a compelling business case to Government advocating for the integration of Salta’s Dandenong South freight terminal with the Metropolitan rail network. Led the business case, strategic plan and negotiations that resulted in $28 million of State and Federal Government funding, for the construction of a dedicated rail spur of 862 meters (now complete) connecting the 200-hectare Dandenong South Industrial estate with the Port of Melbourne. The freight terminal will significantly enhance transport efficiency throughout the Metropolitan Melbourne area and provide several social benefits, which included:

 Reduced Traffic Congestion: By shifting freight from road to rail, these terminals help reduce the number of trucks on the road, leading to less traffic congestion and smoother commutes for everyone.

 Lower Emissions: Rail transport is generally more fuel-efficient and produces fewer greenhouse gas emissions compared to road transport, contributing to improved air quality and supporting environmental sustainability goals.

 Enhanced Safety: Fewer trucks on the road means less road accidents and improved safety for all road users.

 Economic Growth: The development of intermodal terminals can stimulate local economies by creating jobs and attracting businesses to the area.

 Improved Efficiency: Intermodal terminals streamline the transfer of goods between different modes of transport, leading to more efficient supply chains and potentially lower costs for consumers.

 Community Development: The presence of a freight terminal can lead to infrastructure improvements, such as better roads and public services, benefiting the surrounding communities.

 Dandenong South Intermodal Terminal - $380M Development: Led the internal project team and external consultants in the design and (future) development of the Dandenong South Intermodal Terminal, a $380 million investment in Australia’s logistics infrastructure. Negotiated and executed a commercially sensitive Head of Agreement with a capital partner for the construction and operation of the terminal in December 2024.

HIGHLIGHTS:

 Currently in advanced negotiations with multiple stakeholders to replicate the intermodal terminal model in Altona, expanding the region’s logistics capabilities, enhancing rail freight efficiency and reducing congestion on arterial roads.

 ACFS Warehouse Development - $75M Logistics Infrastructure Expansion: Spearheaded the development of a

 9-hectare logistics hub, featuring a 32,000 sqm warehouse and 36,000 sqm of container-rated pavement, essential for large-scale freight operations. Successfully managed project execution within an investment framework of $75 million, ensuring timely delivery and operational readiness.

 Austrans Development - $55M Industrial Development: Led the development and project management of a 5-hectare logistics site, delivering a 25,000 sqm warehouse with a total development cost of $55 million. Ensured seamless execution, from site selection and planning approvals to construction oversight and operational handover.

 VicTrack Ground Lease - Altona Inland Port Development: Spearheaded the development of the business case, strategic planning, and negotiations, culminating in a 30-year ground lease agreement with VicTrack. This 2,575square-meter site facilitates the construction of essential rail infrastructure, seamlessly connecting the Altona Industrial Estate to the Port of Melbourne.

Nov 2010 - May 2018

AUSTRAK PTY LTD | www.austrak.com.au Melbourne, Victoria

National Development Manager - Logistics & Industrial

Austrak is a privately held Development company and leader in rail-integrated logistics and intermodal infrastructure, specialising in the development of freight terminals, large-scale warehouses, and transport hubs. The company has expertise in property finance, development, consulting, design, construction and delivery of large-scale manufacturing and industrial projects with critical construction programs

RESPONSIBILITIES:

 Led the project and construction management of large-scale warehouses and distribution centres, overseeing every phase from land acquisition and initial planning to development approvals and Certificate of Occupancy across Melbourne, Sydney, and Adelaide, ensuring timely delivery and compliance.

 Played a pivotal role in securing key clients, including Linfox, Mondelez, Unilever, and Coles, driving business growth and revenue expansion, while reinforcing Austrak’s market leadership within the logistics and supply chain industry.

 Managed the daily operations of the joint venture (JV) with GPT, ensuring effective governance, stakeholder engagement, risk mitigation, and streamlined collaboration to deliver high-impact infrastructure projects with optimal financial and operational outcomes.

 Provided strategic oversight for all land acquisition, disposition, and construction feasibility studies, evaluating investment potential, project viability, regulatory considerations, and infrastructure alignment, driving efficient project execution and maximised investment returns.

HIGHLIGHTS:

 Successfully developed and presented a compelling business case advocating for the integration of Austrak’s Somerton freight terminal with the Metropolitan rail network. Led the business case, strategic plan and negotiations that resulted in $16.5 million government funding, for the construction of dedicated rail infrastructure (now complete) connecting the 170-hectare Somerton Business Park with the Port of Melbourne.

 Developed a comprehensive business case and strategic plan to integrate rail infrastructure with the Port of Melbourne, facilitating the expansion of port rail shuttles, terminal connectivity, and intermodal freight solutions to enhance transport efficiency across Metropolitan Melbourne.

 Led negotiations with State and Federal Government agencies, securing $16.5 million in funding for the Somerton Industrial Estate connection to the Metropolitan rail network, strengthening national logistics operations and supporting long-term freight infrastructure development.

 Positioned Austrak as a key industry leader by assembling a strategic cluster of logistics-driven businesses, leveraging synergies, technological innovation, and economies of scale to drive enhanced supply chain efficiencies, reduced operational costs, and increased commercial competitiveness.

Mar 2012 - Dec 2012

RESPONSIBILITIES:

PRIVATE CLIENT Italy

Project Director, Private Assets (Commercial in Confidence)

 Entrusted to manage and coordinate an exclusive international project by a prominent Melbourne family which was successfully completed in preparation for an upcoming hotel development.

 Spearheaded the design and construction of a 25-metre-high reinforced earth platform spanning 6,000m², working in close collaboration with the international consultant team overseeing the hotel's architectural and structural design.

 Ensured full compliance with stringent European seismic, safety and construction standards, while integrating best-practice engineering methodologies, ensuring efficient resource allocation and risk mitigation.

 Oversaw and directed comprehensive budget management, strategic financial governance, and private asset development for a large-scale reinforced earth platform project in Northern Italy.

 Facilitated land acquisition negotiations, liaising with local property owners, municipal authorities, and legal representatives, securing government approvals, council permits, and regulatory clearances, ensuring a seamless process.

 Directly managed design and construction teams, sourced highly skilled contractors, and led end-to-end tendering processes across Northern Italy, overseeing extensive groundwork, demolition, and full-scale construction activities.

HIGHLIGHTS:

 Secured essential local government approvals, proactively engaging with regulatory bodies, environmental agencies, and municipal planners, while managing below-ground civil infrastructure, including power distribution, stormwater drainage, and sewer system connections.

 Oversaw the excavation and removal of approximately 50,000 cubic metres of soil, coordinating logistics, compliance measures and environmental impact assessments to ensure efficiency, sustainability, and adherence to regulations.

 Executed the project on time and within budget, simultaneously managing above-ground structural design, reinforced earth stabilisation, and construction sequencing, while implementing bored piers to a depth of 40 metres, complete with associated capping beam construction.

 Successfully negotiated with neighbouring property owners, securing compensation agreements and land acquisitions, facilitating seamless project expansion, infrastructure integration and long-term development opportunities.

Nov 2010 - Sep 2016 KPA MANAGEMENT & CONSULTING PTY LTD | www.kpa.net.au

Melbourne,

Australia Director/Co-Founder

KPA Management & Consulting Pty Ltd is a highly specialised advisory and project management firm, offering expert solutions in construction, infrastructure, and strategic business planning. The company provides comprehensive project oversight, ensuring regulatory compliance, risk mitigation and contract negotiation excellence.

RESPONSIBILITIES:

 Established and expanded a specialist management and consulting engineering firm, delivering high-level strategic solutions across the construction, infrastructure, and logistics sectors.

 Managed full P&L oversight, ensuring financial profitability and strategic decision-making to drive business growth.

 Led business operations, spearheading strategic growth initiatives, optimising processes, and fostering strong relationships with key industry stakeholders.

 Directed large-scale project management efforts, enhancing operational efficiencies and delivering expert advisory services in construction planning, procurement, and risk management.

 Secured major contracts, negotiated complex agreements, and drove innovative solutions to enhance project outcomes and ensure long-term business success.

Oct 2007 - Nov 2010 ROBERT BIRD GROUP | www.robertbird.com

Melbourne, Victoria

Senior Design Manager

Robert Bird Group is a globally recognised engineering consultancy, delivering innovative structural, civil, and construction engineering solutions. With a presence across Australia, the UK, the Middle East, and Asia, the firm is known for its expertise in complex, high-profile projects, including high-rise buildings, infrastructure, and transport networks.

RESPONSIBILITIES:

 Recruited as the Structural Design Lead for the Myer Bourke Street Redevelopment, a landmark, high-profile project spanning four years, covering 47,000 m², with a project value of $225 million.

 Led and coordinated a multidisciplinary structural team of 15 engineers, ensuring strict adherence to project timelines, engineering precision, and regulatory compliance within a demanding seven-day work schedule.

 Acted as the primary liaison with key stakeholders, including Probuild, NH Architecture, and Colonial First State, conducting weekly design meetings to align project objectives and mitigate risks.

 Conducted daily site inspections, including 24-hour monitoring cycles, to oversee construction progress, identify potential structural challenges, and ensure adherence to industry best practice.

 Certified and issued weekly structural integrity reports, verifying compliance with engineering, safety, and regulatory standards, ensuring the successful execution and long-term stability of the development.

Nov 1993 - Sep 2007

BONACCI WINWARD | BONACCI GROUP | MEINHARDT GROUP

Melbourne, Victoria | www.meinhardtgroup.com

Structural Team Leader/Senior Design Manager

Bonacci Group, now integrated into Meinhardt Group, is a structural, civil, and infrastructure engineering consultancy with a national presence with offices in Sydney, Melbourne, Brisbane, and Adelaide, specialising in delivering cutting-edge structural and civil engineering solutions, underpinned by a commitment to technical excellence and innovative design

RESPONSIBILITIES:

 Personally recruited by Nat Bonacci, I worked alongside him as a mentor and later as a colleague. Entrusted with significant leadership responsibilities, I managed a design team of 20 across Victoria and NSW, ensuring the delivery of high-quality engineering solutions while fostering a collaborative and efficient team environment.

 Gained valuable global experience by leading a team of 30 engineers in Malaysia, overseeing the structural design and execution of a high-profile mixed-use development in Singapore. This role involved coordinating teams, integrating advanced engineering solutions, and managing large-scale international projects within diverse regulatory frameworks.

HIGHLIGHTS:

 Throughout my tenure, I contributed extensively to the firm’s strategic expansion, technical advancements, and execution of landmark projects, reinforcing its reputation as a leader in structural engineering innovation.

 Spearheaded the establishment of a new office in The Rocks, Sydney, expanding the firm’s operational footprint and strengthening its presence in the competitive Sydney market.

 Played a pivotal role in the structural design and project leadership of several landmark Melbourne developments, ensuring precision, innovation, and sustainability in engineering. Notable projects include Melbourne Aquarium, Mercedes-Benz Melbourne (Kings way) , RACV Headquarters, Southern Cross Tower - 121 Exhibition Street, QV Melbourne, 150 Clarendon Street (East Melbourne), and the Russell Street Police Station Redevelopment.

Nov 1989 - Nov 1993 D.M LANDY & ASSOCIATES PTY LTD

Caulfield, Victoria

Structural Designer/Design Manager

D.M. Landy & Associates Pty Ltd is a trusted structural engineering firm, offering comprehensive design, construction consulting, and project management services. With expertise spanning commercial, residential and industrial developments, the firm delivers high-quality, cost-effective structural solutions tailored to meet engineering challenges.

RESPONSIBILITIES:

 As a Structural Designer and Design Manager, I was responsible for preparing detailed plans and technical specifications during the schematic design phase, ensuring compliance with engineering principles and all Victorian regulatory standards for pre-construction activities. I coordinated with utility service providers to align infrastructure requirements with project timelines, facilitating seamless integration into the broader development framework.

 Additionally, I liaised with local councils to secure necessary building permits, navigating complex regulatory processes to ensure timely approvals. My role also encompassed conducting regular site inspections to assess structural integrity, adherence to design specifications, and compliance with safety protocols. Furthermore, I played a key role in developing comprehensive project schedules, optimising workflow efficiencies, and ensuring timely project delivery.

OTHER EXPERIENCE

Feb 2023 - Current

Melbourne, Victoria

Jan 2025 - Current Committee Member - Industrial and Logistics Committee Feb 2023 - Current Committee Member - Planning and Infill Committee

The Property Council of Australia, established in 1969, is the leading voice of the property industry, representing 2,300 member companies that shape the nation’s built environment. With a dedicated team of 120 professionals across every capital city, Newcastle and Wollongong, the organisation drives industry advocacy, research, events and professional development.

Committee Member - Industrial and Logistics Committee

RESPONSIBILITIES:

 As a Committee Member of the Industrial and Logistics Committee, I advocate for policies that support the growth and development of the industrial and logistics sectors. I provide strategic insights on infrastructure, land use and regulatory frameworks affecting the industry, ensuring alignment with market demands.

 I actively engage with key stakeholders, including government and industry leaders, to drive sector innovation and policy reform. I contribute to research and policy discussions on market trends, investment opportunities, and sustainability in logistics. Additionally, I support initiatives that enhance supply chain resilience and industrial land planning to foster longterm industry success.

Committee Member - Planning and Infill Committee

RESPONSIBILITIES:

 As a Committee Member of the Planning and Infill Committee, I review and provide input on urban planning policies to support sustainable development and efficient land use. I advocate for streamlined approval processes to facilitate effective infill development, ensuring alignment with community needs and economic growth.

 I engage with industry and government stakeholders to address housing supply and density challenges, contributing to policy recommendations that promote balanced urban expansion. I contribute to research on zoning, infrastructure planning, and regulatory frameworks to enhance urban development strategies. Additionally, I support initiatives that balance economic growth with environmental sustainability and community well-being.

REFEREES

ANNE RUSHTON

BA English (Comm)

Demonstrating an exceptional record as a distinguished senior executive within the arts, cultural and community spheres, I am eager to harness my multidisciplinary expertise, strategic vision and transformative leadership as Chief Executive Officer at Perth Festival. With over three decades of experience orchestrating large-scale organisational advancement, artistic innovation and measurable social impact, I possess the proven capability to galvanise diverse stakeholders towards a shared, ambitious vision. My executive stewardship at the Art Gallery of Western Australia has encompassed the conception and realisation of landmark redevelopment strategies, audience expansion and exponential commercial revenue growth, underpinned by an unwavering commitment to artistic distinction and inclusive engagement. I offer formidable strategic and financial acumen, with a track record in exemplary governance, high-value philanthropic cultivation and enduring partnership development across government, corporate and creative domains. My leadership ethos is characterised by the cultivation of high-performance, values-led teams, the advancement of First Nations and culturally diverse representation, and the championing of pioneering approaches to programming. With refined expertise in brand repositioning, international market penetration and elevated media engagement, I excel in translating creative aspiration into operational reality, harmonising bold artistic ambition with institutional resilience. I am committed to stewarding Perth Festival’s legacy while architecting its next era of cultural resonance, global relevance and sustained excellence.

EXECUTIVE ACCOMPLISHMENTS

 Executive and Cultural Leadership: Over three decades directing high-profile arts, cultural and events organisations, including leadership of multi-disciplinary teams at AGWA, Ramsay Health Care and her own strategic agency. Extensive experience acting as CEO, providing governance oversight, strategic direction and operational leadership.

 Strategic and Financial Mastery: Expert in managing multimillion-dollar budgets, securing funding and driving commercial growth. Achievements include growing the AGWA Foundation from $34 million to $44 million in three years and negotiating multi-year sponsorships worth $6+ million across philanthropic, corporate and government sectors.

 Landmark Festival and Program Conception: Conceived and authored the Western Australian Government’s +8 Festival, an internationally focused arts, culture, innovation and education initiative engaging Asia and the Indian Ocean Rim. Endorsed by Cabinet and now under renewed consideration for delivery as a strategic cultural diplomacy platform.

 Audience Expansion and Market Growth: Delivered record-breaking visitation at AGWA, including an all-time high of 465,000 visitors in 2024–25 and significant growth in the 16–35 demographic. Developed targeted initiatives such as The West Australian Pulse and the G9 Kids Engagement Space, expanding G9 visitation from 45,000 to 120,000 annually.

 Philanthropy, Sponsorship and Revenue Diversification: Secured landmark partnerships with Healthway, Simon Lee Foundation, Tourism WA, 7West Media, JCDecaux and NOVA Radio, delivering multi-million dollar value and diversifying revenue streams to ensure organisational sustainability, long-term growth and cultural programming opportunities.

 Major Event and Exhibition Production: Produced large-scale, high-profile cultural events, including TIME RONE, AGWA’s most commercially and critically successful exhibition, generating $3.5 million in ticket revenue, $1.2 million in commercial sales, and attracting over 90,000 visitors from diverse local, interstate and international audiences.

 Stakeholder Engagement and Advocacy: Maintains trusted relationships with ministers, government agencies, boards, philanthropic leaders, corporate sponsors, artists and community stakeholders, ensuring strong institutional support, alignment with strategic objectives, and ongoing engagement that fosters mutual benefit and sustained growth.

 People and Culture Leadership: Built and led high-performing, inclusive teams, expanding AGWA’s staff from 2.5 FTE to 60 FTE in four years, and fostering a collaborative, values-driven culture that delivers operational excellence.

 Artistic Alignment and Program Delivery: Experienced in collaborating with creative leaders to translate artistic vision into operational reality, delivering acclaimed programs that meet artistic, audience and financial KPIs.

 Brand Transformation and Media Elevation: Directed institutional rebranding and integrated media strategies that increased public profile, enhanced cultural relevance and achieved national and international visibility.

 International and Cross-Cultural Collaboration: Forged and sustained cultural exchange partnerships across Asia, the Indian Ocean Rim and global arts sectors, expanding WA’s international cultural presence and influence.

 Innovation and Organisational Resilience: Introduced capacity-building strategies, revenue-generating initiatives and adaptive programming that strengthened organisational sustainability and positioned institutions for long-term success. linkedin.com/in/anne-rushton-a0b98591/

EMPLOYMENT HISTORY

Apr 2020 - Current ART GALLERY OF WA (AGWA)

Perth, Western Australia

Deputy Director Marketing, Communication & Commercial Director RESPONSIBILITIES:

• Appointed to architect AGWA’s strategic repositioning as a globally eminent, multi-sensory cultural institution, with executive oversight of Communications, Commercial Operations, Education, People & Culture and delegated authority as Deputy Director across 56 FTE, ensuring cohesive leadership across all core organisational functions.

• Entrusted with delivering two transformative objectives: (i) repositioning AGWA’s brand through a comprehensive rebrand and integrated campaign and (ii) co-leading the strategic planning of a proposed $650 million gallery redevelopment, supported by a $10 million state commitment, engaging stakeholders across government, corporate, philanthropic and creative sectors to secure alignment, investment and long-term strategic outcomes.

• Serve as the central nexus connecting all stakeholder groups to AGWA, encompassing government representatives, ministers, agencies and Directors General, industry bodies, philanthropic leaders, corporate sponsors, suppliers, creative collaborators and artists at local, national and international levels. Equally prioritise the cultivation of major audience channels, including children and families, youth as the next generation of patrons, and existing core audiences.

• Recognise staff as a pivotal partner group, fostering their role as collaborative contributors in the execution of organisational strategy and artistic vision, while cultivating a culture of excellence and innovation.

• Lead commercial operations spanning the AGWA Design Store, Rooftop, Café, venue hire and ticketed events, with a firm focus on profitability, experiential curation, and enterprise growth. Strategic responsibilities include market expansion, stakeholder engagement, and fiscal governance.

• Currently co-leading AGWA’s strategic transformation into its next chapter, delivering against a five-year vision to redefine its global standing and cultural influence, while fostering innovation, inclusivity and long-term organisational sustainability.

• Spearhead dynamic, data-informed marketing strategies to drive visitation, elevate brand equity, and penetrate new demographics, particularly youth (16–35), First Nations communities, tourists, and Asia-Pacific audiences, while advancing AGWA’s national and international digital presence.

• Oversee media, public relations and partnership strategy, securing major sponsorships and cultivating philanthropic alliances across government, education, corporate and creative sectors, ensuring alignment with organisational objectives and brand positioning. Guide the AGWA Digital Hub as a national exemplar in cultural content delivery, innovation and audience engagement.

• Direct institutional planning through market intelligence, trend forecasting, and audience analytics. Steward education and engagement initiatives fostering inclusive, multi-generational arts access, including flagship youth programs such as Pulse Perspectives and high-impact artist collaborations.

ACHIEVEMENTS:

AGWA Redevelopment - ‘The New AGWA’ (Announced Jan 2025):

• Successfully realised the Gallery’s five-year transformation strategy with the WA Government’s formal commitment of $10 million toward a $650 million redevelopment plan. This milestone followed years of sustained advocacy, stakeholder engagement, and strategic planning designed to reposition AGWA as a contemporary, internationally recognised cultural institution. Co-led cross-government and sector-wide collaboration with the CEO to secure support, drive public discourse, and elevate AGWA’s standing within state cultural infrastructure priorities.

TIME RONE Exhibition (Jun 2024 - Feb 2025):

• Produced and delivered AGWA’s most commercially and critically successful exhibition in its history. TIME RONE attracted over 90,000 exhibition visitors and a further 50,000 through related commercial offerings, including rooftop and retail spaces. Generated over $4 million in ticket revenue and $1.5 million in merchandise sales, exceeding all commercial and audience benchmarks. Achieved unprecedented media coverage locally, nationally, and internationally, solidifying AGWA’s reputation as a producer of globally relevant cultural programming and drawing significant youth and first-time visitor attendance.

Pulse: Australia’s Largest Youth Arts Festival (2021 - 2024):

• Spearheaded the transformation of the Gallery’s longstanding Pulse Perspectives program into Pulse, Australia’s largest and most diverse youth arts festival. Expanded the format to showcase not only Year 12 visual art but also design, fashion, music, literature, and creative innovation. Drove exponential growth in annual visitation to 226,000 by 2024, repositioning AGWA as a national leader in youth cultural engagement. Attracted landmark sponsorships from The West Australian, JCDecaux, and NOVA Radio, significantly boosting media visibility and public participation. The initiative played a pivotal role in AGWA’s demographic shift towards younger, more diverse audiences.

FY23/24 Milestones:

• Reached record visitation of 590,000, an 80% increase on pre-COVID figures

• Achieved end-of-year profit of $750,000 (22/23) and hosted 8,500+ event attendees

• Attracted 318,993 first-time visitors; rooftop visitation exceeded 34,000

• Boosted interstate and international visitors by 83%, totalling 214,612

• Attained an emotional brand equity score of 60 (Morris Hargreaves McIntyre)

• One in four visitors were aged 16–25, confirming effective youth engagement strategy Design Store Success (Launched 2022):

• Generated $650,000 in first-year profit, more than double the initial $300,000 target

• Showcased 85 Australian and international design brands, including 42 WA-based artists

• Delivered youth mentorship programs and recruited 3,500 members within six months

• Reached $1.2 million in revenue during FY23/24

EMPLOYMENT HISTORY

ACHIEVEMENTS:

Commercial Growth and Financial Sustainability:

• Delivered $6.43 million in non-government revenue in FY23/24

• Increased sponsorship revenue by $2.5 million through targeted partnership strategy Media Partnerships and Sponsorships:

• Secured $2 million in annual media sponsorships from 7West Media, JCDecaux and NOVA Radio

• Amplified AGWA’s visibility through integrated brand partnerships

• Engaged younger and previously untapped demographics through Pulse, rooftop events, and design-led retail

• Drove a 34,000 increase in international visitors and 25,000 rise in interstate tourism, supported by major global exhibitions such as Yoshitomo Nara Education and Multigenerational Engagement:

• Drew 120,000+ attendees to Exquisite Bodies in its first six months

• Attracted over 80,000 visitors to Boorongur during peak school holidays

• Engaged more than 200,000 new visitors through original educational and community initiatives

2018 - 2020 ROBYN KERSHAW PRODUCTIONS (RKP)

Perth, Western Australia

Business Development, Marketing Communications, Senior Consultant RESPONSIBILITIES:

• Provided strategic consultancy to Robyn Kershaw Productions, a globally recognised Australian content production company, with a focus on long-term business growth, global market penetration, and competitive brand positioning.

• Worked in direct collaboration with Executive Producer Robyn Kershaw to develop, finance and strategically promote a diverse portfolio of ten internationally produced feature films across multiple global territories.

• Designed and executed integrated, forward-looking business development strategies aligned with defined commercial objectives, investor expectations, and emerging international screen industry trends and market shifts.

• Led the creation and seamless implementation of multifaceted marketing and communications plans across all stages of production, including development, pre-sales, global distribution, and international festival promotion campaigns.

• Managed stakeholder communications, media liaison, and narrative-driven promotional strategies to ensure consistent brand alignment, enhanced public visibility, and positive global positioning for all RKP projects.

• Developed high-impact investor and project funding presentations, directly contributing to successful co-financing agreements and international co-production partnerships with national agencies and global stakeholders.

• Liaised with screen agencies, distribution partners, and creative collaborators to align artistic direction with broader business strategy, target audience engagement, and long-term cross-market viability goals.

2012 - 2018

RESPONSIBILITIES:

DIGITAL MADNESS

Perth, Western Australia

Director/Owner

• Established and led a boutique creative agency delivering high-level strategic advisory across brand development, marketing, stakeholder engagement and digital communications for government, health, arts, and education sectors.

• Directed all facets of business operations, including strategy, creative direction, business development, financial oversight, and high-level client engagement at C-suite and ministerial levels across diverse industry sectors.

• Spearheaded integrated campaigns involving brand repositioning, crisis management, sponsorship, events, lobbying, and change communications, tailored to complex, multi-stakeholder, and high-sensitivity operating environments.

• Managed multidisciplinary teams, contractors, and consultants, ensuring strategic alignment, operational efficiency, cultural cohesion, quality control, and timely project delivery across all concurrent work streams.

• Served as brand custodian for key clients, leading brand audits, development, and strategic execution of comprehensive brand, media and content strategies across digital and traditional communication channels.

• Delivered issue-sensitive communications and advocacy strategies, including government lobbying, targeted public affairs, and implementation of high-impact, industry-specific reputation management and recovery initiatives.

• Designed and implemented high-impact marketing and digital engagement strategies, ensuring alignment with business objectives, audience insights, emerging market trends, and clearly measurable ROI outcomes.

• Managed key clients including WA Ballet, WA Opera, Department of Local Government, Sport & Cultural Industries (+8 Festivals), Ramsay Health Care, McCusker Foundation, AMP Shopping Centres, Macquarie University Hospital, WA Health, Wesley College, ECU and the New Zealand Government.

EMPLOYMENT HISTORY

2005 - 2012 RAMSAY HEALTH CARE GROUP

Perth, Western Australia

Innovation, Communications & Marketing Director

RESPONSIBILITIES:

• Appointed to lead Innovation, Communications and Marketing across five major hospitals i.e. Hollywood, Joondalup, Glengarry, Attadale, and Peel Health Campus, during a period of transformational growth. Recognised as a senior industry authority in health advocacy and strategic communications, I oversaw end-to-end marketing functions, including public relations, stakeholder engagement, market research, and business innovation across the WA portfolio.

• Collaborated closely with the WA Managing Director and Executive Leadership Team to develop and implement new business strategies, drive hospital expansion programs, and identify emerging market opportunities. Spearheaded the strategic repositioning and rebranding of the Hollywood and Joondalup hospitals, ensuring they emerged as national exemplars within Ramsay’s 76-hospital Australian network.

• Provided strategic counsel on high-profile and sensitive corporate matters and was instrumental in developing and executing major consumer and B2B campaigns in partnership with national advertising agencies. Led stakeholder engagement strategies across the medical and public sectors, building trusted relationships with GPs, specialists, veteran associations, government departments, the media, and corporate sponsors.

• Managed multimillion-dollar marketing budgets, performed financial modelling to ensure sustainable revenue growth, and successfully delivered annual financial performance targets. My leadership extended across innovation, communications, and reputation management at both the operational and executive levels.

ACHIEVEMENTS:

• Served as one of six senior executives overseeing approximately 4,000 Ramsay staff across WA, regularly deputising for the CEO during critical decision-making periods and representing executive interests at strategic forums.

• Successfully fulfilled the five-year strategic goal of elevating Hollywood and Joondalup Hospitals to the top two positions nationally within the Ramsay Australia network, setting new benchmarks in clinical excellence and innovation.

• Played a key leadership role in delivering a six-year, $1 billion greenfield and brownfield expansion strategy across five major hospital sites in WA, shaping the organisation’s long-term market dominance.

• Worked closely with Ramsay’s global expansion team to facilitate international growth across Asia, the UK and France, contributing to Ramsay’s transformation into the largest private hospital group globally.

• Drove one of the most successful regional transformation strategies in Ramsay WA’s history, continuing as a retained senior consultant with the Group for four additional years through my agency, The Mad Empire.

• Led specialist communication campaigns at Macquarie University Hospital (NSW), including the public introduction and awareness of advanced robotic surgery programs such as the Da Vinci Robot and Gamma Knife.

• Conceptualised and launched high-impact public health awareness campaigns focused on preventative care, mental health, and behavioural change, achieving widespread engagement and recognition.

• Became a leading advocate in men’s health communications, developing tailored engagement strategies for predominantly male patient populations, many of whom were veterans through language and framing that encouraged constructive behavioural reform and improved health outcomes.

PREVIOUS WORK HISTORY

2004 - 2005 The British Broadcasting Corporation (BBC), London

1998 - 2005 Australian Broadcasting Corporation (ABC), Perth

1996 - 1998 Freelance Work, London

1995 - 1996 Lynne Franks PR, London

1993 - 1995 Professional Public Relations, (PPR) Perth

1992 - 1993 CB Richard Ellis (Corporate Real Estate Group), Perth

1990 - 1992 Hooker Corporate (Corporate Real Estate Group), Perth

QUALIFICATIONS

Senior Marketing & PR Consultant (Secondment)

Marketing & Publicity Manager

Marketing & Public Relations Consultant

Senior Account Director (London Fashion Week)

Senior Account Manager

Marketing & Public Relations Manager

Marketing & Public Relations Manager

1990 BACHELOR OF ARTS ENGLISH (COMMUNICATIONS)

HIGHLIGHTS:

Curtin University | Perth, Western Australia

 Graduated Double Major in Film & Television/Marketing and PR

 Graduated Top Honours in Film & Television (Magna Cum Laude)

REFEREES AVAILABLE ON REQUEST

C aroline Craig

CAREER PROFILE

Distinguished and results-oriented procurement executive with over a decade of exemplary experience in strategic sourcing, supply chain optimisation, and financial operations across a multitude of sectors, including manufacturing, healthcare and technology. Demonstrated acumen in architecting and executing innovative procurement strategies that have yielded substantial cost reductions exceeding 20%, while simultaneously augmenting operational efficiencies and enhancing value throughout the supply chain. Proficient in conducting comprehensive market analyses and supplier evaluations, facilitating astute decision-making and the optimisation of sourcing methodologies. Adept at fostering synergistic collaborations with stakeholders, establishing robust partnerships with cross-functional teams and external entities to align procurement initiatives with overarching organisational objectives. Celebrated for transformative leadership that galvanises and empowers teams, instilling a culture of continuous improvement and accountability. Possesses advanced expertise in contract negotiation and management, risk mitigation and compliance, ensuring adherence to industry standards and regulatory mandates. Devoted to leveraging data analytics to inform procurement paradigms and spearhead innovation, all while maintaining a steadfast commitment to sustainability and ethical sourcing principles.

SELECTED ACH IEVEMENTS

 Strategic Development: Formulated a robust strategy to centralise commercial capabilities, significantly enhancing operational efficiency. This initiative included the creation of a detailed roadmap that is closely aligned with the business ambitions in the APAC region, ensuring a cohesive approach to achieving organisational objectives.

 Strategic Roadmap Development: Developed a comprehensive three-year strategic roadmap for the Procurement function, meticulously addressing key pain points while ensuring alignment with stakeholder feedback and long-term organisational goals. This roadmap serves as a guiding framework to enhance procurement processes and drive value

 Integration and Centralisation: Centralised shadow functions in procurement and property operations and established a hybrid outsourced structure for Hong Kong's financial operations within three months.

 Procurement Transformation: Overhauled the procurement function, yielding cost savings of over $21.8 million in Year 1 and $23.8 million in Year 2, with additional cost avoidance of $10 million and $5 million respectively.

 P2P Solution Implementation: Executed a business case for a Purchase-to-Pay solution, achieving approximately 80% compliance by value within 12 months, enhancing procurement effectiveness.

 Employee Engagement: Conducted a comprehensive Employee Engagement survey in 2018, achieving an impressive engagement score of 87%, which was the highest in the Supply Chain division, reflecting strong leadership.

 Financial Impact: Delivered significant profit and loss benefits totalling $14.2 million in 2018, with total cost reductions exceeding $23 million through proactive procurement initiatives, enhancing overall financial performance

 Agile Strategic Sourcing: Implemented an agile Strategic Sourcing model, improving sourcing and contracting processes for major freight and warehousing needs from 2016 to 2019.

 Supplier Management: Reduced supplier-related manufacturing downtime to below 1% line uptime through a Supplier Relationship Management program, significantly enhancing production reliability.

 Sustainable Sourcing: Developed a Sustainable Sourcing agenda, projected to yield $4 million in benefits over three years by integrating economic, social, and environmental considerations.

 Materials Management Maturity Model: Delivered a peer-reviewed maturity model for Materials Management, fostering a culture of continuous improvement with assessment tools and engagement plans.

 Category Management Relaunch: Relaunched the Category Management approach, enhancing procurement processes and supplier engagement through a stage-and-gate governance framework.

QUALIFICATIONS & TRAINING

EMPLOYMENT HISTORY

June 2022 - Current BUPA | www.bupa.com.au Melbourne, Victoria

Oct 2023 - Current Director of Procurement, Property and Financial Operations

Jun 2022 - Oct 2023 Head of Procurement

Bupa is a global health and care company dedicated to helping people live longer, healthier lives. With a strong focus on customer service, Bupa provides health insurance, aged care and wellness services to individuals and families. Committed to innovation and quality, Bupa aims to improve the health and wellbeing of members while supporting local communities.

Director of Procurement, Property and Financial Operations

RESPONSIBILITIES:

 As the Director of Procurement, Property and Financial Operations, I oversee the leadership of commercial and support services related to leasehold property management, procurement, and financial operations, which encompass accounts payable, receivable, and banking activities across the Asia-Pacific region. Reporting directly to the CFO, I am responsible for developing and implementing strategic initiatives that optimise operational efficiency and financial performance. My role involves fostering collaboration between departments to ensure alignment with corporate objectives while delivering exceptional service and support to internal stakeholders and external partners.

ACHIEVEMENTS:

 In October 2023, I was entrusted with the pivotal role of Director of Procurement, Property, and Financial Operations during my direct manager's secondment to an internal position. Following his successful appointment, I was permanently offered this strategic leadership role, recognising my capabilities and contributions to the organisation.

 Within the first three months, I formulated a comprehensive strategy aimed at centralising commercial capabilities to enhance operational efficiencies and elevate service delivery in alignment with the business’s strategic agenda. Recognising that the function's KPIs and operational model were rapidly falling behind the growth and strategic plans, I identified the need for a new operating model that would support the APAC business's future ambitions and facilitate the cost-effective identification and execution of opportunities to maximise commercial value. The resulting strategy serves as a detailed roadmap for this transformation.

 A key priority was the integration and centralisation of shadow functions within procurement and property operations, ensuring teams were appropriately sized and each delivery model was realigned with the strategic objectives outlined by business leaders. Additionally, I successfully implemented a hybrid outsourced structure for Hong Kong Financial Operations within a three-month timeframe, marking a significant milestone in optimising our operational framework.

Head of Procurement

RESPONSIBILITIES:

 As the Head of Procurement, I collaborated with senior business leaders to achieve commercial outcomes that aligned with the enterprise strategy, focusing on the development and implementation of year-on-year savings across a substantial $1.2 billion spend. My role extended across Bupa APAC, where I influenced stakeholders at executive and operational levels, driving a transformation from a reactive, tactical support function to a strategic, proactive entity that adds significant value to commercial business outcomes. Through this shift, I established procurement as an essential enabler of organisational success, enhancing efficiency and fostering a culture of innovation within the procurement function.

ACHIEVEMENTS:

 Spearheaded the transformation of a robust, commercially-focused Procurement function, yielding actual cost savings of over $21.8 million in Year 1, $23.8 million in Year 2, an additional $10 million in Year 1 and $5 million in Year 2 in Cost Avoidance benefits, demonstrating a significant impact on the organisation’s financial performance.

 Designed and launched a comprehensive strategic roadmap outlining three-year forward-looking targets for the Procurement function. This roadmap included a detailed articulation of current and future states, identifying pain points and opportunities and aligning the value proposition with feedback gathered through interviews and discussions with key business stakeholders. A 12-month detailed pipeline of phased initiatives was developed for critical business functions and channels, supported by a high-level three-year pipeline to align with the organisation’s long-term aspirations.

 Led the business case through to execution for a purchase-to-pay (P2P) solution, addressing a situation where only 30% of the business utilised a purchasing system and merely 50% of spend was covered by an order. Successfully selected a suitable system, developed streamlined processes, created comprehensive training programs, and implemented a change management and communication platform to facilitate effective and compliant purchasing practices. Within 12 months, achieved approximately 80% compliance by value, significantly enhancing procurement effectiveness across the organisation.

EMPLOYMENT HISTORY

Oct 2020 - June 2022 HEALTHSCOPE | www.healthscope.com.au

Melbourne, Victoria

Head of Capability & Transformation

Healthscope is a leading private healthcare provider in Australia, employing over 18,000 staff and collaborating with 17,500 accredited medical practitioners. The company operates 30 acute hospitals, seven mental health facilities and six rehabilitation hospitals nationwide, delivering high-quality care and innovative health services.

RESPONSIBILITIES:

 Reporting to the General Manager of Procurement & Supply Chain, I spearheaded the capability uplift of the internal team while driving the broader supply chain transformation program across the organisation. This initiative encompassed critical programs such as Purchase to Pay, Source to Contract, Materials Management, and Logistics Network Redesign. I provided strategic leadership and expert technical procurement advice on policies, procedures, systems, and data standards to key stakeholders engaged in procurement planning, sourcing, and contract management activities, ensuring alignment with business objectives and fostering a culture of continuous improvement to meet evolving organisational needs and expectations.

ACHIEVEMENTS:

 In the first 90 days, successfully relaunched a comprehensive recording and reporting tool for benefits tracking, effectively integrating the FY21 pipeline for enhanced visibility and accountability.

 Secured full funding for the Procure-to-Pay (P2P) upgrade across all organisational spend, mobilising cross-functional teams of subject matter experts and stakeholders to collaboratively design, develop, and critique the program, ensuring alignment with strategic objectives.

 Led a three-year functional transformation initiative focused on establishing and maturing commercial and performance standards, contract management practices, and enhancements in purchasing operations. This strategic effort resulted in demonstrable uplift and maturity in key capabilities, including contract management, supplier relationship management, customer management, performance governance, and master data management.

 Established a “Quick Wins” program to drive improvements in clinical materials management within hospitals, achieving significant percentage reductions in spend relative to revenue at pilot sites.

 Delivered a peer-reviewed Materials Management maturity model, complete with assessment tools and change management engagement plans, fostering a culture of continuous improvement across the organisation.

 Relaunched the Category Management approach by implementing a stage-and-gate governance framework, Due Diligence protocols, and a comprehensive Supplier Lifecycle Management program, enhancing procurement processes and supplier engagement.

May 2019 - Sep 2020

RESPONSIBILITIES:

CONSULTING WORK

Melbourne, Victoria Independent Consultant

 As an Independent Consultant, I provided comprehensive advisory and consulting services to small and medium enterprises (SMEs) within the fast-moving consumer goods (FMCG) and Facilities Management sectors. My services encompassed the development and execution of procurement function strategies, tailored to enhance operational efficiency and effectiveness. Additionally, I offered strategic commercial advice on national tender bids, guiding clients through the complexities of the bidding process to optimise their chances of success and drive sustainable growth.

Feb 2020 - Sep 2020 KINRISE | www.kinrise.com.au

South Yarra, Victoria Head of Procurement

Kinrise is a privately owned snack food manufacturing company based in Australia, renowned for its household brands including Greens, Unibic, Lowans, and Waterthins. Established in 2018, Kinrise is dedicated to delivering high-quality snack products while centralising its procurement function to enhance third-party spend management. industry.

RESPONSIBILITIES:

 In this interim position, I served as a key advisor tasked with designing and implementing fit-for-purpose procurement services tailored to the company’s operational needs. My role involved assessing existing procurement processes, developing strategic frameworks, and ensuring that procurement practices aligned with Kinrise's goals for efficiency and sustainability. By establishing robust procurement services, I contributed to enhancing the overall effectiveness of the organisation’s supply chain management while fostering a culture of collaboration and continuous improvement.

EMPLOYMENT HISTORY

Apr 2015 - May 2019 ASAHI GROUP HOLDINGS | www.asahigroup-holdings.com Melbourne, Victoria

General Manager Procurement

Asahi Beverages is a prominent alcoholic and non-alcoholic beverage company operating across Australia and New Zealand, employing over 2,000 staff locally. As part of the global Asahi Group Holdings, headquartered in Japan, the company offers a diverse portfolio of drinks that cater to a wide range of consumer preferences.

RESPONSIBILITIES:

 Reporting to the Chief Supply Chain Officer, I led a team of 20 procurement professionals in managing a substantial $1.2 billion spend across various business entities in Australia and New Zealand. I was instrumental in developing and executing procurement strategies that not only optimised costs but also generated sustainable benefits year-on-year. By fostering a culture of collaboration and innovation within the team, I ensured the delivery of exceptional value while aligning procurement initiatives with the organisation’s overall sustainability goals.

ACHIEVEMENTS:

 Conducted an organisation-wide Employee Engagement survey in 2018, achieving a remarkable score of 87%, the highest in the Supply Chain division and the second highest across the company, surpassing the average score of 81%. Key strengths identified included regular coaching, performance feedback, and the development of employees' abilities.

 Realised in-year profit and loss benefits of $14.2 million in 2018, delivering measurable cost reductions and value-added benefits that exceeded $23 million for the year. These savings effectively countered supplier attempts to increase costs and mitigated negative impacts on P&L through initiatives that added additional services to contracts at no extra cost.

 Implemented an agile Strategic Sourcing model in 2016, enhancing team maturity through 2019. This advancement enabled the team to extend beyond traditional sourcing categories to meet broader business requirements. In 2018, the category and sourcing teams collaborated to improve the sourcing and contracting of major freight and warehousing needs, resulting in a significant increase in both the number and quality of contracts. Focused on contract quality, I implemented clear KPIs, termination rights, and pricing mechanisms agreed upon by both parties.

 Reduced supplier-related manufacturing downtime to below 1% line uptime through a targeted Supplier Relationship Management program. Monthly reporting integrated into the Integrated Business Planning cycle highlighted suppliergenerated downtime and the status of Business Continuity Plans for raw materials. The actions stemming from these reports involved the segmentation and prioritisation of high-risk materials and suppliers, resulting in an 11% decrease in downtime from an average of 14.2 hours per week to 12.6 hours per week in the first year of implementation.

Mar 2011 - Apr 2015 PACT GROUP | www.pactgroup.com

Cremorne, Victoria Sourcing Manager

Pact Group is a leading packaging solutions provider catering to both consumer and industrial markets, with a workforce of over 5,000 employees across the Asia-Pacific region. The company specialises in developing innovative and sustainable packaging solutions for clients, ranging from food and beverage to personal care and household products.

RESPONSIBILITIES:

 Reporting directly to the General Manager of Sourcing, I spearheaded the strategic planning, development, and execution of the Sustainable Sourcing agenda for all affiliated businesses throughout the Asia-Pacific region. My role involved collaborating with cross-functional teams to integrate sustainable practices into the sourcing process, ensuring alignment with corporate sustainability objectives. Additionally, I was responsible for driving continuous improvement initiatives to enhance the overall efficiency and effectiveness of sustainable sourcing efforts across the organisation.

ACHIEVEMENTS:

 Delivered a strategic plan to drive enduring value throughout the supply chain, effectively addressing the challenges faced by the newly established centrally led sourcing team in managing expanding purchasing activities.

 Integrated economic, social, and environmental premiums into sourcing initiatives, fostering a holistic approach to procurement, with projected benefits of $4 million over three years. Secured buy-in from the entire team through the implementation of 60 actionable initiatives, exceeding key performance indicators (KPIs).

 Initiated the establishment of State-based Energy Councils across 35 manufacturing sites to unlock opportunities for reducing energy consumption, addressing challenges posed by third-party management of energy expenditures.

 Promoted genuine behavioral and cultural shifts regarding energy usage, extending influence beyond energy management to encompass best practices in manufacturing, facilitating cost savings and improvement.

PREVI OUS EXPERIENCE

Jun 2008 - Feb 2011 CADBURY Strategy Track Lead Apr 2003 - May 2008 CADBURY SCHWEPPES Category Manager

David Paditham

CAREER PROFILE

As a results-driven and motivated IT executive with 20 years’ experience leading the development and governance of ICT strategies and services, I am pursuing a challenging new career opportunity as a Chief Services Officer at The Department of Treasury and Finance (DTF) Throughout my career in Government, Health, Energy, Education, Financial Services, Travel, Telco and Construction, I have gained a strong understanding of the machinery of government, the policy process, and relevant statutory requirements. Thriving in highly complex regulatory settings, I have competently led large cross-functional teams and complex enterprise programs. I am confident I would make a positive contribution as part of the departmental executive with the capacity to provide executive leadership for the digital transformation of DTF, strengthening digital outcomes across the whole of government.

QUALIFICATIONS & TRAINING

2021 Executive Fellows Program

Australian & NZ School of Government (ANZSOG)

2013 - 2014 Master of Business Administration Kellogg - HKUST EMBA Program (World Number 1 Program)

1988 - 1992 Bachelor of Engineering (Electronics & Communications) University of Madras

KEY SKILLS & COMPETENCIES

 ICT Management: Leads, develops and oversees governance of ICT strategies and services, aligning with legislative requirements.

 Change Management: Successfully designs, leads and implements effective change that provides enhanced service delivery.

 Team Leadership: Leads, manages, trains, supervises and mentors staff and contractors including performance management.

 Process Development: Drives business innovation with a commitment to developing and improving processes and systems.

 Service Delivery Management: Plans, delivers and aligns robust IT systems and services with a strong customer service focus.

 Best Practice: Upholds policies and industry best practice, overseeing technologies, architectures, policies and frameworks.

 Compliance: Oversees and ensures compliance with business, statutory and legislative obligations, policies and standards.

 Project Management: Manages and delivers programs/projects, ensuring time, cost, quality and specifications are met.

 Change Management: Leads and manages positive workplace change, promoting high-quality technology and data services.

 Strategic Planning: Develops strategic direction, creates a shared sense of purpose and contributes to higher-level goals.

 Business Transformation: Delivers solutions that positively transforms business operations in line with strategic direction.

 Contract Management: Negotiates key contracts with external technology and service suppliers and manages vendors.

 Decision Making: Provides impartial and forthright advice, makes difficult decisions in order to achieve desired outcomes.

 Budgeting: Manages significant budgets and diverse teams of both IT and business professionals to deliver significant value.

 Analytical & Research: Well-developed analytical and research skills, with proven expertise in collecting and analysing data.

 Communication: Highly developed written and verbal communication skills, articulating key messages clearly and succinctly.

 Integrity: Represents key organisations in an honest and professional manner, modelling high standards of ethical behaviour.

 Legislative Compliance: Understands, interprets and applies a range of government legislation, policies and procedures.

 Written Skills: Prepares quality briefs, written reports and correspondence articulating trends, opportunities and risks.

EMPLOYMENT HISTORY

Aug 2019 - Current DEPARTMENT OF HEALTH

Melbourne, Victoria Director, Projects

The Department of Health is a department of the Government of Victoria. It was formed from the splitting of Department of Health and Human Services into The Department of Health and the Department of Families, Fairness and Housing, in response to the COVID-19 pandemic. The Department of Health is focused on delivery of health and wellbeing services throughout Victoria.

OVERVIEW:

 DHHS is upgrading corporate financial system to an Oracle ERP Cloud (SaaS & PaaS) solution. Moving to Oracle’s ERP Cloud Software as a Service (SaaS) will redesign DHHS’s business processes to reflect best practice, remove the current reliance on extensive customisations, improve the user experience, incorporate new functionality, and provide a more scalable solution and strategically align with Whole of Victorian Government direction, reporting to CFO and the Steering Committee.

RESPONSIBILITIES:

 Lead and oversee the end-to-end delivery of Victoria’s largest Oracle ERP Cloud, Enterprise Digital Transformation program using Agile methodology, ensuring all phases of project development are completed within specifications and industry best practice.

 Manage interdependencies and coordination across projects to ensure that information relating to project deliverables, risks and issues are effectively communicated between stakeholders and that key performance indicators are monitored and evaluated.

 Lead and oversee change management and communications, bringing people together and encouraging input from others.

 Lead and deliver Chart of Accounts to align with WoVG strategic initiative and Application Remediation, Enterprise Payments Platform, TIBCO upgrade and the implementation of Oracle ERP Cloud Finance and Procurement according to the Roadmap.

 Professionally engage and collaborate with various stakeholders including project sponsors for DH & DFFH (Secretaries, Deputy Secretaries, CFOs, CIOs & CPOs) and other Victorian government agencies, building and sustaining strong networks.

 Lead Advisor and solution delivery for WoVG Strategic Common Corporate Platform Program (CCP) solution, Digital Victoria.

 Design business processes, policy frameworks, standing directions financial policy requirements and Delegation of Authority.

 Establish, lead and direct project teams and project governance including oversight of a Steering Committee, Project Control Group, Design Authority, Change Advisory Board, Project Assurance & Advisory in alignment with Department values.

 Plan and coordinate decommissioning, Shared Services and future operating model based on identified needs.

 Manage and engage with multi-vendors for the program, building and sustaining effective relationships.

 Lead ICT procurement and assume accountability for contract management and negotiation.

 Manage overall program budget (CAPEX & OPEX) and ICT quarterly public reporting.

ACHIEVEMENTS:

 Successfully led a successful negotiation and selected the Implementation Partner.

 Effectively aligned ICT Strategy and business objectives for Machinery of Government changes.

 Designed and developed a Business Case and achieved State Administration Unit funding approval.

 Utilised an influential approach to negotiate Oracle licensing and secured an additional 20% discount.

 Influenced stakeholders to adapt an off-the-shelf solution for Enterprise Payments Platform instead of bespoke development.

 Led and delivered the Design Feasibility Stage of the project, successfully addressing areas of concern that represented the critical functions for the Oracle ERP Cloud solution to be successfully implemented.

Jun 2019 - Aug 2019 DEPARTMENT OF JOBS, PRECINCTS & REGIONS

Melbourne, Victoria

ERP Program Advisor - Finance Transformation Program

The Department of Jobs, Precincts and Regions (DJPR) is a department in Victoria. Commencing operation on 1 January 2019, the DJPR supports six ministers across 10 portfolios, broadly related to economic development. Along with the Department of Transport (DoT), DJPR was created in machinery of government changes following the return of the Labor government.

OVERVIEW:

 The department rolled out a new project which entailed the replacement of legacy ERP applications to Oracle ERP Cloud applications to drive efficiency, reduce cost and enable adherence to a common set of processes as per the strategic direction

 of Whole of Victorian government (WoVG) initiative.

ACHIEVEMENTS:

 Led and delivered an implementation plan and strategy for the Oracle ERP Cloud (Finance, Procurement & EPM) and Change Management strategy across the department.

EMPLOYMENT HISTORY

Feb 2018 - Feb 2019 LANDCOM

Parramatta, New South Wales

Project Manager - Finance Transformation

Landcom is the NSW Government’s land and property development organisation, working with government and the private and notfor-profit sectors to deliver exemplary housing projects that provide social and economic benefits to the people of NSW. Landcom helps the NSW Government achieve its urban management objectives by improving the supply, diversity and affordability of new housing.

OVERVIEW:

 Project Forward was the revised Finance and Operational Transformation (FOT) project with an objective to replace Landcom’s aging finance and business systems.

ACHIEVEMENTS:

 Led and managed the successful implementation of Oracle ERP (SaaS & PaaS) solution for financials, projects, procurement, Oracle EPM Cloud for Financial Planning, Budgeting and Forecasting which was delivered on time and under budget with multiple streams and resources.

Sep 2001 - Aug 2017

VENSYS CONSULTING PTY LTD

Sydney, New South Wales

Partner/Consulting Director

Vensys Consulting is an Australian IT company with Oracle Gold Partner status based in Sydney. The company specialised in delivering enterprise software solutions including custom software, web, and desktop .NET applications across various applications, middleware, integration, custom development, reporting and database support, delivering complex multiplatform solutions for clients.

RESPONSIBILITIES:

 Set-up and managed the day-to-day operations of the business across all areas, with direct profit and loss accountability.

 Recruited, managed, supervised, trained and motivated new and existing staff, overseeing teamwork and productivity.

 Led and successfully delivered client engagements and transformation projects in various capacities including Consulting Director, Partner, Program Director, Client Advisor and Management Consultant, maintaining an adaptable approach.

 Developed and implemented budgets, forecasts and financial projections, maximising growth and analyse cashflow.

 Determined strategies to enhance company productivity by providing effective methods in business operations.

 Demonstrated high level communication, interpersonal and negotiation skills, building effective relationships.

 Established strategic vendor partnerships with corporate stakeholders including Oracle, Amazon and Nextgen.

 Managed and coordinated sponsorship with joint marketing campaign with Oracle Corporation.

 Led and delivered presales, solutions, proposals, statement of work and RFT responses.

 Implemented internal training courses for junior staff and new employees.

ACHIEVEMENTS:

 Successfully managed, coordinated and delivered in excess of 80 client engagements in ICT/ERP solutions, Microsoft, Java, bespoke software development, application integration and support, forming strong relationships and client networks.

 Project managed and successfully delivered key Oracle ERP solutions for the BAE Systems, University of Western Sydney,

 Parramatta City Council, National Australia Bank, Origin Energy, Downer Engineering, Ipswich City Council, NSW Health, Santos, Flairview Travel, Cochlear, Virgin Australia, Oracle, WA Office of Shared Services, Boral, HealthSMART and various leading clients.

 Delivered bespoke software development and payment solutions for APRA, Macquarie Bank, Service NSW and 1-Stop Connections.

 Set-up JD Edwards Cloud based SaaS competency centre for small to medium enterprises in warehousing & logistics industries.

 Established and managed the business practice from the ground up and a large team of 55 full-time staff.

 Signed a master services agreement with Oracle in order to jointly deliver projects.

Jul 1996 - Aug 2001

RESPONSIBILITIES:

ERP CONSULTING PROJECTS

Sydney, New South Wales

Consulting/Implementation of ERP Financial Systems

 Led and delivered various Oracle ERP projects for corporate clients including: Boral Limited, Griffin Group, Infohealth, Vodafone, Queensland Investment Corporation, David Jones Limited, RSLCOM, Eastern Suburb Newspapers and Key Insurance.

TECHNICAL SKILLS

APPLICATIONS: Oracle ERP Cloud (SaaS & PaaS), SAP, Salesforce, JD Edwards and ServiceNow

INTEGRATION: TIBCO, Service Oriented Architecture, Oracle Data Integrator and Goldengate

DATA ANALYTICS & REPORTING: EPM Cloud, FRS, SmartView, Oracle FSG, OTBI, OBIEE, Power BI and Cognos

PROJECT MANAGEMENT: Agile, Waterfall, Prince2, EPMO and Oracle (True Cloud Met hod, OUM & AIM)

AWARDS & RECOGNITION

 Honourable Chancellor's Special Award for Entrepreneurship from VIT University

 Award from Oracle Corporation for WA Office of Shared Services

MEMBERSHIPS & ASSOCIATIONS

 Member of the Institute of Managers & Leaders

 Member of the Australian Institute of Company Directors

 Member of the Australian Computer Society

REFEREES AVAILABLE ON REQUEST

ANNABELLA SAO

As an accomplished and strategically driven professional with extensive multidisciplinary experience spanning legal practice, executive management and public sector administration, I am eager to undertake new challenges as the Manager, Prevention and Engagement at the Law Enforcement Conduct Commission. Holding a Bachelor of Laws, Graduate Diploma of Management, and current Master of Business Administration studies, I possess a robust foundation in governance, compliance, and organisational leadership. My career has been distinguished by a proven capacity to lead high-performing teams, undertake complex systemic investigations, and produce rigorous, evidence-based analysis to inform strategic decision-making. I have demonstrated proficiency in stakeholder engagement across diverse cohorts, project oversight, and the formulation of policy and procedural frameworks that elevate institutional integrity and operational efficacy. Adept at navigating multifaceted regulatory environments, I bring a steadfast commitment to public accountability, ethical conduct, and the prevention of maladministration. I am dedicated to contributing my broad training, expertise and principled leadership to the Commission in its mission to strengthen transparency, accountability and public confidence in NSW law enforcement as a community-focused and values-driven professional.

QUALIFICATIONS & TRAINING

2018 - Current Masters of Business Administration (MBA)

2017 Graduate Diploma of Management

2000 - 2007 Bachelor of Laws

Australian Institute of Management

Australian Institute of Management

University of Technology (UTS)

1998 Paralegal Course Centre for Paralegal (Culwulla Chambers)

1997 Certificate III in Business Granville TAFE

KEY SKILLS & COMPETENCIES

 Leadership and Team Management: Experienced in supervising diverse and multidisciplinary teams across complex operational environments, promoting accountability, professional development and high-performance cultures.

 Legal and Regulatory Acumen: Strong understanding of legal frameworks, statutory obligations and regulatory compliance, underpinned by formal legal training and practical experience in legal and governance roles.

 Strategic Planning and Execution: Proficient in devising and implementing high-level strategic initiatives that align with organisational imperatives, enhance procedural efficiency, and elevate overall service delivery outcomes.

 Stakeholder Engagement: Adept at building and sustaining collaborative relationships with internal and external stakeholders, including government entities, legal professionals, and community representatives.

 Project and Programme Leadership: Demonstrated success in leading and coordinating initiatives from inception to completion, ensuring alignment with strategic scope, financial parameters, and delivery timeframes.

 Research and Analytical Proficiency: Highly proficient in conducting qualitative and quantitative investigations, delivering evidence-based insights to inform policy formulation and organisational advancement.

 Risk Governance and Regulatory Compliance: Demonstrated expertise in designing and executing comprehensive risk mitigation frameworks, while ensuring adherence to legislative, regulatory, and organisational governance requirements.

 Policy Formulation and Implementation: Capable of drafting, evaluating, and executing comprehensive policies and procedural frameworks that enhance institutional efficiency and uphold ethical standards.

 Communication and Stakeholder Negotiation: Strong verbal and written communication abilities, with the capacity to negotiate, influence, and advocate effectively across all levels of government and community engagement.

 Financial and Operational Stewardship: Experienced in budgeting, forecasting and comprehensive financial reporting, with a strategic focus on resource optimisation, regulatory compliance, and sustainable operational performance.

 Technology Proficiency: Proficient in Microsoft Office Suite (Word, Outlook, Excel, PowerPoint & Access), Adobe Acrobat 7, QuickBooks, MYOB, LOCUS & LEAP, leveraging technology to enhance operational effectiveness and streamline tasks.

 Ethical Conduct and Integrity Advocacy: Committed to upholding the highest standards of ethical practice, integrity and transparency in all professional dealings, with a demonstrated ability to foster trust in governance and oversight functions

 Community Engagement and Public Education: Skilled in developing and delivering targeted outreach initiatives that promote public awareness, enhance stakeholder understanding and support engagement with community groups.

EMPLOYMENT HISTORY

2024 NSW ELECTORAL COMMISSION

(Employee via Randstad) Olympic Park, New South Wales

Data Entry Supervisor (Full-time Temporary)

RESPONSIBILITIES:

 Manage workflows while ensuring strict adherence to regulatory requirements and compliance standards.

 Train and supervise processing teams, overseeing their performance and ensuring productivity is maximised.

 Maintain a high level of efficiency, allocating tasks effectively to team members and readily liaise with managers and supervisors, communicating with political participants regarding nominations and electoral materials.

 Demonstrate proficient computer skills, executing accurate data entry that meets industry standards consistently.

 Follow directives from the Team Leader and AEC personnel, ensuring alignment with organisational goals.

 Oversee a team of 20 individuals, managing workflow and performance to achieve operational objectives.

 Engage in repetitive tasks, maintaining precision and accuracy throughout the data processing cycle.

 Safeguard ballot papers throughout all electoral processes, ensuring accountability for each ballot.

 Utilise strong problem-solving skills to address challenges and implement effective solutions promptly.

 Excel in a fast-paced environment while consistently meeting deadlines and operational targets.

 Comply with AEC procedures and policies, adapting to changes and new requirements as they arise.

2021 - 2024

RESPONSIBILITIES:

OLIVE & ISLA PTY LTD

Sydney, New South Wales

Business Administration (Part-time)

 Managed efficient day-to-day operations, ensuring efficient workflow and operational effectiveness.

 Prepared documents, managed diaries, handled emails, and addressed customer telephone inquiries promptly.

 Demonstrated strong communication and negotiation skills, fostering relationships with clients, suppliers and staff.

 Resolved problems swiftly and effectively, including shipment delays, client dissatisfaction, and employee issues.

 Established and enforced compliance with company policies, procedures, and work schedules systematically.

 Cultivated a work environment that promoted positive energy, creativity, and teamwork among staff members.

 Represented the company positively at meetings and functions, enhancing the organisation's reputation.

 Maintained accurate account keeping, produced invoices, and managed accounts payable diligently.

 Provided high levels of customer service through telephone, email, and face-to-face interactions.

2016 - 2019 AUSMEDIA

Sydney, New South Wales

Executive Manager (Full-time)

RESPONSIBILITIES:

 Managed daily operations of the company while providing support to the Chief Executive Officer.

 Oversaw HR functions, including the recruitment, management, and training of new and existing staff members.

 Conducted staff performance appraisals and addressed employee issues and underperformance with tact and diplomacy.

 Developed positive networks with industry professionals, government representatives and community members effectively.

 Coordinated and facilitated staff meetings, functions, and events to maintain a positive and collaborative workplace.

 Developed strategies to enhance company productivity and proposed methods for improving business operations.

 Established and implemented budgets, forecasts, and financial projections to maximise growth and analyse cash flow.

 Prepared and produced accurate sales and financial reports while undertaking associated analysis and forecasting.

 Designed, developed, and implemented policies, procedures, and work schedules, ensuring compliance throughout.

 Established and maintained positive relationships with staff, senior management, clients, and external stakeholders.

 Fostered a work environment that promoted positive energy, creativity, and teamwork among staff members.

 Acted as a professional representative of the company at industry functions and social events as needed.

2010 - 2017 DIGITAL BOOKS QLD PTY LTD

Sydney, New South Wales

Consultant General Manager (Full-time)

RESPONSIBILITIES:

 Managed daily operations across multiple store locations in New South Wales and Queensland, ensuring smooth workflow and operational efficiency, developed strategies to enhance productivity and streamline business processes

 Recruited, trained, supervised, and motivated both new and existing staff, ensuring optimal performance and staff development. Conducted performance appraisals, addressed employee concerns and provided feedback.

 Developed budgets, forecasts, and financial projections, and performed cash flow analysis to maximise profitability

 Managed inventory control, logistics, and supply chain operations, ensuring stock availability and efficient distribution.

 Resolved issues related to shipment delays, customer dissatisfaction, and employee concerns swiftly and effectively.

 Ensured compliance with policies, procedures and work schedules while upholding standards and best practices.

 Cultivated strong relationships with suppliers, clients, and external stakeholders, utilising exceptional communication and negotiation skills. Represented the company positively at industry meetings, events, and committee functions.

EMPLOYMENT HISTORY

2010 JUSTIN LEWIS & CO SOLICITORS

Sydney, New South Wales

Solicitor’s Clerk/Secretary (Temporary/Contract Assignments)

RESPONSIBILITIES:

 Commenced as a contractor, operating independently with minimal guidance while coordinating administrative requirements for legal cases, including murder trials, estate, and commercial litigation.

 Attended client conferences, detailing file notes, statements, and drafting affidavits to support legal proceedings.

 Independently prepared briefs for counsel and gathered evidence for each legal matter, ensuring thorough preparation.

 Undertook various secretarial duties, including diary management, and conducted legal research to assist ongoing cases.

 Worked autonomously various legal matters, including drafting affidavits and preparing court documents with precision.

 Reviewed DPP briefs for bail applications and upcoming trials, ensuring comprehensive understanding of case details.

2007 - 2010 ANTHONY JOHN BELLANTO QC

Ada Evans Chambers - Sydney, New South Wales

Secretary/Personal Assistant to Anthony Bellanto (Full-time)

RESPONSIBILITIES:

 Provided administrative support to Mr. Bellanto QC, coordinating travel arrangements and overseeing the practice.

 Managed all aspects of account management, from billing solicitors to preparing the company’s BAS with precision.

 Oversaw diary management and scheduling for Mr. Bellanto QC, including taking briefs and arranging all travel logistics.

 Received briefs from clients and instructing solicitors, conducting extensive legal research to support case preparation.

 Assisted in preparing submissions and drafting legal advices, ensuring accuracy and compliance with legal standards.

 Contributed to the creation and updating of the Sentencing Law Manual, ensuring it was current and comprehensive.

 Reviewed briefs and analysed cases, utilising JIRS and relevant statistics and tables for effective legal research.

 Liaised professionally with solicitors and barristers, maintaining effective communication and collaboration.

 Operated computers and performed Dictaphone typing efficiently to support administrative functions.

 Conducted court work for mentions, return of subpoenas and call-overs in the Local and District Courts, preparing necessary submissions and advices.

2006 - 2007 ADA EVANS CHAMBERS

Sydney, New South Wales

Chamber’s Clerk/Receptionist (Full-time)

RESPONSIBILITIES:

 Managed daily operations, orchestrating floor functions while maintaining a professional atmosphere and engaged effectively with clients and legal professionals, supervising junior staff and facilitating their training.

 As Head Receptionist, I oversaw the training of staff on computer systems and managed the phone system and diary schedules, ensuring seamless communication. I implemented new systems, including comprehensive training and updated Occupational Health and Safety Procedures Manuals, while efficiently allocating tasks to barristers.

 Additionally, I conducted administrative functions, such as legal research, stationery procurement, database maintenance and oversaw billing processes by establishing billing codes and managing invoicing for floor members.

2003 - 2006

RESPONSIBILITIES:

MARCIA’S BRUNCH & LUNCH

Smithfield, New South Wales

Business Operator/Owner (Full-time)

 I managed daily business operations, focusing on productivity and profitability. I cultivated and maintained strong client relationships while ensuring exceptional customer service. I took a hands-on approach to training and recruiting new staff, implementing operational systems and overseeing a team of up to ten employees, including adherence to occupational health and safety procedures.

 Additionally, I planned and coordinated sales, marketing, and promotional activities, as well as managed food preparation and cooking. My responsibilities encompassed office administration, client invoicing, receipting, and overseeing store opening and closing. I also organised stocktakes, ordered supplies, and liaised with suppliers while handling accounting and bookkeeping tasks.

EMPLOYMENT HISTORY

2001 - 2003 STANDARDS AUSTRALIA

Sydney, New South Wales

Receptionist/Office Administrator (In-house Legal Counsel, Full-time)

OVERVIEW:

 Served as a Receptionist/Office Administrator, where I managed a switchboard with 20 incoming lines and over 200 extensions. I provided precise and timely administrative support to three executives, including the CFO, Legal Counsel and Asset Manager, encompassing diary management, meeting coordination, and event planning. I developed presentations and reports, including due diligence documents and financial reports, while maintaining confidentiality in handling sensitive legal information. In my front desk role, I answered and screened calls, took messages, and updated databases, while also coordinating resources such as stationery. Additionally, I prepared letters, contracts, and trademarks and meticulously proofread documentation to ensure accuracy.

1999 - 2001

OVERVIEW:

AITKEN MCLACHLAN & THORPE (LAW FIRM)

Sydney, New South Wales

Receptionist/Secretary (Full-time)

 Worked as a Receptionist/Secretary at Aitken McLachlan & Thorpe, where I managed front desk operations, answering and screening calls while addressing inquiries and taking messages. I provided comprehensive administrative and clerical support, demonstrating meticulous attention to detail in drafting various legal documents. I liaised with legal counsel, including barristers, and was responsible for registering and filing affidavits and summons, as well as attending the Supreme Court. My duties also included filing, record-keeping, time sheet management, billing, and dictaphone typing, utilising the LOCUS computer system for efficient workflow.

COMMUNITY WORK

 I have contributed to various community initiatives, including assisting Birds of Passage, an organisation dedicated to feeding the homeless in Sydney, primarily serving Indigenous individuals.

 Additionally, I provided support to the Cambodian Buddhist Community, a not-for-profit organisation, in various capacities. I also participated in the Australian Opera Awards Committee, a not-for-profit entity, where I volunteered my time to help raise funds for aspiring opera singers pursuing their studies.

REFEREES AVAILABLE ON REQUEST

JASON BURRIDGE

Demonstrating exceptional results as an accomplished corrections professional with broad experience providing high level operational leadership and direction for management in correctional centres, I am eager to undertake new challenges as Manager of Security within Corrective Services NSW. Possessing nineteen years of progressive custodial and operational experience, I have built a distinguished record of delivering excellence across security management, workforce capability, and statewide reform. My leadership has encompassed high-stakes initiatives including the Junee and Parklea Transition Training Projects and the statewide redesign of the Certificate III in Correctional Practice, earning executive commendation for exemplary governance, innovation and delivery. I possess advanced expertise in risk management, compliance and incident command, underpinned by an in-depth understanding of the Custodial Operations Policy and Procedures and the principles of safety, accountability and ethical leadership. As a respected leader and mentor, I drive professionalism, discipline and consistency across complex custodial environments. I am dedicated to advancing Corrective Services NSW’s strategic objectives by leading with integrity, reinforcing security excellence, and ensuring the safe, secure and humane management of offenders across the correctional system through accountable, transparent and visionary leadership.

KEY SKILLS & COMPETENCIES

 Strategic Leadership and Governance: Proven record of leading multidisciplinary teams, driving strategic outcomes and embedding organisational excellence through disciplined governance and high-impact operational leadership.

 Security Operations Management: Expert in managing custodial operations, maintaining procedural integrity, incident readiness, and robust risk mitigation strategies across diverse correctional facilities and operational environments.

 Executive-Level Project Delivery: Successfully delivered politically sensitive and high-profile statewide transition and curriculum reform projects with professionalism, and measurable operational success that enhanced performance.

 Training and Workforce Development: Advanced capability in designing, implementing and evaluating accredited and non-accredited programs to strengthen workforce competence, operational alignment and capability development.

 Stakeholder and Interagency Collaboration: Skilled in liaising with senior executives, government agencies and private sector partners to achieve coordinated, compliant, and sustainable outcomes that align with strategic priorities.

 Crisis and Emergency Leadership: Exceptional command of incident management and emergency response, maintaining composure, authority, and situational control under extreme operational pressure while ensuring safety.

 Policy and Compliance Expertise: Sound knowledge of legislative frameworks, COPP and audit processes, ensuring consistent adherence to CSNSW, RTO and statutory governance requirements across all operational environments.

 Risk Identification and Mitigation: Proficient in conducting security assessments, identifying systemic vulnerabilities and implementing proactive, evidence-based corrective strategies to strengthen organisational resilience.

 Operational Planning and Coordination: Capabilities in strategic scheduling, resource management and operational planning to achieve seamless, compliant program delivery, enhanced efficiency and sustained performance.

 Mentorship and Staff Capability Building: Dedicated to mentoring emerging leaders, fostering accountability, ethical conduct, and continuous professional improvement across the broader custodial workforce and training environments.

 Communication and Stakeholder Influence: Persuasive and adaptable communicator who builds trust, conveys information clearly, and maintains professional rapport across all organisational levels and external partnerships.

 Integrity and Professional Excellence: Widely recognised for unwavering integrity, ethical decision-making and consistent demonstration of the CSNSW values of service, accountability, leadership, and professional responsibility.

QUALIFICATIONS & TRAINING

EMPLOYMENT HISTORY

2006 - Current CORRECTIVE SERVICES NSW

2023 - Current

Various locations and centres as detailed below:

Senior Assistant Superintendent - Corrective Services Academy NSW

2025 - Current Acting Manager of Security - Corrective Services Academy NSW

2022 - 2023

2021 - 2022

Assistant Superintendent - Custodial Training Unit (CTU), Corrective Services Academy NSW

Senior Correctional Officer - Metropolitan Remand and Reception Centre (MRRC)

2020 - 2021 Senior Correctional Officer - Dillwynia Correctional Centre

2018 - 2020

2017 - 2018

2012 - 2017

2006 - 2012

Assistant Superintendent Learning & Development Officer - Corrective Services Academy NSW

Learning and Development Facilitator - Brush Farm Corrective Services Academy

Senior Correctional Officer - Gate, Wings and Program Areas, ACMU and VOTP (MSPC)

First Class Correctional Officer - Metropolitan Special Programs Centre (MSPC)

Senior Assistant Superintendent (2023 - Current)

Corrective Services Academy NSW

RESPONSIBILITIES:

• Provide high-level leadership and operational oversight within a dynamic custodial training environment, managing up to 150 learners daily and ensuring adherence to CSNSW legislative, policy and safety requirements.

• Lead the redesign and redevelopment of the Certificate III in Correctional Practice, overseeing all phases from strategic planning and content development through to quality assurance, implementation, and post-delivery evaluation.

• Drive complex, high-profile projects with significant political and reputational impact, maintaining composure and adaptability under pressure while effectively balancing competing priorities and deadlines.

• Engage, consult and negotiate with key stakeholders including Australian Border Force, Queensland Corrective Services, GEO Group, and CSNSW Senior Executives to ensure alignment, compliance, collaboration and the consistent application of best practice across all statewide training and operational outcomes.

• Develop, manage, and monitor detailed project schedules and budgets, applying sound financial governance, resource optimisation, and cost-effective strategies to achieve value for money without compromising program quality.

• Provide ongoing leadership, mentorship, and professional development for instructional staff, fostering capability, accountability, collaboration, and continuous improvement across all training programs and delivery environments.

• Conduct performance monitoring and program evaluation, incorporating stakeholder feedback, audit outcomes and regulatory updates to ensure training delivery remains current, compliant, and operationally relevant.

• Champion a culture of excellence, integrity, professionalism, and innovation within the Academy, promoting safety, accountability, inclusion, and alignment with the broader strategic objectives of Corrective Services NSW.

ACHIEVEMENTS:

• Successfully delivered the statewide redesign of the Certificate III in Correctional Practice, creating a modernised, fully compliant and operationally relevant qualification that strengthened workforce capability, improved statewide consistency, and significantly enhanced professional training standards across Corrective Services NSW.

• Provided executive-level leadership in the Junee and Parklea Transition Training Projects, ensuring the seamless integration of staff and operations into CSNSW through comprehensive training coordination, stakeholder engagement, and risk-managed project delivery, resulting in high-level commendation for exemplary leadership and performance.

Junee Transition Training Project - Lead

PROJECT DUTIES:

• Provided end-to-end leadership of the Junee Transition Training Project, a politically and operationally sensitive statewide initiative facilitating the seamless transition of GEO Junee staff and operations into Corrective Services NSW.

• Directed all phases of project delivery, from strategic planning and stakeholder consultation through to implementation, evaluation, and post-transition review, ensuring full compliance with CSNSW standards and governance requirements.

• Conducted a comprehensive gap analysis of existing GEO training frameworks, identifying compliance risks, operational inefficiencies, and areas of divergence from CSNSW legislative and procedural standards.

• Authored a detailed 13-page training and transition plan encompassing custodial and non-custodial roles, induction requirements, competency assessments, and alignment with COPP and RTO accreditation obligations.

• Managed complex logistics including scheduling, resourcing, venue coordination and trainer deployment, ensuring the seamless integration of training delivery with operational rosters and service continuity.

• Acted as the principal liaison between internal and external stakeholders, navigating intricate political, contractual, and industrial frameworks with diplomacy and professionalism while maintaining CSNSW integrity and public accountability.

• Oversaw project budget and resource allocation, implementing cost-optimisation measures that achieved approximately $200,000 in savings while maintaining delivery quality and stakeholder confidence.

• Collaborated extensively with high-level stakeholders including Australian Border Force, Queensland Corrections, and private provider GEO, ensuring the exchange of expertise and alignment of national correctional standards.

• Monitored project milestones, facilitated evaluation processes, and drove continuous improvement through adaptive planning, responsive leadership, and transparent reporting to executive management.

• Successfully delivered the transition within scope, time, and budget, earning a Deputy Commissioner’s Commendation for exemplary leadership, stakeholder management, and operational excellence.

PROJECT DUTIES:

• Appointed as Project Lead for the Parklea Transition Training Project, a major state-level initiative to facilitate the seamless integration of staff and operations from the privately managed Parklea Correctional Centre into Corrective Services NSW.

• Provided strategic direction, planning, and leadership to ensure the project’s early stages were established on a strong foundation of governance, risk management, stakeholder engagement and operational readiness.

• Conducted comprehensive preliminary analysis of existing Parklea training frameworks and operational processes to identify compliance gaps, workforce capability needs, systemic risks and alignment requirements with CSNSW standards and the Custodial Operations Policy and Procedures (COPP).

• Initiated consultation with key internal and external stakeholders including CSNSW executive leadership, private sector representatives, training specialists and industrial relations advisors to define project scope, objectives, and deliverables.

• Developed the initial structure of a comprehensive transition and training plan, drawing on lessons learned and best practices from the successful Junee Transition Project, to ensure consistent and compliant implementation.

• Established robust reporting mechanisms, governance documentation, and communication channels to facilitate transparency, accountability, informed decision-making and executive oversight throughout all phases of the project

• Oversaw early-stage logistical planning, including trainer allocation, curriculum design, resource identification, and scheduling coordination to ensure full operational readiness and seamless execution during the delivery phase.

• Maintained a focus on workforce engagement, safety and professional development, ensuring that transitioning staff are supported, informed, and confident in adopting CSNSW standards and practices.

ACHIEVEMENTS:

• Successfully initiated and structured the Parklea Transition Training Project, applying the proven frameworks, leadership principles, and quality assurance strategies developed through the Junee transition, ensuring readiness for full-scale delivery under Corrective Services NSW governance.

Acting Manager of Security (2025 - Current) Corrective Services Academy NSW

RESPONSIBILITIES:

• Provide strategic leadership and operational oversight of the Academy’s security and custodial training programs, ensuring compliance with CSNSW policies, legislative frameworks, and national RTO standards.

• Lead and coordinate a multidisciplinary team comprising Senior Assistant Superintendents, Administrative staff (Clerk Grade 9/10), Assistant Superintendents and Learner Correctional Officers to deliver quality, compliant training outcomes.

• Oversee the delivery of key programs including Certificate III in Correctional Practice, Managing At-Risk Inmates, First Aid and CPR, maintaining curriculum integrity, consistency, operational relevance and alignment with CSNSW training governance, compliance frameworks and broader organisational capability objectives.

• Manage competing priorities and complex workflows across multiple training streams, ensuring deadlines, accreditation requirements and executive directives are achieved within resource and budget parameters.

• Implement and manage initiatives directed by senior executives, translating strategic objectives into practical operational outcomes that strengthen capability, compliance, and workforce safety across the custodial network.

• Conduct regular reviews, audits, and evaluations of training delivery and security processes to identify risks, improve efficiency, and support continuous quality improvement.

ACHIEVEMENTS:

• Recognised for effective leadership and governance in coordinating large-scale security training programs, ensuring operational readiness, staff competence, and alignment with CSNSW strategic priorities across statewide training.

• Fostered a culture of integrity, accountability and professional excellence by mentoring staff, encouraging collaboration, and promoting adherence to the values and behavioural standards of Corrective Services NSW.

Assistant Superintendent (2022 - 2023)

Custodial Training Unit (CTU), Corrective Services Academy NSW

RESPONSIBILITIES:

• Led the design, coordination and delivery of accredited and non-accredited training programs across Community and Custodial Corrections, ensuring alignment with CSNSW strategic objectives, RTO compliance standards and requirements.

• Delivered training in diverse learning environments including online platforms, classroom instruction, and workplace-based assessment, adapting facilitation methods to accommodate varying learning styles and operational contexts.

• Undertook a lead role in reviewing, redesigning and enhancing the Understand and Prevent Suicide (UPS) course, embedding evidence-based content and contemporary best practice to improve program relevance and effectiveness.

• Engaged with internal and external stakeholders, including Subject Matter Experts (SMEs), clinical professionals and operational leaders, to validate course content and ensure its consistency with policy, legislation and custodial practice.

• Provided leadership, mentorship, and performance guidance to training staff, fostering professional growth, quality delivery and alignment with the Academy’s values and governance framework.

• Maintained comprehensive training documentation, performance records, and evaluation data in accordance with RTO and CSNSW quality assurance processes to support audit readiness and continuous improvement.

ACHIEVEMENTS:

• Successfully modernised and reintroduced the Understand and Prevent Suicide training program, significantly strengthening staff capability in managing at-risk inmates and promoting a proactive culture of awareness, early intervention, wellbeing, and psychological safety across all Corrective Services NSW facilities.

• Designed, developed, and implemented Train the Trainer sessions for the UPS course, equipping facilitators with the knowledge, skills, and confidence to deliver sensitive and high-impact training across the state.

Senior Correctional Officer (2021 - 2022)

Metropolitan Remand and Reception Centre (MRRC)

RESPONSIBILITIES:

• Supervised daily custodial operations within one of the state’s largest and most complex correctional environments, ensuring the safety, security, and humane management of inmates on remand and reception.

• Oversaw reception, induction, and classification processes for new admissions, verifying warrants and documentation, conducting searches, and ensuring compliance with COPP, operational procedures and legislative frameworks.

• Directed Correctional Officers in managing high-volume inmate movements, cell placements, and escorts, maintaining dynamic and static security measures to prevent breaches, ensure operational integrity, and uphold custodial discipline.

• Responded to critical incidents, behavioural escalations, and emergencies with calm authority, applying sound judgement, decisive leadership, and accurate reporting under established incident management protocols.

• Liaised with multidisciplinary teams including case management, security intelligence, and Justice Health staff to identify risks, address behavioural or welfare issues, and support rehabilitation pathways promoting positive inmate outcomes.

• Conducted inspections, audits, and routine security checks, identifying vulnerabilities and implementing effective corrective actions to maintain safe, compliant and efficient custodial environments across all designated areas.

• Maintained detailed operational records, logs, and incident reports to support transparency, accountability, and effective communication between shifts and management, ensuring informed decision-making and improvement.

ACHIEVEMENTS:

• Contributed to the smooth and secure operation of the MRRC’s high-intensity reception environment by demonstrating decisive leadership, effective communication and unwavering commitment to safety and procedural compliance.

• Mentored and supported junior officers, modelling professionalism, ethical conduct, and adherence to CSNSW values to promote a cohesive and disciplined workplace culture.

Senior Correctional Officer (2020 - 2021)

Dillwynia Correctional Centre

RESPONSIBILITIES:

• Supervised daily custodial operations within a complex correctional environment, ensuring the safety, security and welfare of inmates, staff, and visitors in accordance with CSNSW legislation, policy, and operational directives.

• Directed and closely monitored Correctional Officers across accommodation units, maintaining discipline, accountability, procedural compliance, and strict adherence to dynamic and static security procedures at all times.

• Oversaw inmate movements, musters, searches, and escorts, maintaining full compliance with security classifications, operational directives and case management requirements for all female offenders under supervision.

• Responded to incidents, disturbances, and emergencies with composure and sound judgement, implementing effective control measures and reporting outcomes in line with incident management protocols.

• Collaborated with multidisciplinary teams including Justice Health, psychological services, and programs staff to support rehabilitation, wellbeing, reintegration outcomes, and the delivery of holistic offender management strategies.

• Prepared and meticulously reviewed reports, case notes, and daily operational records to ensure transparency, compliance, accountability, and accurate communication between shifts, management, and relevant stakeholders.

ACHIEVEMENTS:

• Contributed to the efficient and safe operation of a female correctional environment by upholding high standards of conduct, fostering staff cohesion, and ensuring strict compliance with CSNSW custodial and security procedures.

• Promoted a culture of integrity, teamwork, and professionalism by modelling departmental values, maintaining confidentiality and providing guidance and mentorship to junior officers.

Assistant Superintendent Learning and Development Officer (2018 - 2020)

Corrective Services Academy NSW

RESPONSIBILITIES:

• Led the design, coordination, delivery, and evaluation of induction and professional development programs for new custodial recruits, ensuring full alignment with the Custodial Operations Policy and Procedures (COPP), legislative frameworks, and established CSNSW operational, compliance, and governance standards.

• Delivered structured, high-quality training and assessment across core custodial competencies, applying contemporary adult learning methodologies and ensuring that recruits attained the essential skills, knowledge, behavioural standards and professional readiness required for safe, effective, and compliant operational deployment.

• Drew on extensive frontline custodial experience and subject-matter expertise to translate complex procedures, security concepts, and policy frameworks into practical, relevant and engaging learning experiences for diverse trainee cohorts.

• Provided instruction and guidance to functional managers and senior staff through tailored leadership and compliance programs, supporting consistent interpretation and application of policy across custodial environments.

• Maintained compliance with Registered Training Organisation (RTO) governance and quality assurance requirements, ensuring accurate documentation, moderation, and recordkeeping in accordance with national standards.

ACHIEVEMENTS:

• Recognised for delivering high-quality, operationally relevant training that strengthened workforce capability, consistency and compliance across the custodial network, contributing to safer and more effective correctional operations.

• Coordinated training logistics, managed resources, and maintained effective communication with academy leadership, custodial centres and stakeholders to ensure seamless delivery of training schedules.

• Fostered a culture of professionalism, accountability and continuous improvement among recruits and facilitators by modelling CSNSW values and reinforcing integrity and ethical conduct in all aspects of training delivery.

Learning and Development Facilitator (2017 - 2018)

Brush Farm Corrective Services Academy

RESPONSIBILITIES:

• Delivered a wide range of accredited and non-accredited training programs to diverse CSNSW cohorts including Custodial Officers, Community Corrections Officers, Administration staff, Chaplains, and Services and Programs Officers, ensuring alignment with organisational standards, legislation, and adult learning principles.

• Designed, prepared, and facilitated short courses and Certificate III in Correctional Practice modules, adapting delivery to suit varying levels of operational knowledge, learning styles, and literacy while maintaining strict compliance with RTO, CSNSW, and national training quality assurance frameworks across all program areas.

• Coordinated course logistics, scheduling, and resource allocation across multiple concurrent training streams, effectively managing competing priorities, stakeholder expectations, and operational dependencies while ensuring seamless, timely, and high-quality program delivery within all mandated timeframes and compliance requirements.

• Developed and maintained comprehensive and structured ten-week training plans, applying a wide variety of robust and validated assessment methodologies including written, verbal, portfolio and practical evaluations to accurately verify competence while preserving the integrity of all assessment outcomes.

• Applied reasonable adjustment principles to accommodate learner needs without compromising assessment standards, using competency-based questioning to confirm understanding and transfer of knowledge to practice.

• Leveraged well-developed interpersonal and communication skills to foster participation, encouraging reflective practice and promoting professionalism, integrity and accountability across all participant groups.

ACHIEVEMENTS:

• Contributed to continuous improvement through feedback analysis, identification of training gaps and collaboration with subject matter experts to refine course content and enhance delivery effectiveness.

• Recognised for exemplary training delivery and communication versatility, strengthening capability across diverse staff groups and contributing to a culture of learning, compliance, and operational excellence within Corrective Services NSW.

Senior Correctional Officer (2012 - 2017)

Gate, Wings and Program Areas, ACMU and VOTP (Metropolitan Special Programs Centre, Long Bay Complex)

RESPONSIBILITIES:

• Supervised custodial operations across Gate, Wings, Program Areas, ACMU and VOTP, ensuring strict compliance with CSNSW policies, operational procedures, and legislative security frameworks at all times while maintaining discipline.

• Acted as Night Senior (C & B Watch), effectively managing staff performance, coordinating shift operations, and overseeing incident response to uphold safety, discipline, integrity, and operational efficiency across all custodial areas.

• Oversaw inmate movements, musters, escorts, searches and contraband prevention within high-security and specialised units, maintaining exceptional dynamic and static security standards, vigilance and consistency.

• Responded to critical incidents, emergencies, and behavioural crises with calm authority, sound judgement, and leadership composure, ensuring swift resolution, accurate reporting, and seamless continuity throughout the facility.

• Provided leadership, direction and mentoring to Correctional Officers, fostering professionalism, accountability, teamwork, and consistent adherence to CSNSW values, ethical conduct, and performance excellence.

• Maintained precise documentation including logs, incident reports, and case records to ensure transparency, compliance and effective communication between shifts, supporting informed decision-making.

AWARDS & RECOGNITION

• CSNSW Deputy Commissioners Commendation (2025)

• CSNSW Long Service Medal with 15 Year Clasp (2021)

• CSNSW “Semper Deinceps” Medal (2023)

• CSNSW Commissioners Unit Citation (2020)

PROFESSIONAL REFEREES

Michelle Micallef

Acting Assistant Commissioner

Corrective Services NSW

 0429 463 641

 Michelle.Micallef@correctiveservices.nsw.gov.au

Robert Skimmings

Acting Director

Corrective Services Academy

 0447 471 293

 Robert.Skimmings@correctiveservices.nsw.gov.au

ROSS FURPHY

Leveraging over two decades of executive leadership, operational management, and financial oversight across the public and private sectors, I am eager to undertake new challenges as a Branch Manager at AIRR. Throughout my career, I have successfully led high-performing teams, managed complex financial portfolios, developed and executed strategic policies, and driven large-scale operational improvements within highly regulated environments. My expertise in corporate governance, compliance, and risk management has been instrumental in delivering sustainable business outcomes and ensuring operational excellence. My tenure in federal executive management has refined my ability to navigate complex regulatory frameworks, influence key stakeholders, and implement high-impact organisational strategies. As a senior leader at the Australian Taxation Office, I was responsible for overseeing multi-agency investigations, financial risk assessments, and strategic insolvency resolutions, collaborating with ASIC, AUSTRAC and legal entities to enforce compliance and optimise financial recoveries. I have extensive experience developing and managing cross-functional teams, ensuring alignment with corporate objectives while fostering a culture of accountability, innovation, and continuous improvement. Transitioning to hands-on leadership within the agricultural sector, I have applied my financial and operational acumen to drive efficiency, growth, and commercial success. My ability to mentor and lead teams, implement robust business strategies, and enhance client engagement aligns with AIRR’s commitment to excellence. I am confident that my executive-level leadership, strategic foresight and business management expertise will position me to make a contribution to AIRR’s continued growth

QUALIFICATIONS & TRAINING

1977 Bachelor of Agricultural Science

2001 - 2007 Degree of Information Technology

2009 - 2020 Certificate IV in Financial Management

2009 - 2020 Certificate IV in Project Management

2009 - 2020 Certificate IV in Training and Assessment

2007 - 2020 Certificate in Accounting

2007 - 2020 Certificate in Business Management

2007 - 2020 Governance Training for Local Government

Dookie Agricultural College/LaTrobe University

Charles Sturt University

ATO Careers Management

ATO Careers Management

ATO Careers Management

ATO Careers Management

ATO Careers Management

ATO Careers Management

2009 - 2020 Governance Training for Not For Profit Organisations NSW Local Government, Careers Management 2023 Chemspray and Chemical Handling Certificate Chemcert NSW 2023 Weeds Management Course

Chemcert NSW

KEY SKILLS & COMPETENCIES

 Executive Leadership & Organisational Strategy: Extensive experience in leading cross-functional teams, overseeing operations, and driving strategic initiatives to improve efficiency and achieve corporate objectives.

 Business & Operations Management: Proven ability to manage complex business functions, optimise financial performance, and implement structured growth strategies to ensure long-term sustainability.

 Leadership, Team Development & Mentoring: Strong track record in leading, mentoring, and developing high-performing teams, fostering a culture of accountability, innovation, and continuous improvement.

 Stakeholder & Government Relations: Skilled in engaging with key stakeholders, regulatory bodies and government agencies to drive policy implementation, ensure compliance, and influence business decisions.

 Policy & Procedure Development & Implementation: Experienced in designing, refining and executing organisational policies, procedures, and governance frameworks to enhance efficiency, compliance, and operational effectiveness.

 Sales & Client Relationship Management: Expertise in building and maintaining long-term client relationships, developing tailored business solutions, and driving revenue growth through targeted sales strategies.

 Financial Planning & Risk Management: Highly proficient in budgeting, forecasting, risk assessment, and financial controls to support business sustainability, profitability, and strategic decision-making.

 Logistics, Procurement & Supply Chain Coordination: Adept at managing large-scale inventory, procurement, supplier negotiations, and distribution networks to maximise efficiency and streamline operations.

 Regulatory Compliance, WHS & Risk Mitigation: Comprehensive knowledge of industry regulations, workplace safety protocols, and risk management practices to ensure operational compliance and efficiency.

 Strategic Project Execution & Stakeholder Engagement: Skilled in leading large-scale business projects, managing cross-sector collaborations, and implementing business development strategies to enhance market presence.

E MPLOYMENT HISTORY

Jan 2022 - Current SPRING VIEW & GLEN VIEW AGRICULTURAL BUSINESSES

Narrabri & Junee, Victoria

Casual Agricultural Spraying & Farm Operations Specialist RESPONSIBILITIES:

 As an Agricultural Contractor, I specialise in the operation, maintenance, and management of high-performance agricultural machinery, including the Patriot 4430 and 4450 self-propelled spray units, across large-scale farming operations. I have successfully provided precision spraying services for two expansive properties exceeding 30,000 hectares in Narrabri and other properties for 2.5 years, as well as Glen View in Junee for six months in 2024. My role requires technical expertise in precision agriculture, ensuring optimal chemical application and efficient resource utilisation.

 I maintain a high level of expertise in agricultural chemical application, overseeing spray program planning, chemical procurement, application logistics, and compliance monitoring. I ensure adherence to industry best practices, agronomic principles, and strict regulatory standards to enhance crop protection, weed management, and soil health. Additionally, I liaise closely with clients, agronomists, and spray companies, tailoring customised spraying solutions to meet specific agricultural needs while simultaneously driving business development, client acquisition, and service expansion.

 Beyond spraying operations, I actively contribute to general farm management, including livestock welfare, broadacre crop maintenance, irrigation system oversight, and agricultural machinery servicing. My role demands proficiency in pasture management, herd nutrition, and sustainable grazing practices, ensuring high-yield farming productivity. Additionally, I have completed Chemical Handling and Weed Management training, reinforcing my commitment to safe chemical application, environmental sustainability, and industry-compliant farming practices.

Apr 2005 - Oct 2021 AUSTRALIAN TAXATION OFFICE

Apr 2015 - Oct 2021

Feb 2011 - Apr 2012

Sydney, New South Wales

Secondment to ASIS: Executive Team, Complex Insolvency & Criminal Fraud (EL2), Sydney

Bankruptcy Team, Firmer Action Formal Recovery (EL1), Sydney

Nov 2010 - Feb 2011 Winding-up team Formal Recovery (EL1), Sydney

May 2009 - Nov 2010 Summons Team Formal Recovery (EL1), Sydney

Apr 2008 - Apr 2009 Creditors Meeting Team Firmer Action (EL1), Parramatta

Apr 2005 - Apr 2008

Casual/Part-time Early Collections Debt Officer (APS6), Albury

Executive Team, EL2 Complex Insolvency and Criminal Fraud - ATO Secondment to ASIS

RESPONSIBILITIES:

 As an Executive in the Complex Insolvency and Criminal Fraud team at the ATO (Secondment to ASIS), I led high-risk insolvency and fraud investigations, ensuring compliance with legal frameworks and enforcement strategies. I managed and oversaw multidisciplinary teams, provided strategic direction on policy implementation, fraud detection and financial recovery initiatives. Working in close collaboration with senior stakeholders and legal authorities, I developed investigative strategies aligned with government objectives. Additionally, I reviewed and authorised case decisions, ensuring operational efficiency and enforcement actions.

KEY ACHIEVEMENTS:

 Developed and implemented enhanced investigative methodologies, improving the detection and prosecution of complex insolvency and fraud cases, leading to more effective enforcement actions. Led a cross-agency collaboration initiative, streamlining intelligence-sharing between ASIS, legal authorities, and regulatory bodies, which strengthened fraud prevention frameworks and improved financial recovery outcomes.

Bankruptcy Team - Firmer Action Formal Recovery, Sydney

RESPONSIBILITIES:

 As part of the Bankruptcy Team - Firmer Action Formal Recovery, I managed team performance and operational benchmarks in the absence of the team leader, providing coaching and technical guidance on bankruptcy procedures. I facilitated strategic team meetings to enhance workflow efficiency, work quality, and process optimisation aligned with the Firmer Action Production Plan. Holding case ownership of individual bankruptcy matters, I conducted in-depth research and analysis, offering technical advice and legislative recommendations. I prepared and managed critical documentation, liaising with the Legal Services Branch (LSB) and key stakeholders to ensure legal compliance and procedural integrity. Proficient in Microsoft Suite and ATO-specific software (Siebel, RMS, ICP, AIS), I leveraged technology to ensure accurate case management, streamlined reporting, and efficient workflow execution.

KEY ACHIEVEMENTS:

 Established and achieved performance benchmarks, driving operational excellence within the team. Invited to contribute to the development of the Firmer Action sub-plan, recognising expertise in strategic planning and process optimisation. Selected to join the working group for Lean Process implementation, improving the efficiency of bankruptcy procedures through process refinement and workflow optimisation.

EMPLOYMENT HISTORY

Winding up Team Formal Recovery, Sydney

RESPONSIBILITIES:

 As part of the Winding Up Team - Formal Recovery, I held case ownership of company winding-up matters, overseeing the preparation, management, and execution of legal documentation. I worked closely with the Legal Services Branch (LSB) and ATO solicitors, ensuring compliance with legislative frameworks and regulatory requirements. Each case was assessed on its individual merits, requiring specialist research, technical analysis, and strategic interpretation of financial and legal implications. I provided expert technical advice and legislative recommendations, ensuring that winding-up activities were conducted in alignment with statutory obligations and best-practice methodologies.

KEY ACHIEVEMENTS:

 Developed and refined data tracking spreadsheets, identifying and addressing process inefficiencies within winding-up operations. Contributed to Lean Process evaluation, streamlining workflows to enhance operational efficiency and procedural consistency. Collaborated with team coaches to develop a unified advisory methodology, ensuring consistent and informed decision-making across the team.

Summons Team Formal Recovery, Sydney

RESPONSIBILITIES:

 As part of the Summons Team - Formal Recovery, I was responsible for preparing and issuing summons documentation, ensuring strict compliance with legal protocols and regulatory requirements. I collaborated closely with the Legal Services Branch (LSB), providing technical guidance to the Court Lodgment Officer to support efficient court proceedings and enforcement actions. Through in-depth research and financial analysis, I assessed client viability, evaluated financial circumstances, and engaged with stakeholders on complex and sensitive debt recovery matters. I adapted processes and decision-making frameworks to align with case-specific considerations, ensuring fair and effective resolutions. Additionally, I developed tailored communication strategies to address diverse client needs, fostering constructive negotiations and sustainable debt recovery outcomes.

KEY ACHIEVEMENTS:

 Collaborated with team members to enhance summons processes, ensuring efficiency and accuracy in documentation and court submissions. Strengthened alignment between Tax Office objectives and local team goals, reinforcing strategic focus and operational cohesion. Promoted knowledge sharing and best practices, facilitating team-wide improvements in summons execution and stakeholder engagement.

Creditors Meeting Team Firmer Action, Parramatta

RESPONSIBILITIES:

 As part of the Creditors Meeting Team - Firmer Action, I represented the ATO in nationwide creditors' meetings with liquidators and administrators, providing technical advisory support on insolvency matters. I liaised extensively with the ATO legal team, delivering strategic guidance on taxation obligations, debt recovery processes and insolvency proceedings. Beyond external stakeholder engagement, I collaborated with internal teams and staff forums to ensure a consistent, legally compliant approach to insolvency case management. This role required in-depth knowledge of insolvency legislation, stakeholder engagement, and the ability to distil complex financial matters into actionable insights.

KEY ACHIEVEMENTS:

 Prepared and issued critical debt recovery documentation, ensuring compliance with legislative requirements. Invited to join the national forum for developing insolvency scripting and procedural flowcharts, contributing to best-practice methodologies. Played a key role in the development and testing of smart scripting tools, streamlining insolvency operations and enhancing process efficiency. Facilitated insolvency governance training groups, delivering structured learning to improve technical knowledge and procedural adherence across teams.

Early Collections Debt Officer (APS6) Albury

RESPONSIBILITIES:

 As an Early Collections Debt Officer, I provided specialised written and verbal advice to clients regarding their taxation obligations, ensuring adherence to regulatory frameworks and procedural requirements. I managed the preparation and issuance of debt recovery documentation, facilitating the timely and effective resolution of outstanding debts. My role involved analysing and interpreting financial data from multiple sources to identify key compliance risks and assess client viability. I developed and implemented targeted debt recovery strategies, balancing regulatory enforcement with tailored solutions to support sustainable financial resolution.

KEY ACHIEVEMENTS:

 Collaborated with team members, fostering knowledge sharing and best practices to enhance operational efficiency. Consulted with internal stakeholders, ensuring alignment between debt recovery strategies and business objectives. Developed tailored solutions for clients, applying analytical skills to resolve complex taxation matters in a timely manner.

EMPLOYMENT HISTORY

2008 - 2010 DEPARTMENT OF DEFENCE

Melbourne, Victoria

Project Manager (Secondment)

RESPONSIBILITIES:

 As Project Manager for the Family Health Services Trial, I was accountable to the Commission for developing a formal parliamentary submission on the rehabilitation, relocation and family health support of Defence personnel returning from overseas conflicts. This involved comprehensive research, analysis and evaluation of international military health programs to identify best practices and inform policy recommendations. Additionally, I managed the project lifecycle and team operations, ensuring alignment with the Defence Ministry’s practice statement and strategic objectives. Additionally, I was responsible for the design, development and facilitation of training programs, delivering structured learning in accordance with Defence policies and operational mandates.

KEY ACHIEVEMENTS:

 Led the development of a project submission for Parliament, influencing national policy on Defence personnel support. Designed and implemented project work plans, defining milestones, deliverables and success measures. Coordinated project reviews and managed competing priorities, ensuring timely progress and adherence to objectives.

2007 - 2008

RESPONSIBILITIES:

UPPER HUME COMMUNITY HEALTH SERVICE

Wodonga, Victoria

Project Officer promoted to Project Manager

 As a Project Officer, I played a key role in the Haematological Malignancies initiative, overseeing data collection frameworks to monitor inter-hospital collaboration between Royal Melbourne Hospital, St. Vincent’s Hospital and regional oncology teams. I coordinated professional development sessions to facilitate knowledge exchange and capacity building among regional clinicians and healthcare professionals. I managed teleconferencing and web-conferencing platforms, streamlining communication between metropolitan and regional oncology teams to enhance collaborative care and patient outcomes. Additionally, I contributed to the pilot implementation of the Border Cancer Collaboration website, supporting the development of mentoring programs and expanding access to oncology resources.

KEY ACHIEVEMENTS:

 Promoted to Project Manager within eight months, assuming leadership of project evaluation, data collection and reporting. Developed and submitted a comprehensive report for State Government review, securing continued funding for cancer support initiatives. Played a key role in advancing oncology services in the Albury-Wodonga region, enhancing patient, carer, and clinician support programs.

2005 - 2007 CHARLES STURT UNIVERSITY

Albury, NSW

Project Officer (Full-time Student)

RESPONSIBILITIES:

 As a Project Officer, I liaised with stakeholders across university projects, ensuring alignment with strategic objectives and institutional priorities. My role involved reviewing and implementing new strategies to enhance project outcomes, including the development of legal frameworks for a Memorandum of Understanding (MoU) to formalise collaborative agreements. Additionally, I was responsible for preparing detailed reports and budget proposals for the Head of School, supporting project funding applications and resource allocation. My work contributed to the effective management and execution of key university initiatives, driving improved project governance and operational efficiency.

2001 - 2003

RESPONSIBILITIES:

WODONGA INSTITUTE OF TAFE

Wodonga, Victoria

Help Desk & Computer Technician (Full-time Student)

 As a Help Desk & Computer Technician, I was responsible for diagnosing and resolving hardware and software issues, ensuring minimal downtime and optimal system performance. My role involved installing and configuring new operating systems, troubleshooting technical problems, and providing technical support to staff and students. I liaised with internal stakeholders to address computing inefficiencies, prioritising tasks based on urgency and impact. Additionally, I ensured adherence to Quality Control Procedures, maintaining compliance with institutional IT standards and best practices.

E MPLOYMENT HISTORY

1985 - 2000 ANGUS CATTLE AND CORRIEDALE-BOND MERINO SHEEP ENTERPRISE Caramut,

Western Victoria

Farm Owner & Manager RESPONSIBILITIES:

 As the Farm Owner & Manager of a 3000-acre Angus commercial cattle and Corriedale-Bond Merino sheep enterprise for fifteen years, I was responsible for the strategic oversight and day-to-day management of all farm operations, including livestock breeding, agribusiness strategy and land management. This role required a comprehensive understanding of sustainable farming practices, ensuring optimal livestock health, pasture productivity and operational efficiency.

 Leading cattle and sheep breeding programs, I implemented targeted genetic selection, herd management strategies and feeding programs to enhance livestock quality and maximise production yields. I applied pasture rotation techniques, integrating agronomic principles to improve soil fertility, optimise grazing patterns and sustain land viability.

 I managed the operation and maintenance of large-scale irrigation systems, ensuring efficient water distribution to support pasture growth and livestock hydration. I implemented chemical and drenching programs, applying strategic pest and disease control measures to safeguard livestock welfare and maintain compliance with industry standards.

 Moreover, I coordinated farm logistics and supply chain operations, overseeing feed supply management, equipment procurement, and resource allocation to ensure seamless and cost-effective farm operations. My role required strong leadership, problem-solving capabilities, and financial acumen, enabling me to successfully manage a highly productive and self-sustaining agricultural enterprise.

PERSONAL DETAILS

NATIONALITY: Australian

INTERESTS: Sailing, water skiing, travel, tennis, three sheep dog trialing and mountain biking

LICENCES: HR Licence, Victorian Drivers Licence, Excavator Licence, Forklift Licence and Boat Licence

PROFESSIONAL REFEREES

Chris Jordan

Commissioner

Australian Taxation Office

Sydney, New South Wales

 132 861

Mike Burgess

Past Director

Australian Secret Intelligence Service

Sydney, New South Wales

 (02) 6257 4916

ANTHONY ANDREWS

Brisbane, Queensland

 Community Resilience & Public Safety Advocacy: Passionate about driving public awareness campaigns, influencing policy development, and strengthening community resilience through education, engagement and safety initiatives. linkedin.com/in/anthony-andrews-04661122/  0427 223 083  anthony.andrews@qfes.qld.gov.au

Possessing a formidable and well-established career in emergency management, disaster response, and public safety leadership, I am eager to undertake new challenges as General Manager - Public Safety & Emergency Management at Surf Life Saving Queensland. Having held multiple senior positions within the Queensland Fire Department (QFD) - Fire and Rescue, including Project Officer/Firefighter, Coordinator of Disaster Response, Urban Search & Rescue Senior Instructor, Acting Station Officer and Senior Rescue Technician, I bring extensive expertise in leading large-scale emergency operations, resource optimisation and multi-agency collaboration. My proficiency spans the development and implementation of strategic risk mitigation frameworks, high-level operational planning and policy execution to enhance emergency preparedness and public safety. Adept at fostering high-performing teams, liaising with government and industry stakeholders, and pioneering transformative organisational reforms, I am committed to strengthening Queensland’s lifesaving infrastructure. Leveraging my executive leadership and operational acumen, I aspire to drive continuous improvement, elevate public safety protocols, and enhance emergency response capabilities to safeguard communities across the state.

QUALIFICATIONS & TRAINING

2015 Dual Master’s Degrees - Master of Business Administration (MBA) & Master of Project Management

2012 Postgraduate Certificate in Business (Project Management)

2023 Diploma of Training and Design

2016 Diploma in Building and Construction

2009 Diploma in Project Management

2006 Certificate IV in Assessment and Workplace Training

2020 Certificate III in Public Safety - Firefighting & Emergency Operations

2020 Certificate III in Public Safety - Community Safety

2019 Senior Rescue Technician (Level 2 VR, USAR, Swiftwater, Trench and Confined Space Rescue)

2019 Certificate III in Engineering (Diesel Fitting)

2005 Service, Diagnose and Repair Gas Fuel Systems & Stationary Engines

2005 Certificate III in Public Safety (SES)

KEY SKILLS & COMPETENCIES

 Crisis Leadership & Disaster Resilience: Mastery in developing and deploying holistic emergency response frameworks, integrating predictive risk modelling, resource optimisation, and inter-agency coordination for superior crisis mitigation.

 Executive Leadership & Organisational Governance: Capability to oversee operational infrastructures, enforce compliance measures and cultivate a high-performance culture within emergency management environments.

 Stakeholder Engagement & Policy Advocacy: Adept at forging influential partnerships with government bodies, regulatory agencies, and emergency service organisations to drive policy enhancements and public safety initiatives.

 Operational Planning & Resource Allocation: Proficient in administering large-scale budgets, asset portfolios and strategic resource distribution to ensure peak operational efficiency and rapid emergency mobilisation.

 Risk Analysis & Incident Mitigation: Extensive expertise in evaluating threat landscapes, implementing proactive risk reduction strategies, and ensuring adherence to regulatory and legislative mandates in emergency response settings.

 Training, Capability Development & Knowledge Transfer: Specialist in conceptualising and delivering high-calibre training programs for emergency responders, enhancing lifesaving competencies and operational proficiency.

 Change Management & Organisational Transformation: Proven track record in leading large-scale organisational reforms, optimising service delivery models, and driving efficiency through innovative strategic initiatives.

 Public Safety Policy & Legislative Frameworks: Deep-rooted understanding of Queensland’s emergency management protocols, coastal safety governance, and public safety legislative requirements.

 Program & Project Management Excellence: Adept at directing projects, integrating state-of-the-art technological solutions, and embedding continuous improvement methodologies to advance emergency service capabilities.

2016 - Current QUEENSLAND FIRE DEPARTMENT (QFD) | FIRE AND RESCUE, QLD Brisbane, Queensland

AUS-01 Logs/Crew Leader

Project Officer/Firefighter

Coordinator of Disaster Response

Urban Search & Rescue Senior Instructor

Acting Station Officer

Senior Rescue Technician

OVERVIEW:

 Throughout my work at the Queensland Fire Department (QFD) - Fire and Rescue, I am accountable for leading and managing disaster response, urban search and rescue, emergency operations, and procurement functions to enhance operational effectiveness and community safety. Moreover, I oversee strategic resource allocation, logistics coordination, and inter-agency collaboration to ensure seamless emergency preparedness and rapid disaster response.

 Additionally, I provide high-level project management, training program development, and asset management oversight, ensuring compliance with industry regulations, optimising procurement practices and the readiness of critical resources for emergency deployments across Queensland, Australia, and internationally.

ACHIEVEMENTS:

 Led and executed a state-wide overhaul of procurement practices, aligning acquisition strategies with government compliance standards, driving efficiency, maximising cost-effectiveness and ensuring seamless integration of procurement processes into emergency operations.

 Managed and optimised a multi-million-dollar asset and fleet portfolio at the State Deployment Centre, ensuring all critical resources were strategically maintained, fully operational, and readily deployable for emergency response operations across Queensland, Australia, and internationally.

 Orchestrated and led large-scale disaster response operations across Australia and internationally for QFES Technical Rescues and the State Deployment Centre, ensuring optimal resource allocation, logistics coordination and mission execution within stringent timeframes.

 Revolutionised procurement frameworks by streamlining acquisition strategies, enhancing compliance and implementing cost-effective project management plans that improved efficiency, fiscal accountability and stakeholder value.

 Forged high-level strategic alliances with international, federal and state agencies (ADF, NEMA, DFAT) as well as emergency response stakeholders (Police, SES), strengthening inter-agency coordination and disaster preparedness.

 Directed logistics operations for the AUS-1 Disaster Assistance Response Team, ensuring the seamless mobilisation and deployment of personnel, assets and specialised equipment to critical disaster zones.

 Led the development of asset management systems and policies at QFR, ensuring the implementation of robust maintenance schedules, real-time asset performance monitoring and operational readiness in alignment with requirements.

 Demonstrated expertise in Queensland Government Level 2 Procurement, overseeing asset-related financial processes, including budget planning and financial oversight, ensuring adherence to public sector financial management frameworks.

 Cultivated relationships with internal and external stakeholders, including federal, state, and local government agencies, emergency service providers, and industry contractors, enhancing collaboration and resource-sharing initiatives.

 Served as a Senior Urban Search and Rescue Instructor, applying project management expertise to develop and deliver world-class training programs, equipping personnel with advanced rescue techniques and emergency response protocols.

Jan 2009 - Current TJA ENGINEERING

Brisbane, Queensland

Director, Business, Training & Projects Consultant RESPONSIBILITIES:

 Provide executive oversight across corporate governance, stakeholder engagement, procurement, financial management and project execution to drive business growth and operational excellence.

 Oversee end-to-end procurement processes, supplier negotiations and contract management, ensuring cost-effective and compliant procurement in alignment with government frameworks.

 Oversee comprehensive budget forecasting, advanced financial reporting, and strategic resource allocation to enhance fiscal oversight, optimise cost control, maximise organisational value, and ensure long-term business sustainability.

 Develop, implement, and facilitate specialised emergency response training programs for the mining, oil, and gas industries, ensuring strict adherence to industry regulations, operational safety standards, and compliance frameworks.

 Deliver project management consultancy services to government agencies, ensuring that procurement initiatives and large-scale training programs are executed with precision, financial prudence and within budgetary constraints.

 Spearhead the planning and execution of expansive engine overhauls and industrial shutdown projects in diesel fitting and heavy machinery, driving operational continuity, mitigating risks, and optimising mechanical performance.

 Conduct in-depth plant and equipment maintenance audits, deploying sophisticated analytical methodologies and strategic intervention techniques to enhance long-term productivity, regulatory compliance and asset durability.

EMPLOYMENT HISTORY

Mar 2017 - Jun 2021

RESPONSIBILITIES:

TAO STEEL INDUSTRIES

Brisbane, Queensland Director

 Provided executive-level strategic direction and high-level oversight, driving business growth, operational efficiency and expansive market expansion within the steel fabrication sector.

 Managed the planning, seamless execution, and continual optimisation of complex steel fabrication projects, ensuring compliance with stringent industry regulations, elevated quality standards, and precise client specifications.

 Cultivated, nurtured, and maintained influential strategic partnerships, negotiating high-value contractual agreements and fostering enduring client relationships to enhance long-term business sustainability.

 Developed, integrated, and implemented sophisticated operational frameworks to elevate efficiency, enhance productivity, and maximise profitability, leveraging data-driven methodologies to drive continuous improvement.

 Directed comprehensive financial planning, meticulous budget forecasting, and dynamic capital investment strategies to optimise financial performance, maximise profitability, and sustain long-term business expansion.

Dec

2001 - Jul 2019

AUSTRALIAN ARMY

Local and international deployments

Rifleman

RESPONSIBILITIES:

 Serving as a Rifleman in the Australian Army, I developed exceptional leadership, tactical proficiency, and operational resilience in high-intensity environments. My service included an operational deployment to the Solomon Islands, where I contributed to peacekeeping and security operations, demonstrating adaptability, discipline, and the ability to perform under extreme conditions.

Jan

2016 - Jan 2017

HOSKEN SITE STEEL PTY LTD

Brisbane, Queensland

Project Manager

RESPONSIBILITIES:

 As a Project Manager I directed steel construction projects, managing budgets, schedules and stakeholder expectations. Additionally, I collaborated with cross-functional teams to ensure seamless execution, operational efficiency and adherence to industry standards while mitigating project risks and optimising resource allocation.

Jul 2012 - Dec 2015

RESPONSIBILITIES:

TZM INDUSTRIES

Gold Coast, Queensland

Managing Director

 As the Managing Director of TZM Industries, I was responsible for the overall strategic direction, financial performance and Business development of the company. I led client negotiations, optimised operational workflows and implemented innovative growth strategies to strengthen market positioning and drive long-term success.

May 2010 - Dec 2015

HYFORCE ENGINEERING

Yatala, Queensland

Project Manager

RESPONSIBILITIES:

 As a Project Manager at Hyforce Engineering, I led end-to-end engineering projects, ensuring alignment with client specifications, industry regulations, and operational best practices. I managed multidisciplinary teams, streamlined processes to enhance efficiency, and delivered high-quality engineering solutions on time and within budget.

May 2007 - May 2010

TIEMAN INDUSTRIES

Eagle Farm, Queensland

Project Manager

RESPONSIBILITIES:

 In my role as Project Manager at Tieman Industries, I oversaw industrial projects, coordinating logistics, procurement and execution strategies to ensure seamless project delivery. I developed and implemented efficiency-driven solutions to enhance productivity, optimise resource utilisation, and maintain quality assurance across all project phases.

EMPLOYMENT HISTORY

Sep 1999 - May 2007

RESPONSIBILITIES:

ROMA DIESEL SERVICE

Roma, Queensland

Project Manager/Diesel & Gas Fitter

 As a Project Manager and Diesel & Gas Fitter at Roma Diesel Service, I managed complex mechanical and technical projects, ensuring high standards of service delivery and operational reliability. I played a key role in diagnostics, maintenance, and repair operations, while also leading teams and liaising with clients to deliver engineering solutions.

AWARDS & RECOGNITION

 Assistant Commissioner's Commendation for Outstanding Performance (2022)

 PNG Landslide Humanitarian Deployment (Disaster Assistance Response Team) (2024)

 Australian Service Medal (ASM) - Solomon Islands

 Australian Defence Medal (ADM)

VOLUNTARY WORK

 I have extensive volunteer experience with the State Emergency Service (SES), Rural Fire Brigade, and Apex Australia, contributing to emergency response, disaster relief, firefighting, and community service initiatives.

 Through these roles, I developed strong leadership, teamwork, and crisis management skills while supporting communities in high-pressure situations. These experiences have strengthened my ability to remain calm under pressure, work effectively in high-stakes environments, and collaborate with diverse teams to achieve positive outcomes for the community.

LICENCES & CERTIFICATES

 Multi-Combination Truck Licence | Basic Rigging Licence | Working at Heights | Open Crane Licence

 Forklift Licence | Excavator Ticket | Skid Steer Loader (Bobcat) | Confined Space Ticket | Generic Safety Induction

 Standard 11/Coal Board Medical | REDR Hostile Environment Training | REDR Humanitarian Logistics Training

 HUET - Helicopter Underwater Escape Training | Dangerous Goods Awareness | Senior First Aid (Advanced Res)

 Tactical Medical Training | RPAS (Drones) | Telehandler Ticket

REFEREES AVAILABLE ON REQUEST

NA OMI SMITH

As an accomplished security management professional with over two decades of dedicated service in high-stakes correctional environments at Corrective Services NSW including contributions as Acting Manager of Security on numerous occasions, I am eager to undertake new challenges as Manager of Security. My career has been marked by successful oversight of complex security operations, including managing critical incidents such as inmate unrest and implementing comprehensive security strategies in alignment with Custodial Operations Policy. Driving positive change and continuous improvement, I have led the PaTHS program for the treatment and progression of high-security offenders, collaborating with executive custodial staff, clinical psychologists and other stakeholders. Furthermore, I have successfully enhanced operational effectiveness and staff performance through innovative reforms and performance development systems. I am committed to fostering a culture of integrity and discipline while ensuring the highest standards of safety and efficiency in correctional facilities. I am eager to contribute my strategic planning and operational excellence to the continued success of Corrective Services NSW.

CSNSW TRAINING

Current Up-to-date with all mandatory training on Thrive and areas of the Learning Management System (LMS)

2023 SAS Pre Promotional Training Workshop

2023 3 day Classification and Placement Team training

2019 Advanced Diploma of Correctional Management

2019 myPerformance Champion

2004 Certificate III in Correctional Practice

KEY SKILLS & COMPETENCIES

 Operational Leadership: Demonstrated capability in providing high-level operational leadership and direction within correctional centres of varying sizes. Proven track record in managing and coordinating complex security operations

 Security Management: Extensive experience in overseeing and enhancing comprehensive security measures within correctional facilities. Skilled in developing and implementing security protocols, monitoring systems and risk assessments

 Staff Discipline and Development: Proficient in managing staff discipline and fostering a culture of integrity and professionalism. Expertise in implementing performance development systems and training that enhance staff capabilities

 Project Management: Accomplished in leading and directing projects and specialised services in correctional settings Ability to plan, execute, and oversee projects to improve operational efficiency, security measures and facility performance.

 Strategic Planning: Skilled in strategic planning and execution, with a focus on developing and implementing strategies that align with organisational goals and enhance the operational effectiveness of correctional facilities.

 Decision-Making: Exceptional decision-making skills, making informed, strategic choices that positively impact operational outcomes. Adept at analysing complex situations and developing effective solutions to enhance the security

 Innovative Leadership: Experience in driving workplace reform and fostering a culture of innovation within correctional facilities. Successful track record in implementing new approaches and solutions that improve performance and efficiency

 Team Leadership and Motivation: Effective team leadership and motivational skills, with experience in guiding and inspiring teams to achieve high levels of performance. Ability to create a positive and productive work environment

 Crisis Management: Expertise in managing crisis situations and handling emergencies with composure and effectiveness. Skilled in implementing crisis management strategies that ensure the safety and security of staff and inmates.

 Communication Skills: Excellent communication skills, both written and verbal, essential for clear reporting, liaising with stakeholders and providing guidance to staff. Proficient in conveying complex information and instructions clearly.

 Technology: Highly proficient in the provision of data entry, word processing, spreadsheet and other technological services to facilitate accurate, timely and effective records and correspondence with expertise using MS Office and in-house software.

AWARDS & RECOGNITION

2012 Received a Letter of Recognition from the former Governor Jeanine McGlinn for a professional and successful response to a life threatening incident involving a fellow correctional officer.

2008 Received the Commissioners Commendation in 2008 for outstanding leadership during a serious incident that occurred in Long Bay Hospital in 2007

EMPLOYMENT HISTORY

Jan 2003 - Current CORRECTIVE SERVICES NSW | www.correctiveservices.justice.nsw.gov.au

Sep 2023 - Current

May 2022 - Aug 2023

Aug 2021 - Apr 2022

Various Periods

Goulburn Main Gaol & Correctional Centre, HRMCC and Long Beach Hospital 1 & 2

Functional Manager Accommodation - Goulburn Main Gaol

Functional Manager, Purposeful Day - Goulburn Correctional Centre

Senior Assistant Superintendent - High Risk Management Correctional Centre (HRMCC)

Acting Manager of Security - Goulburn Main and HRMCC

2009 - 2021 Officer in Charge/Intelligence Officer - Long Bay Hospital 1 & 2

2019 - 2021

Assistant Superintendent Intelligence

2019 - 2020 Functional Manager (SAS) - 12 months (Temporary)

2010 - 2014 Senior Correctional Officer/Intelligence Officer

2004 - 2010 Correctional Officer

2003 - 2004 Probationary Correctional Officer

Functional Manager Accommodation - Goulburn Main Gaol

RESPONSIBILITIES:

 Overseeing the effective and efficient day-to-day management of 170+ inmates housed within Goulburn Main, Units 2 and Unit 3, ensuring smooth functioning, safety, and compliance with rules.

 Coordinating with the Manager of Security, Governor and Director to keep all custodial parties informed of current issues

 Ensuring inmates' needs, such as healthcare, legal assistance and education, are met according to established KPIs, collaborating with departments for continuous improvement.

 Strictly upholding all security protocols in line with CSNSW KPIs, conducting regular audits, training staff and implementing corrective actions to ensure a secure environment.

 Maximising out-of-cell hours for inmates daily, even under a Variable Operational Routine (VOR) during staff shortages.

 Adhering to daily security reporting protocols by meticulously compiling, reviewing and submitting security reports.

 Ensuring that inmates receive essential services, including legal access, court attendance, and medical assistance.

 Supervising up to 40 custodial staff, ensuring adherence to Custodial Operations Policy and Procedure (COPP).

 Processing orders such as S23, S24 requests, S6.2 complex cases, and create S78a Protection/Care and Control orders.

 Creating segregation packages and enter them into the Offender Information Management System (OIMS) as needed.

 Drafting and submitting Serious Incident Briefing notes to the Governor/Director promptly after any serious incident.

 Overseeing Goulburn Reception, ensuring proper monitoring and transfer of inmates in accordance with COPP.

 Conducting daily inmate interviews to assist with personal requests or address Offences in Custody.

ACHIEVEMENTS:

 Fundraising Initiatives: Collaborated with the Business Manager to implement fundraising activities, such as monthly pizza drives and occasional donut drives, raising over $2000 per month. These funds reduce the budget per inmate, alleviating the tax burden and supporting local businesses like Domino’s Pizza. Proposed and planned additional fundraising events, including a shoe drive expected to raise over $5000, and an overhaul of television rentals to generate further revenue.

 Case Management & Classification: Trained in Case Management and Classification, I have effectively utilised these skills on numerous occasions to provide valuable assistance. My expertise in these areas encompasses assessing individual cases, developing tailored management plans, and accurately classifying information to ensure optimal outcomes.

 Acting Manager of Security: Acted as Manager of Security multiple times at both Goulburn Main and High-Risk Management Correctional Centre (HRMCC), as well as at Long Bay Hospital. Duties included conducting use of force reviews and staff counseling for various issues.

Functional Manager, Purposeful Day - Goulburn Correctional Centre

RESPONSIBILITIES:

 Efficiently managed the daily roster for custodial staff, including handling requests for sick leave, annual leave, and cyclic rostering. Ensured optimal staffing levels were maintained to meet operational demands and support the effective functioning of the Goulburn Complex, including the HRMCC.

 Led a team of Scheduling Clerks, guiding them to ensure compliance with established business rules and guidelines. Fostered a collaborative environment to enhance team performance and maintain high standards in roster management.

 Strategically ensured that an adequate number of custodial staff were scheduled each day to meet Key Performance Indicators (KPIs) and address the needs of inmates within the Goulburn Complex. This included effective coordination with the HRMCC to ensure comprehensive coverage and operational efficiency.

 Monitored and managed budgetary requirements related to overtime expenditure. Implemented cost-control measures to optimise the use of financial resources while maintaining necessary staffing levels.

 Conducted regular sick leave and work performance reviews to assess staff performance and address any issues promptly. Utilised feedback to improve staff productivity and adherence to operational standards.

 Organised and coordinated custodial and non-custodial training requirements, including planning staff training days and conducting monthly staff meetings. Ensured that all training programs were aligned with departmental needs and compliance requirements.

 Oversaw the management of workers' compensation within the facility. Provided support and guidance to staff on compensation matters and ensured compliance with relevant policies and procedures.

RESPONSIBILITIES:

 Worked collaboratively with various departments, including Injury Management, Human Resources, and the Operation Scheduling Unit (OSU). Facilitated communication and cooperation to enhance overall operational effectiveness and address any inter-departmental issues.

 Demonstrated a thorough understanding of the Workforce Management System (WFM) in relation to roster management and staffing establishment. Utilised the system to streamline processes and improve accuracy in scheduling.

 Provided mentorship to custodial staff in various roles within the centre. Offered one-on-one training and support to develop staff skills and ensure they were well-prepared to perform their duties effectively.

ACHIEVEMENTS:

 Restructuring the Scheduling Clerks Office: Upon taking this role, I identified significant staffing issues within the Scheduling Clerks office. One staff member was on workers' compensation due to stress, and another had left for a temporary appointment, leaving only one clerk. With the Governor's approval, I trained a custodial officer with a solid understanding of the position to create a relief component. I also temporarily appointed another administration staff member to bolster the team. Over two months, I supported the office by assisting with daily duties such as roster scratching, applying leave, and overtime equalisation, ultimately stabilising the office.

 Implementing Roster Compliance: When I started, custodial staff were not complying with departmental business rules regarding cyclic and daily rostering. Implementing these changes faced resistance from union members, who felt unfairly treated. Previously, staff could swap shifts at will, leading to excessive overtime and unbalanced rosters. Despite being new to the facility and the regional location, I stood firm, supported by the Governor and Scheduling Manager. Three years later, the changes I implemented are still in place, ensuring compliance with business rules.

 Workers Compensation Peer Support Team: Initially, over 40 staff members were on workers' compensation, and many were unresponsive to my check-ins. With the Director's approval, I created a Workers Compensation Peer Support team comprising Senior Correctional Officers (SCOs) who were peer support trained. They contacted staff members biweekly, supported by confidentiality agreements. This initiative resulted in regular contact with the majority of staff, leading several to return to work full-time due to the support they received.

 Confidential Staff Support: As the Purposeful Day Officer, I provided confidential support to staff members with personal issues, including bullying, harassment, and sexual harassment. Respecting their privacy, I supported them even if they chose not to report the issues higher up. I often took phone calls after hours to provide ongoing support. Over time, staff realised I was approachable and supportive, leading to trust and open communication.

RESPONSIBILITIES:

 Operated as a Functional Manager within HRMCC Area 1, navigating a high-pressure environment due to the facility's A1 security rating. Managed a diverse team within the PaTHS program, focused on the progression and treatment of high-security offenders.

 Worked as part of a multidisciplinary team, including Executive Custodial Staff, Clinical Psychologists, Services and Program Officers, Education and Corrections Intelligence groups. Participated in monthly team meetings to discuss offender progression and devise strategies for managing behaviors and ideologies related to terrorism and violent behaviors.

 Addressed problematic behaviors and ideations in inmates, facilitating clinical meetings with psychologists. Implemented tailored educational and therapeutic courses to assist with the reformation of inmates' attitudes and behaviors.

 Provided comprehensive reports to the Commissioner on a monthly basis or as required. Implemented management strategies in line with the Custodial Operations Policy and Procedures while adapting local management approaches to meet individual inmate needs while maintaining strict security protocols.

 Developed relationships with inmates through regular interactions and rapport-building, which proved valuable in managing and de-escalating situations. Frequently walked around the facility to engage with inmates, leveraging previous connections to improve outcomes.

ACHIEVEMENTS:

 Crisis Management: Successfully handled a critical incident as the sole manager on duty. When six inmates refused to return to their cells, I utilised established rapport and negotiation skills to persuade three of them to comply without force. This approach minimised potential injuries to both inmates and staff. Led the response team effectively, secured the remaining offenders, and completed a comprehensive Serious Incident Briefing Note for the Director promptly. Maintained composure under pressure and provided clear direction to staff.

 Manager of Security: Acted repeatedly in the role of Manager of Security, working closely with the Corrections Intelligence Group and local intelligence team. Led custodial staff in implementing a Varied Operational Routine (VOR) during staff shortages, ensured that Key Performance Indicators (KPIs) for out-of-cell hours were met, and oversaw mandatory training for staff on the THRIVE program and related learning capabilities.

 Innovative Management Solutions: Adapted management strategies to suit the unique needs of the HRMCC environment, balancing custodial needs with clinical requirements. This included navigating challenges where custodial and clinical perspectives conflicted, resulting in the development of effective, long-term solutions. Honed my skills in high-stakes management, crisis resolution, and collaborative problem-solving, and solidified my commitment to maintaining a secure and supportive environment for both staff and inmates.

Functional Manager (SAS) - 12 months, Temporary

RESPONSIBILITIES:

 Worked in FM Accommodation and also worked in the areas of FM Purposeful Day - Rosters, FM Intel and FM Security

 Ensured maximum service-delivery (inmates’ out of cell hours, access to programs and amenities) relevant to structured day

 Prepared, disseminated, reviewed and followed up intelligence reports and advised the Governor and Manager of Security.

Senior Assistant Superintendent - High Risk Management Correctional Centre (HRMCC)

RESPONSIBILITIES:

 Managed incidents and IRM reporting, assumed daily accountability, produced daily rosters and conducted staff inductions.

 Managed inmate discipline, Inmate accommodation, placement and segregation orders including reviews.

 Implemented support services, related to incidents for both inmates and staff.

 Coordinated the weekly MPU (Multi-Purpose Unit) committee meeting.

 Planned random and monthly searches, related to intelligence

 Coordinated urinalysis and DNA collection within the centre.

 Managed accommodation log and security DSR validations.

 Assumed responsibility for inmate applications and requests.

Manager of Security (Various Periods)

RESPONSIBILITIES:

 Assumed the role of Manager of Security during designated periods, managing security operations and ensuring the facility's safety protocols were maintained. This included overseeing security measures, addressing emergent issues, and coordinating with various teams to ensure the effective functioning of the security operations.

 Directed the overall management of the facility, encompassing both static and dynamic security operations. This involved supervising the implementation of security protocols and strategies, and providing leadership to Functional Managers to ensure adherence to operational standards and security requirements.

 Reviewed and managed serious incidents within the facility, ensuring thorough documentation and analysis of each event. Compiled detailed reports and provided critical information to the Governor and higher-level authorities, maintaining transparency and accountability in incident management.

 Supervised and supported staff to ensure they had resources and guidance to perform their duties. Implemented support systems and provided ongoing training and feedback to enhance staff performance and address any issues that arose.

 Monitored the execution of the structured day program within the facility. Ensured that the daily routines and activities were carried out as planned, maintaining the schedule and addressing any deviations to uphold operational efficiency.

 Managed the movements and classifications of inmates within the facility. This included coordinating transfers, monitoring inmate status, and ensuring that classification procedures were followed accurately to maintain security and order.

Officer in Charge/Intelligence Officer, Assistant Superintendent Intelligence & Senior Correctional Officer/Intelligence Officer

RESPONSIBILITIES:

 As Officer in Charge/Intelligence Officer and Senior Correctional Officer, I managed various functions within the correctional centre, ensuring compliance with legislation, policy, and security procedures. I supervised Correctional Officers, led case management teams, and coordinated urinalysis testing, while addressing inmate issues and disputes with a focus on safety and rehabilitation. My role also involved overseeing intelligence gathering, conducting risk assessments, and maintaining high standards of inmate care and financial compliance, demonstrating fluency in AUSLAN.

ACHIEVEMENTS:

 Officer in Charge (OIC) Experience: Effectively served as Officer in Charge across all areas within LBH1 and LBH2 for the past decade, including overseeing all wings and wards. Gained frontline experience at all Correctional Centres within the Long Bay Complex.

 Intelligence Officer Role: Held the position of Intelligence Officer at Long Bay Hospital 2 for four years, delivering comprehensive reports, liaising with various stakeholders, and implementing operations related to legal cases in coordination with NSW Police.

 Benchmarking Committee Contribution: Played a key role on the Benchmarking Committee, contributing to positive, safe, and financially viable outcomes for Long Bay Hospital (LBH).

 Routine Optimisation: Formulated and implemented a new routine in LBH2 Outpatients to effectively manage a high turnover of medical appointments, meeting high demand in collaboration with Justice Health personnel.

 New Long Bay Hospital Opening: Contributed to the successful opening of the new Long Bay Hospital in 2008. Involved in drafting post duties and coordinating the implementation of the daily routine.

 Strategic Partnerships: Developed and maintained a close working relationship with Justice Health and the Forensic Mental Health Network (JH&FMHN) staff within the Mental Health Unit. Implemented management plans in compliance with legislative requirements.

PROFESSIONAL REFEREES

Stuart

Lyle

Paul Coyne Manager

of Security | MRRC

Corrective Services New South Wales

Department of Communities and Justice

 0448 699 494

 stuart.lyle@dcj.nsw.gov.au

Manager of Security

Mary Wade Correctional Centre

Metro West - Custodial Corrections

Corrective Services NSW

 0409 583 599

18 October 2025

Ella McPherson

Deputy Chief Executive Officer

Victorian

Curriculum and Assessment Authority

Department of Education

200 Victoria Parade

EAST MELBOURNE VIC 3002

Dear Ms McPherson,

Re: Director, Technology (Ref: VG/DE/VCAA/1888659)

Demonstrating an enduring commitment to public-sector excellence, technological innovation and transformative leadership, I am eager to contribute my strategic expertise as Director, Technology with the Victorian Curriculum and Assessment Authority (VCAA) as recently advertised online. With over two decades of experience driving enterprise-scale technology reform across global and national contexts, I have consistently delivered programs that modernised infrastructure, enhanced cyber resilience and built digital capability across large, multi-stakeholder environments. I am inspired by the opportunity to lead the VCAA’s technology agenda to deliver secure, contemporary and equitable digital outcomes for Victoria’s learners.

My career spans senior roles directing multimillion-dollar portfolios, driving cloud modernisation, automation and data-driven reform across complex, high-stakes environments. Furthermore, I have successfully led global cross-functional teams, built highperformance cultures and delivered measurable business and operational outcomes. This depth of experience has honed my ability to align technology with organisational strategy and public value. I am confident that my leadership, technical expertise and collaborative approach would enable me to make a strong and positive impact within the VCAA.

Criterion 1: Victorian Public Sector Values: I model the VPS Values of Responsiveness, Integrity, Impartiality, Accountability, Respect, Leadership and Human Rights through ethical decision-making, transparency and fairness. My leadership approach emphasises empathy, inclusiveness and principled governance, ensuring that every decision I make reflects both moral courage and strategic responsibility. I actively foster environments where staff feel empowered to raise concerns, contribute ideas and collaborate without fear of reprisal, believing that integrity and respect are the foundations of innovation and trust. As Service Partner at Amdocs, I led a major Cloud Migration and Technology Transformation for Australia’s largest telecommunications client during the COVID-19 pandemic, a program that required balancing corporate objectives with human and ethical considerations. I maintained accountability through transparent communication with executives, prioritised staff wellbeing by implementing an Unlimited Leave Policy, and reinforced impartiality by ensuring vendor and client teams operated as one integrated unit. I consistently modelled calm, responsible leadership under pressure, maintaining continuity and morale throughout a period of significant uncertainty. Despite severe operational challenges, the program was delivered successfully, producing one of the organisation’s most stable systems and generating more than $3 million in annual infrastructure savings.

Earlier, while managing a compliance-governed automation pilot for the same client, I demonstrated integrity by taking full ownership of delivery delays arising from external dependencies. Rather than divert accountability, I openly communicated risks, corrective actions and timelines to stakeholders, preserving credibility and reinforcing the value of transparency in leadership. This principled conduct strengthened inter-organisational trust, safeguarded project confidence, and aligned outcomes with both professional ethics and the enduring spirit of the Victorian Public Sector Values.

Criterion 2: Flexibility and Adaptability: I demonstrate agility in leadership, adjusting strategies to dynamic business environments while maintaining momentum, morale and strategic alignment. My adaptability reflects both analytical foresight and emotional intelligence, enabling me to respond decisively to evolving challenges while sustaining operational excellence and stakeholder confidence. I consistently cultivate an environment where flexibility is viewed not as compromise but as a catalyst for innovation, resilience and long-term success. As Development Manager for Project Halo (AT&T), I established a new delivery centre from inception, recruiting, mentoring and upskilling a diverse workforce to full operational capability within six months. When project requirements changed mid-stream due to revised client priorities, I restructured delivery teams, recalibrated timelines and adjusted communication frameworks to maintain alignment across time zones. Through transparent stakeholder engagement and adaptive leadership, I ensured that performance benchmarks were met and client satisfaction remained consistently high.

Within Amdocs’ B2B Digitisation Program for a major telecommunications client, I managed multiple concurrent projects across fulfilment, reporting and data hub delivery. When customer testing dependencies disrupted the initial schedule, I implemented a reprioritised roadmap, reallocated resources to critical-path activities and applied agile review mechanisms to maintain delivery continuity. This responsive approach not only prevented slippage but also strengthened client trust and reinforced the team’s capacity to navigate complexity with discipline and confidence. The program ultimately delivered improved integration efficiency, enhanced reporting accuracy and measurable gains in customer satisfaction. These outcomes reflected my ability to combine technical insight with adaptive leadership to achieve resilient, high-quality results under pressure.

Criterion 3: Digital and Technological Literacy: I possess advanced technical and strategic acumen across enterprise architecture, automation, AI integration, cloud modernisation and data-driven governance. My career has been defined by the ability to interpret emerging technologies through a strategic lens, translating complex systems into scalable, secure and future-oriented enterprise solutions. I champion the use of technology as an enabler of transformation, ensuring that digital reform delivers measurable outcomes in capability uplift, operational efficiency and public value. In my work as a Client Partner at Amdocs, I designed and implemented an Innovative Product Onboarding Framework that removed the dependency on incremental IT builds, halving the time-to-market for new telecommunications products. This framework enabled business units to independently design and deploy new offerings without technical bottlenecks, fostering greater agility and responsiveness. The initiative’s success was showcased at the TM Forum Catalyst Awards in Europe, highlighting its pioneering impact on global digital service delivery.

In another initiative, I led the AI Automation Pilot for compliance workflows, applying predictive analytics to identify anomalies and accelerate risk detection. This proof-of-concept demonstrated measurable improvements in accuracy, efficiency and governance transparency, forming the blueprint for Amdocs’ broader global automation strategy. I also played a key role in steering cloud transformation programs and API-led integrations, ensuring seamless interoperability between legacy and modern systems. Collectively, these initiatives underscore my capacity to bridge technological innovation with strategic intent, delivering enduring, data-driven value across complex enterprise environments.

Criterion 4: Managing People: I lead with authenticity, vision and empathy, cultivating inclusive, high-performance cultures built on accountability, empowerment and continuous learning. My leadership philosophy centres on unlocking individual potential while aligning collective capability with strategic outcomes. I believe that the most effective leaders inspire through integrity and clarity of purpose, creating environments where innovation and collaboration naturally flourish. I place strong emphasis on psychological safety, diversity of thought and measurable performance standards to drive sustainable success. As Customer Service Executive at Amdocs, I spearheaded a major organisational reform, transitioning from a Competency-Based to an Account-Based Operating Model. This transformation linked individual performance, remuneration and professional growth directly to account success, creating tangible alignment between employee contribution and value. The reform enhanced engagement, reduced attrition, simplified governance, and improved cost efficiency by eliminating redundant management layers. It was recognised by senior executives as a benchmark for structural innovation and people-centric leadership.

Previously as Development Manager, I led diverse, cross-functional teams spanning development, testing and architecture across multiple geographies. Through targeted mentoring, skills mapping and succession planning, I built a culture of accountability and technical mastery. These initiatives not only strengthened delivery quality but also fostered resilience and adaptability within the workforce. The outcome was reflected in consecutive 100 per cent client satisfaction ratings and a reputation for nurturing high-performing, motivated teams capable of delivering consistent excellence under pressure.

Criterion 5: Communication: I communicate with precision, purpose and influence, ensuring information is articulated with clarity and conviction across technical and executive audiences. My approach combines analytical rigour with emotional intelligence, allowing me to tailor messages to diverse stakeholders while maintaining transparency and trust. I view communication as a cornerstone of leadership, essential for decision-making, alignment and for inspiring confidence, cohesion and accountability within teams and across organisational boundaries. When inheriting a loss-making telecommunications account at Amdocs operating at a –22 per cent margin, I applied a data-driven and consultative communication strategy to realign commercial expectations. By developing a compelling, evidence-based business case and presenting it with clarity and diplomacy, I successfully renegotiated contract terms, securing a 10 per cent rate increase and transitioning to a fixed-price model. These strategic discussions, conducted through open and principled dialogue, restored trust and partnership confidence, achieving a 25 per cent turnaround within nine months and a sustained +9 per cent profit the following year.

In another instance, I led stakeholder communications throughout a complex, multi-stream digital integration program involving numerous governance and delivery forums. By synthesising technical complexities into concise, outcome-oriented dashboards and executive briefings, I provided clear visibility into progress, dependencies and risks. This structured, transparent communication not only enhanced stakeholder confidence but also accelerated investment approvals and strengthened executive alignment on critical program decisions. These experiences reflect my ability to communicate with authority and integrity, ensuring every interaction advances understanding, collaboration and strategic intent.

I have a deep respect for the mission and values of the Victorian Curriculum and Assessment Authority (VCAA) and the broader Department of Education. I am strongly aligned with their commitment to equity, excellence and innovation in education and recognise the vital role that technology plays in enabling accessible, high-quality learning outcomes for all Victorians. I am motivated by the opportunity to contribute to an organisation that upholds integrity, collaboration and public service as its guiding principles, and I am dedicated to advancing the VCAA’s vision of delivering world-class curriculum, assessment and reporting through ethical leadership and strategic technological transformation.

Find attached my résumé for your consideration. I am passionate about applying my leadership, strategic foresight and digital transformation expertise to advance the VCAA’s innovation agenda and strengthen its technology capability. I am particularly motivated by the opportunity to shape enterprise-wide technological reform that enhances educational access, operational efficiency and data-informed decision-making across Victoria’s learning ecosystem. I welcome the opportunity to discuss how my experience, values and vision align with the objectives of this pivotal leadership role and the VCAA’s enduring commitment to educational excellence and public value.

Yours sincerely,

GREGORY SWANSON

Dear Hiring Panel,

Re:

Governor/General Manager (Statewide Talent Pool) | Req ID: 77014

23 October 2025

I write with great interest to be considered for the above position in the Security & Custody Branch, bringing extensive experience at Corrective Services NSW spanning over three decades in senior leadership positions within custodial operations and a proven track record of achievement in supporting, guiding, and leading a culture of integrity, professionalism, and discipline within the team. My distinguished record is underscored by a consistent capacity to balance operational rigour with progressive, evidence-based rehabilitation strategies, strengthening safety, governance, compliance and long-term community outcomes.

I believe my experience, combined with my capacity to inspire direction, negotiate with influence, and deliver sustainable outcomes in challenging custodial environments, aligns directly with the requirements of this role. I hold a current driver licence and I am available to travel extensively across NSW, including being on call to respond to emergencies at short notice. Additionally, I have operated within the strictures of the National Heavy Vehicle Law, Regulations and Chain of Responsibility frameworks, ensuring compliance and governance standards are consistently upheld. I am deeply committed to the mission of Corrective Services NSW and inspired by the opportunity to lead in a role that requires operational excellence, ethical stewardship, and reform-oriented vision. My career demonstrates a consistent ability to govern with integrity, deliver measurable outcomes, and build cultures of safety, accountability, and rehabilitation.

I am eager to advance my contributions within Corrective Services NSW as Governor, drawing upon my senior leadership acumen and extensive correctional management expertise to deliver meaningful impact within the Security & Custody Branch. Highly motivated, ambitious and outcomes-focused, I bring advanced capability across all facets of correctional operations, with a proven record of driving visible reform, elevating staff performance, and strengthening centre outcomes. My experience as Manager of Security and in acting General Manager capacities demonstrates my capacity to provide strategic direction, operational leadership and disciplined governance across small, medium, and large correctional centres. I excel in managing multidisciplinary teams, maintaining high standards of case management and embedding robust security frameworks. Committed to accountability, stakeholder engagement, and delivering results, I am confident in my ability to fulfil the responsibilities of Governor and to continue building organisational capability, operational resilience and public value

Act with Integrity: I consistently exemplify ethical leadership, transparency, and accountability across all custodial operations. While serving as Manager of Security at South Coast Correctional Centre, I identified inconsistencies in incident reporting that posed risks to compliance and undermined stakeholder confidence. In response, I initiated a comprehensive governance review, introduced a revised audit and assurance framework, and mandated enhanced staff training in reporting protocols. This initiative not only improved procedural compliance but also reinforced a culture of accountability. As a direct result, audit outcomes improved significantly, and external stakeholders commended the strengthened reporting standards as a benchmark of good practice.

In my capacity as Manager of Security at Goulburn Correctional Centre, I observed operational vulnerabilities in intelligencesharing processes between custodial and security staff. Recognising the potential impact on institutional safety and transparency, I established a structured intelligence governance model that introduced clear reporting hierarchies, routine cross-disciplinary briefings, and accountability checkpoints. This reform fostered integrity in decision-making, reduced operational blind spots, and strengthened trust between staff and executive management. Additionally, during my tenure as Manager of Security at South Coast Correctional Centre, I addressed emerging risks related to contraband control. Concerns were raised about the lack of uniformity in staff searches and perimeter patrol procedures. I led the development of a compliance-driven Contraband Prevention Framework that aligned with departmental standards, introduced randomised audit schedules, and ensured transparent reporting of breaches. This initiative not only curbed contraband incidents but also reinforced ethical practices and strengthened the perception of integrity among both staff and external oversight bodies.

Manage Self: Resilience, adaptability, and disciplined self-management have underpinned my leadership practice across complex correctional environments. I recognise that my personal conduct and ability to regulate responses influence team morale, organisational stability, and operational outcomes. At Long Bay Correctional Complex, I was tasked with leading a highly sensitive staffing restructure during a period of industrial unrest. The situation presented a challenge, maintaining operational continuity while safeguarding staff wellbeing and morale. I employed reflective practice, actively sought counsel from senior mentors, and deliberately modelled transparency and composure in my communications. By demonstrating consistency in my behaviour and decisiveness in my actions, I fostered trust and mitigated uncertainty. This ensured performance levels were sustained, absenteeism remained minimal, and service delivery benchmarks were preserved despite the turbulence. The outcome reinforced my reputation as a dependable leader capable of guiding teams through volatility.

Similarly, while serving as Manager of Security at South Coast Correctional Centre, I encountered heightened external scrutiny following a high-profile incident. The environment required immense personal discipline to manage competing priorities, intense media interest, and stakeholder expectations without compromising staff focus or operational control. I implemented structured daily routines to manage my workload, prioritised evidence-based decision-making and compartmentalised external pressures to shield frontline staff from unnecessary stress.  0477 666 777

By demonstrating resilience under pressure and maintaining professional balance, I safeguarded both operational integrity and the psychological safety of my team. These efforts were later acknowledged by senior executives as critical to the stability of the centre during a demanding period. Through these experiences, I have demonstrated that effective self-management is not merely about maintaining personal resilience, but about setting the behavioural standard for others, sustaining performance in adverse conditions, and leading by example to ensure continuity, trust, and organisational strength.

Communicate Effectively: Clear, persuasive, and audience-focused communication has been a cornerstone of my leadership, enabling alignment, risk mitigation, and collaborative progress across correctional environments. As both a strategic and authentic communicator, I adapt my style to diverse audiences ranging from frontline staff and senior executives to external agencies, unions, and members of the public. Whether negotiating sensitive reforms, delivering operational briefings, or managing complex incidents, I ensure messaging is precise, transparent, and anchored in both organisational priorities and human connection. My ability to inspire confidence, cultivate trust and encourage dialogue allows me to unite multidisciplinary teams in pursuit of shared objectives within highly regulated, high-risk contexts. In my role as Manager of Security at South Coast Correctional Centre, I was tasked with introducing a new behavioural management strategy designed to improve safety and rehabilitation outcomes. Acknowledging staff apprehension and potential union resistance, I initiated structured consultation forums, adapted my communication to suit varying stakeholder groups, and developed briefing papers to ensure consistent messaging. By clearly articulating the operational imperatives and long-term benefits, I secured stakeholder buy-in and reduced resistance. As a result, the strategy was implemented seamlessly, frontline staff reported improved clarity of expectations, and behavioural incidents within the facility declined.

Similarly at Long Bay Correctional Complex, I faced the challenge of managing heightened public and media interest during a critical incident. To maintain operational control and stakeholder confidence, I provided daily structured briefings to senior management, drafted carefully considered public statements, and held regular face-to-face updates with staff. By balancing transparency with discretion and tailoring messaging to each audience, I ensured that staff felt informed and supported, executives were reassured of risk management, and external scrutiny was appropriately managed. The professional handling of communications not only protected the reputation of the facility but also strengthened internal trust and cohesion during a volatile period. These experiences demonstrate my ability to harness communication as both a leadership and operational tool, clarifying expectations, managing risk, and inspiring confidence even in the most complex and high-pressure environments.

Work Collaboratively: I prioritise collaboration across multidisciplinary teams and external agencies to strengthen outcomes and ensure safe, effective custodial operations. In my role as Manager of Security at South Coast Correctional Centre, I was tasked with enhancing security intelligence sharing to address emerging risks involving organised offender groups. I convened regular multi-agency forums with Justice Health, Community Corrections, and local law enforcement, ensuring all parties contributed intelligence and operational perspectives. By fostering open communication, aligning shared objectives, and promoting joint accountability, we were able to pre-emptively identify high-risk behaviours and implement coordinated interventions. This collaborative model significantly reduced incidents of contraband introduction and was later adopted as a best practice framework across other correctional centres in the region. A further example of my collaborative approach occurred when implementing revised emergency management procedures. Recognising the critical role of multiple units and external partners in ensuring preparedness, I coordinated joint exercises involving custodial staff, emergency services, and medical teams. By facilitating scenario-based training, encouraging feedback from all stakeholders, and refining procedures based on shared learnings, I embedded a culture of collective responsibility. These collaborations enhanced operational readiness, strengthened stakeholder confidence, and ensured the centre was well-positioned to respond to crises effectively.

Influence and Negotiate: I bring advanced negotiation skills to achieve consensus in sensitive and complex contexts. As Manager of Security at South Coast Correctional Centre, I was tasked with implementing enhanced security protocols that initially raised staff concerns about workload and operational impact. I engaged directly with union representatives, frontline staff, and executive stakeholders, presenting transparent evidence of the reforms’ necessity while also seeking input on operational refinements. By balancing firmness with empathy and demonstrating a willingness to adapt implementation timelines, I secured broad workforce agreement and avoided potential disruption. This process reinforced a culture of trust and cooperation while ensuring organisational objectives were delivered without compromise to safety or compliance. In my role as Manager of Security at South Coast Correctional Centre, I was responsible for coordinating responses to critical security incidents that required balancing operational integrity with staff welfare. During one high-risk incident, tensions escalated around proposed containment measures. I engaged directly with senior officers, staff delegates and external emergency responders, carefully negotiating a unified strategy that addressed both safety concerns and operational imperatives. Through clear communication, active listening, and principled compromise, I achieved consensus that enabled a safe, orderly resolution. The incident was managed without escalation or injury, and post-event reviews commended the collaborative approach that safeguarded staff, inmates and the wider community.

Deliver Results: My leadership is defined by an unwavering commitment to achieving measurable and sustainable outcomes that strengthen operational performance. At South Coast Correctional Centre, I was tasked with reducing incidents of violence and staff assault in a high-risk environment. I initiated a comprehensive strategy that combined intelligence-led monitoring, targeted early intervention protocols, and proactive staff training on de-escalation and situational awareness. I also embedded stronger reporting mechanisms to identify behavioural triggers earlier. Within twelve months, the centre recorded a marked reduction in violent incidents, and staff surveys reflected improved confidence in safety practices. The strategy was subsequently adopted across the region as a model of effective violence reduction, underscoring my capacity to deliver complex change with enduring results. As Manager of Security, I also oversaw the introduction of a centre-wide security risk assessment framework designed to improve audit compliance and incident preparedness. Recognising gaps in existing systems, I spearheaded a program that aligned daily security practices with both legislative requirements and broader organisational performance standards. Through meticulous implementation, staff engagement, and consistent performance tracking, audit compliance scores increased significantly, and incident response times improved. This initiative not only strengthened resilience but also positioned the centre as a benchmark for operational governance within Corrective Services NSW.

Finance: I have extensive experience in fiscal governance, cost optimisation, and the responsible management of public funds. As Manager of Security at South Coast Correctional Centre, I was accountable for the oversight of significant operational budgets directly tied to safety and compliance outcomes. Recognising inefficiencies in expenditure, I introduced enhanced budget monitoring tools and improved transparency across reporting processes. I also strategically reallocated resources to strengthen frontline staffing and critical security infrastructure. These measures delivered measurable cost efficiencies while safeguarding service quality and ensuring compliance with financial governance standards. In addition, I played a key role in resource optimisation during a statewide staffing realignment. By conducting a comprehensive analysis of rostering patterns, overtime usage, and resource deployment, I identified areas for consolidation without compromising service delivery. Through careful negotiation with stakeholders and disciplined fiscal oversight, I was able to reduce avoidable overtime expenditure while maintaining operational stability. This reinforced my ability to balance financial prudence with frontline service imperatives, ensuring that taxpayer resources were managed with accountability and foresight.

Manage and Develop People: I have consistently invested in building workforce capability and strengthening succession pathways. In my role as Manager of Security, I have provided clear leadership and direction across all three areas of the Metropolitan Special Programs Centre, as well as previously performing the duties of Deputy Governor Special Purpose Centre. These roles afforded me valuable insights into the holistic management of the centre and the importance of aligning staff capability with organisational objectives. I have worked effectively with all disciplines of staff and built constructive relationships with both the POVB and COVB unions. By maintaining a solution-focused and transparent approach, I ensure that emerging issues are addressed in a timely manner, with all stakeholders kept fully informed. This has fostered trust and reinforced a culture of accountability. An example of this was when I identified performance gaps in incident response procedures that were impacting both staff confidence and operational consistency. I led targeted capability-building initiatives, including scenariobased training and cross-shift knowledge sharing, which improved staff preparedness. Within months, response times and decision-making improved, reflected in a measurable reduction in operational breaches and escalations. This demonstrated my ability to strengthen staff capability, develop resilience, and embed best practice across multidisciplinary teams.

Inspire Direction and Purpose: I provide vision, clarity, and inspiration to motivate teams towards organisational goals. During the expansion project at a regional correctional centre, I articulated the strategic rationale for change and gave staff a clear line of sight to CSNSW’s long-term objectives. By framing challenges as opportunities for growth and public value, I instilled a sense of purpose. Staff engagement improved markedly, and the project was delivered on schedule with minimal disruption. In my role as Manager of Security at the Metropolitan Special Programs Centre, I consistently reinforce the importance of collective accountability and the broader mission of custodial services. For example, when implementing enhanced intelligencegathering protocols, I made it a priority to explain how these changes not only improved safety within the centre but also contributed to safer community outcomes. By connecting daily tasks to the larger vision, I fostered alignment across staff groups, improved compliance with the new protocols, and strengthened morale. This demonstrated my ability to inspire direction and purpose while guiding staff through complex operational change.

Additionally, during the state-wide rollout of Body Worn Cameras, I recognised that frontline officers would only embrace the initiative if they understood its broader significance. Rather than presenting the reform as purely technological, I framed it as a vital tool to strengthen transparency, protect staff from unfounded allegations, and enhance community trust in correctional services. By reinforcing the program’s role in safeguarding both staff welfare and institutional integrity, I inspired ownership and pride in its adoption. The result was not only successful implementation but also a cultural shift, with officers themselves championing the initiative as a mark of professional accountability and public value.

Manage Reform and Change: I am adept at delivering systemic reform with lasting organisational benefit. In my current role as Manager of Security within the Security and Custody Project Management Office, I led the state-wide roll-out of Body Worn Cameras to frontline correctional officers. This initiative required navigating workforce scepticism and addressing concerns about privacy and workload implications. I developed tailored training modules, facilitated open forums to ensure transparency, and provided ongoing support during implementation. The reform not only enhanced operational oversight and incident management capability but also improved staff confidence and accountability, representing one of CSNSW’s most significant cultural and operational shifts in recent years.

Moreover, I recommissioned Emu Plains Correctional Centre, a project requiring complex reform of infrastructure, processes, and workforce systems to restore full operational capacity. By coordinating multidisciplinary teams, enforcing rigorous compliance frameworks and aligning deliverables with CSNSW’s strategic benchmarks, I successfully delivered the recommissioning on time and within scope. This reform safeguarded security standards, strengthened operational resilience, and demonstrated my ability to lead systemic organisational change while ensuring minimal disruption to service delivery. In addition, I oversaw the temporary closure of Oberon, Emu Plains, and Dawn De Loas Correctional Centres, a reform initiative that required seamless continuity of operations and careful management of both staff redeployment and inmate transfers. Through proactive stakeholder engagement, rigorous planning, and transparent communication, I ensured compliance with departmental and legislative standards while maintaining community confidence. The success of this initiative highlighted my ability to manage highly sensitive organisational transitions while preserving security, stability, and trust.

Find attached my résumé, which outlines my professional achievements and career trajectory, together with referees who can attest to my strengths and capabilities. I would greatly value the opportunity to further discuss how my leadership acumen, reform expertise, and strategic foresight can advance the long-term success of CSNSW. Please do not hesitate to contact me by phone or email should you require any additional information or wish to arrange a discussion.

Yours sincerely,

Gregory Swanson Manager of Security Security & Custody Project Management Office

Anthony Grey

Davidson Recruitment

Level 3/500 Collins Street

MELBOURNE VIC 3000

Dear Anthony,

Re: Executive General Manager Property Group |

Reference: JN -022025-39557

I am applying for the Executive General Manager Property Group role at VicTrack, bringing over two decades of executive leadership in strategic property development, large-scale infrastructure investment, and asset commercialisation across Australia, South-East Asia, and Europe. My career has been defined by leading major transport-oriented developments, optimising government land assets and delivering strategic infrastructure initiatives that drive sustainable economic outcomes and long-term public value. With deep expertise in government partnerships, complex regulatory navigation and revenue-generating asset management, I am eager to contribute my leadership to VicTrack’s mission of enhancing Victoria’s transport infrastructure and property portfolio.

At Salta Properties, I led the Dandenong South Intermodal Terminal ($370M investment), a transformational transport and logistics infrastructure project that required securing private sector investment and government approvals to integrate with Victoria’s freight network. This project was critical in addressing growing freight congestion and improving transport efficiencies across the state. I successfully negotiated a landmark commercial agreement with a capital partner for the construction and operation of the terminal, ensuring alignment with state-wide freight efficiency goals. Through extensive engagement with regulatory bodies, transport operators, and government stakeholders, I shaped the land-use strategy and operational framework, ensuring that it was not only commercially viable but also delivered public benefits, such as reduced congestion, lower emissions, and increased rail freight capacity. As a result, the project significantly improved Victoria’s supply chain resilience and positioned Salta as a leader in freight infrastructure development.

As a leader in infrastructure development and government partnerships, I played a pivotal role in securing $28M in Federal and Victorian Government funding for the Port Rail Shuttle Network (PRSN), a major initiative aimed at reducing truck congestion on arterial roads by shifting freight movement from road to rail. To achieve this, I developed and presented a compelling business case to Government, demonstrating how the strategic rail integration would unlock economic efficiencies, provide environmental benefits, and improve transport network reliability. I worked closely with government agencies, planning authorities, and key industry stakeholders to ensure that the project aligned with Victoria’s long-term transport planning frameworks. The funding secured allowed for the construction of an 862-metre rail spur, linking the Dandenong South freight hub with the Port of Melbourne, which will enhance freight transport across the state. This project not only improve the efficiency of freight logistics but also strengthen Victoria’s role as a national leader in intermodal transport innovation.

Successfully engaging with government agencies, private investors, and commercial developers has been a core aspect of my leadership. At Austrak, I led high-level negotiations to secure $16.5M in government funding to integrate Somerton Business Park with the Melbourne rail network, ensuring it became a key logistics hub. Managing relationships with the Victorian Government, Port of Melbourne, and freight operators, I worked extensively to secure planning approvals, align zoning compliance, and negotiate complex commercial agreements that maximised both public benefits and private sector investment returns. This initiative ultimately strengthens Victoria’s freight infrastructure, reducing road dependency, increasing rail efficiency, and driving long-term economic growth. The success of this project underscored my ability to navigate the complexities of public-private partnerships, manage competing stakeholder interests and deliver outcomes that balance commercial viability with government policy objectives.

Ensuring regulatory compliance and governance has been central to my leadership roles. At Salta Properties, I managed multiple large-scale developments that required intricate zoning approvals, environmental impact assessments and adherence to planning regulations. Given the high-profile nature of these projects, I was responsible for working closely with state government agencies, environmental regulators, and legal teams to ensure all developments adhered to legislative requirements while remaining commercially viable. I also provided strategic advisory input to government bodies on property commercialisation strategies, ensuring all developments aligned with long-term transport and infrastructure objectives.

Leading high-performing teams has been an integral part of my success in managing large-scale infrastructure and property development projects, where fostering strong leadership, collaboration and innovation has been key to achieving strategic outcomes and operational excellence. My ability to motivate, develop, and align multidisciplinary teams towards a shared vision has enabled me to consistently deliver complex projects efficiently, on budget, and ahead of schedule, while ensuring compliance with regulatory frameworks and commercial best practices.

As Director of Logistics & Strategic Projects at Salta, I led a team of 70 professionals across development, asset management, and project execution, overseeing a portfolio of high-value infrastructure investments and commercial developments. Recognising the need for greater operational efficiency and revenue diversification, I spearheaded a division-wide transformation, establishing the Logistics & Strategic Projects unit as a standalone, revenue-generating business entity. This required restructuring internal processes, refining performance management frameworks, and implementing clear accountability measures to optimise productivity, reduce inefficiencies, and enhance financial performance.

To support this transformation, I introduced performance-driven metrics, enabling real-time data analysis and decisionmaking to enhance the profitability and sustainability of each project. I also implemented streamlined project management methodologies, which improved workflow efficiency, risk mitigation, and stakeholder coordination, allowing projects to be delivered ahead of schedule while maintaining exceptional quality standards. Recognising that strong leadership is fundamental to long-term success, I prioritised leadership development initiatives, ensuring that team members were provided with mentorship, professional growth opportunities, and the tools needed to excel in high-pressure environments.

Under my leadership, the Logistics & Strategic Projects division not only exceeded financial targets but also successfully delivered some of Victoria’s most complex infrastructure projects with precision and commercial viability. By fostering a culture of innovation, accountability, and high performance, I ensured that the division remained adaptive, resilient and positioned for sustained growth in an increasingly complex and competitive infrastructure landscape. My approach to leadership focused on empowering teams, driving continuous improvement, and aligning people with strategic objectives, has consistently translated into measurable results, ensuring the success of major property and transport infrastructure projects across Victoria and beyond.

Victoria’s transport infrastructure must remain future-focused and innovation-driven, requiring the integration of emerging technologies and data-driven decision-making. At Salta, I led the adoption of digital twin technology, providing real-time asset monitoring and predictive infrastructure planning. Working in collaboration with technology providers, asset managers, and transport engineers, I ensured that infrastructure investments were guided by data analytics, operational efficiencies, and long-term sustainability considerations. This approach not only optimised asset performance and reduced operational costs but also enhanced transport network planning and lifecycle asset management, ensuring Victoria’s transport infrastructure remains sustainable, efficient and adaptable to future economic demands.

I am eager to bring my strategic leadership, commercial expertise, and infrastructure development acumen to VicTrack, ensuring its diverse property portfolio is leveraged to drive long-term economic growth, enhance transport efficiencies and deliver sustainable community outcomes. With a proven track record in transforming underutilised public assets into high-performing commercial developments, I am committed to maximising the value of VicTrack’s landholdings while ensuring that all projects align with government policy, transport infrastructure priorities, and broader economic imperatives. My ability to develop and execute high-impact asset strategies, negotiate complex multi-stakeholder agreements, and deliver large-scale infrastructure projects positions me to contribute meaningfully to VicTrack’s long-term vision of sustainable urban development and transport innovation.

I understand and respect the mission and values of VicTrack, recognising its critical role in preserving and enhancing Victoria’s transport assets while driving commercial opportunities that benefit the broader community. I am particularly passionate about integrating strategic land use with Victoria’s evolving transport ecosystem, ensuring that public assets not only generate strong commercial returns but also support critical infrastructure, housing, and economic revitalisation efforts. Through collaborative leadership, regulatory expertise, and a solutions-driven approach, I am confident in my ability to position VicTrack’s property division as a key driver of Victoria’s future infrastructure landscape.

Find attached my résumé for your consideration. I welcome the opportunity to discuss my experience and vision for this role in greater detail at your convenience. I look forward to the possibility of contributing to VicTrack’s strategic growth and delivering transformative outcomes for Victoria’s transport and property sectors.

Kind regards,

Michael Teal

ASSISTANT DIRECTOR

Chief Minister, Treasury and Economic Development Directorate (CMTEDD)

Possessing over a decade of distinguished experience spanning international diplomacy, public administration and higher education governance, I bring a proven record of excellence in strategic policy formulation, stakeholder engagement and institutional leadership. My professional trajectory has been characterised by an ability to interpret complex policy environments, synthesise multifaceted information and deliver authoritative advice that advances whole-of-government priorities. Across senior appointments with the Ministry of Foreign Affairs in Singapore, the Australian National University (ANU) and Communities at Work, I have developed deep expertise in governance, compliance, program design and the delivery of evidence-based policy outcomes within highly regulated and politically sensitive contexts. Guided by a commitment to integrity, collaboration and results-driven leadership, I am now seeking to apply this strategic insight, analytical precision and governance capability within the Chief Minister, Treasury and Economic Development Directorate to contribute to the ACT Government’s vision for cohesive, inclusive and sustainable development.

As an accomplished policy professional, I have consistently demonstrated the ability to synthesise complex information, evaluate competing priorities and produce high-quality, evidence-based advice that informs decision-making at both the executive and ministerial level. At the Australian National University (ANU), I exercised strategic oversight of governance and compliance relating to international research and education partnerships under the Foreign Arrangements Scheme, Privacy Act and ESOS Act, ensuring that all engagements adhered to legislative requirements while advancing the University’s broader institutional and diplomatic objectives. This role demanded acute policy interpretation, stakeholder consultation and the capacity to balance regulatory precision with operational pragmatism. I authored analytical reports, executive memoranda and strategic briefing papers that directly influenced high-level decisions on partnership risk, international engagement and institutional compliance assurance. By designing and implementing automated workflow tools and modernised governance processes, I successfully reduced approval timeframes from two months to one week, significantly improving efficiency, transparency and organisational accountability. This initiative exemplified my ability to interpret intricate legislative frameworks, translate them into actionable governance mechanisms, and deliver measurable institutional outcomes that strengthen policy coherence, procedural integrity and strategic alignment.

My diplomatic tenure further strengthened my capacity to operate with composure and precision within high-stakes, politically nuanced and rapidly evolving environments. As First Secretary (Political) at the Singapore High Commission in Canberra, I undertook extensive political, legislative and economic analysis to inform Singapore’s bilateral engagement strategy and foreign policy positioning. I produced comprehensive ministerial submissions, policy briefs and analytical papers that guided strategic responses to shifting geopolitical landscapes and complex intergovernmental negotiations. This work required sound judgement, intellectual agility and the ability to distil intricate political developments into coherent, actionable advice for senior policymakers. I also coordinated and delivered multiple high-level missions, most notably the Singapore Prime Minister’s visit to the G20 Summit in Brisbane, overseeing all aspects of policy coordination, stakeholder management and diplomatic protocol to ensure seamless execution and policy alignment. These experiences deepened my understanding of intergovernmental coordination, legislative processes and the strategic interplay between domestic policy priorities and international relations. They also honed my ability to navigate competing stakeholder imperatives under pressure while maintaining policy integrity, strategic foresight and diplomatic tact.

In my leadership capacity as Assistant Director of the Diplomatic Academy, I exercised strategic oversight of the design, development and implementation of national workforce capability frameworks that elevated professional standards and strengthened leadership preparedness across Singapore’s diplomatic corps. I led a multidisciplinary team with clarity of vision and purpose, conducting structured performance reviews, implementing targeted development pathways and embedding a culture of excellence, accountability and continuous learning. The role required both strategic foresight and operational discipline, as I directed intricate policy reporting cycles, synthesised data from multiple departmental sources and ensured analytical outputs met the highest standards of rigour and relevance. I authored comprehensive policy briefs, evaluative reports and executive submissions that informed ministerial decisionmaking, guided national workforce strategy and shaped long-term institutional reform. Through this work, I advanced the Academy’s mandate as a centre of excellence in diplomatic training, governance innovation and public sector capability development.

One of my most significant achievements was the conceptualisation and delivery of the inaugural “Consular Response Team” training program, a flagship initiative designed to strengthen crisis preparedness, interdepartmental coordination and global response capability across the Ministry. This program became a benchmark for future training standards and demonstrated my capacity to lead strategically significant projects, apply evidence-based policy principles, and foster institutional resilience through governance integrity, innovation and collaborative leadership.

My governance and human capital management expertise was further developed as Senior People Coordinator at Communities at Work, where I provided authoritative advice on complex industrial relations matters and legislative compliance. I oversaw the end-to-end recruitment and employee lifecycle process and led the implementation of a new HR Information System in partnership with an external vendor. This system modernised workforce governance, improved data reliability and streamlined decision-making processes. As a key member of the Employee Consultation Committee, I contributed to the negotiation and implementation of a new Enterprise Agreement that improved transparency, fairness and organisational cohesion. Additionally, I designed executive workforce dashboards and compliance reports, equipping senior management with accurate insights to support strategic planning and workforce sustainability.

My capacity to develop, implement and coordinate complex, cross-sectoral initiatives is underpinned by a history of collaboration and foresight. As a Technical Cooperation Officer within the Ministry of Foreign Affairs, I was the departmental liaison responsible for designing and delivering Singapore’s international development assistance programs across ASEAN member countries. I coordinated policy submissions that secured funding increases for regional technical cooperation programs and represented Singapore in high-level ASEAN forums. Through this work, I strengthened cross-border partnerships and advanced Singapore’s reputation as a leader in regional capacitybuilding. Similarly, as Protocol Officer, I managed diplomatic privileges and immunities for accredited foreign missions in Singapore, interpreting international conventions and domestic legislation to ensure compliance, accountability and adherence to protocol standards.

Beyond policy formulation, I possess extensive experience in strategic program delivery, interagency coordination and governance assurance. At ANU, I collaborated with executive leaders, academic faculties and the Privacy Office to enhance compliance processes related to data handling, information sharing and Freedom of Information requests. My governance initiatives resulted in stronger institutional accountability and reduced operational risk exposure. At the Diplomatic Academy, I directed the preparation of the organisation’s Annual Report, ensuring accuracy, performance analysis and alignment with government accountability frameworks. Earlier in my career, I served as the lead liaison for Singapore’s flagship human development initiatives under the Singapore Cooperation Programme, overseeing international partnerships and reporting outcomes to ministerial stakeholders. These experiences reflect my enduring commitment to policy precision, integrity and institutional excellence.

Across every position, I have demonstrated an ability to lead teams and projects with clarity of purpose, intellectual rigour and empathy. I take pride in cultivating high-performing, motivated teams built on collaboration, respect and continuous learning. My leadership philosophy emphasises empowerment through accountability, ensuring that every team member understands strategic objectives and contributes meaningfully to their achievement. I also bring significant experience in managing change, mentoring emerging professionals and maintaining morale in dynamic policy environments. These qualities will enable me to guide teams within CMTEDD in achieving operational excellence and delivering tangible outcomes that align with government priorities.

Communication has been central to my effectiveness as a leader and policy practitioner. I have extensive experience drafting Cabinet-style submissions, ministerial briefs, analytical papers and strategic correspondence for senior executives and Ministers. My writing is characterised by precision, clarity and persuasive reasoning, ensuring complex policy issues are articulated with authority and coherence. Equally, I have represented organisations in bilateral meetings, stakeholder consultations and public forums, demonstrating diplomacy, influence and strategic negotiation skills. My ability to adapt communication to context and audience has consistently strengthened stakeholder confidence and advanced institutional objectives.

I am particularly drawn to this role because it represents a convergence of my professional strengths, policy leadership, cross-government coordination, and strategic program delivery. The opportunity to contribute to CMTEDD’s work in regional development, infrastructure, planning and intergovernmental relations aligns directly with my expertise in policy analysis, governance and stakeholder management. My ability to integrate policy intelligence, operational insight and collaborative leadership will enable me to contribute meaningfully to Cabinet processes, ministerial briefings and cross-directorate initiatives that advance the ACT Government’s strategic vision.

Throughout my career, I have upheld the values of the ACT Public Service; integrity, respect, collaboration and accountability. I am committed to evidence-based policy, transparent governance and public sector excellence. I approach leadership with humility and discipline, fostering a culture of inclusion, intellectual curiosity and continuous improvement. With my proven record of policy achievement, intergovernmental experience and institutional leadership, I am confident in my ability to contribute strategically and operationally to the Directorate’s objectives, advancing effective governance and delivering enduring outcomes for the ACT community.

In conclusion, I offer a unique blend of strategic policy insight, diplomatic experience and organisational leadership, supported by a proven record of driving evidence-based reform and governance improvement across complex institutional and intergovernmental settings. My ability to translate high-level policy intent into practical implementation, while fostering collaboration, innovation and accountability, aligns directly with the objectives of the Chief Minister, Treasury and Economic Development Directorate. I am deeply motivated to contribute to the ACT Government’s strategic vision by leading with integrity, advancing cohesive policy outcomes and ensuring that decisions are informed, transparent and in the best interests of the community.

STATEMENT

EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation | Position No: A607/2020 | DFAT

Demonstrating significant successes in high-level communications and policy advice, I am eager to contribute as an EL1 Assistant Director - Pacific Foreign & Development Policy & Implementation, having achieving outcomes in cross government and whole-of government settings. My experience undertaking complex work under limited direction can be evidenced whilst implementing the Commonwealth Scholarships Program for Young Australians, where I conducted research and analysis to build an evidence base for regional borders, based on proportion of unemployed youth in each region. I analysed occupations in demand and growth industries. Once a list was developed, I liaised with stakeholders to refine occupations and create a final list that is used today. I effectively completed this work with an APS5, managing the project and executing all tasks, maintaining the project plan, adhering to a timetable and updating my Supervisor

I am highly skilled in developing evidence-based, complex policy proposals that meet government needs, which have consistently been accepted due to clear arguments presented. Recent policy proposals include the borders for the ten regions where the program is being delivered. This research was sound and used by another team who must implement the Industry Training Hubs in the same ten regions as the scholarship program I exercised judgement in researching and determining the borders for the ten regions which the Industry Training Hubs have used the methodology to propose their regional borders for their program. Secondly, the occupations in demand for the program was also accepted, where Scholars must study a course that leads to an occupation considered in demand and these occupations had not been previously determined. I developed a research project with methodology and cross-referencing of sources to develop a list of occupations in demand, distributed the list to stakeholders for feedback prior to finalising and sent to the Project Manager for approval.

My work has entailed considerable public contact in relation to difficult or sensitive issues and liaising with internal and external stakeholders. I worked on the Compliance Framework, which was a sensitive policy change with responsibility for liaising with internal and external stakeholders representing the department. I provided training nationally to JobActive providers who would administer the framework. I developed products to support the training including online training modules, educational and interactive games and guidance materials. The purpose of this work was to communicate the new workflow for the framework, implications if the framework was not correctly implemented and followed. After the framework was implemented, analysis was undertaken to find shortfalls and inconsistencies in how providers were implementing the policy and implement actions to rectify. After six months, I developed program assurance activities to monitor and assess the framework’s ongoing management. I represented the department during the Northern Territory Emergency Response and travelled regularly representing the department. I discussed the changes with communities to discuss sensitive issues relating to employment programs and Work for the Dole and collaborated with people at Alice Springs and Darwin state offices to coordinate setting up Work for the Dole activities in all 73 identified communities.

Communicating with influence, I am adept in engaging audiences, articulating concepts and putting forward arguments to people all levels. I engage with various stakeholders to develop organisational and whole-of-government initiatives, whilst applying effective and persuasive writing skills when preparing policy documents and briefings I was tasked to write a research report, conducting analysis to determine the regional borders and the occupations in the demand for the program and communicated the purpose of the research with stakeholders to obtain their buy-in to provide insights from each region. Additionally, I liaised with staff, executives, stakeholders, the procured provider, internal teams and prepared all policy briefings, Senate Estimates briefs and Executive Communications for the program to date and managed it through the department’s parliamentary system. I also wrote the program fact sheet, program guidelines and managed the publishing process on grant connect to comply with legislative requirements, published information on each scholarship awarded, engaged with each Host Employer and published the guidelines.

Acting with integrity, I uphold the APS Values, ensuring the conduct and behaviour of all personnel aligns with these values at all times. Moreover, I value inclusion, diversity and mentor staff to reach their full potential which has been achieved by supporting flexible working arrangements such as part time work, flexible hours and supporting women as an accredited Breastfeeding Friendly Workplace. I also provide staff training in Indigenous Cultural Awareness, Disability Awareness and Mental Health First Aid in conjunction with celebrating days and events to promote diversity awareness and inclusion

11 June 2025

Jess Lewy / Simon Wybenga

The Orchard Talent Group

 RFS@orchardtalent.com.au

Dear Jess and Simon,

Re: Director Fleet & Infrastructure - NSW Rural Fire Service | Job Ref: 0000AYJT

Possessing extensive leadership experience spanning emergency management, logistics coordination, infrastructure project delivery and fleet operations, I am writing to express my strong interest in the Director Fleet & Infrastructure role with the NSW Rural Fire Service. Throughout my long-standing career with the RFS, I have led complex, state-wide programs involving firefighting appliances, facilities, procurement strategies and volunteer support initiatives that deliver measurable community safety and operational uplift. This executive opportunity aligns with my commitment to strengthening the RFS’s resilience and its capacity to serve our communities.

I hold an Advanced Diploma in Leadership and Management and a Certificate IV in Government (Investigations), supported by formal accreditations in emergency management and logistics through the NSW RFS. I have successfully completed the Leadership Capability Development Program (LCDP), and while I do not hold a formal engineering or business degree, my qualifications and proven experience in leading multimillion-dollar asset portfolios across high-risk and decentralised emergency contexts provide a strong foundation for this role. I also hold current incident management accreditations across Planning, Operations and Logistics functional areas, and have served extensively in roles supporting major incident responses, including Black Summer.

My tenure as District Manager for the Mid Coast District, along with several acting appointments including as Manager Aviation, Manager Special Operations, and Manager Remote Area Firefighting Teams has afforded me broad operational insight and a strategic leadership lens across diverse emergency management contexts. In these roles, I have exercised end-to-end responsibility for the planning, acquisition, and deployment of firefighting appliances, operational vehicles, and critical station infrastructure. A key achievement was leading the full lifecycle coordination and delivery of a new Area Command Centre and fleet maintenance facility in the Mid Coast, developed in response to post-Black Summer capacity reviews. I managed contractor engagement, production scheduling, WHS compliance, and interoperability considerations, ensuring the final infrastructure product aligned with long-term asset planning, volunteer usability, and multi-agency coordination needs.

In my capacity as Acting Manager Aviation, I was entrusted with oversight of aerial operations and the management of significant aviation support contracts, encompassing both fixed-wing and rotary-wing aircraft. I led the negotiation and governance of supplier contracts, ensuring they met stringent operational requirements, CASA aviation regulations, and RFS safety benchmarks. I also initiated improvements to contractor performance monitoring and developed audit and assurance protocols to strengthen service accountability and emergency readiness. My forwardplanning efforts, particularly in aerial resourcing and surge capacity, contributed to improved incident responsiveness and budgetary oversight. This aviation leadership experience has directly reinforced my capability to lead major contracts, supplier performance frameworks, and risk-managed procurement activities under the broader remit of the Director Fleet & Infrastructure.

I have also demonstrated strong capability in long-range production planning and multi-year forecasting. During my tenure in the Special Operations stream, I played a central role in the standardisation and enhancement of specialist fleet assets, including remote area firefighting units, transportable support trailers, and chainsaw equipment configurations. This work was critical to ensuring interoperability and operational consistency across geographically dispersed NSW RFS districts. My responsibilities included contributing to extended procurement planning cycles, conducting asset performance evaluations, and applying data-driven forecasting to anticipate future fleet demands based on incident trends, terrain profiles, and brigade capabilities. I worked closely with regional volunteers and operational end-users to gather detailed, practical feedback on vehicle design, functionality and ergonomics, ensuring that asset specifications were directly aligned with frontline operational needs. This engagement included structured consultation workshops, field testing, and post-deployment reviews, all of which informed the continuous refinement of new platform designs, such as enhanced crew protection features, improved equipment stowage configurations, and safer ingress/egress in rugged terrain. My deep appreciation for volunteer-led service delivery has consistently shaped my infrastructure and fleet strategies, ensuring accessibility for diverse crews, elevating operator safety, and delivering practical, fit-for-purpose assets capable of performing reliably in remote, high-risk, and resourceconstrained environments across New South Wales.

My logistics leadership was especially tested during the 2019-2020 Black Summer bushfire season, where I assumed a critical role in coordinating logistics for multiple Incident Management Teams over a sustained period of crisis. I led the end-to-end mobilisation and oversight of basecamps, facilitated the rapid deployment of mobile operations centres, and coordinated complex supply chains for fuel, equipment, and strike team resources across affected areas. These operations required real-time collaboration with state government agencies, private sector vendors, and emergency partners under high-stress and rapidly evolving conditions. Post-season, I was engaged in several state-level reviews and knowledge capture initiatives focused on infrastructure resilience, where I contributed to the development of scalable basecamp models that could be rapidly deployed and adapted to varied geographical and climatic conditions. These insights have since informed logistics planning frameworks across the organisation.

Leadership of multidisciplinary teams has been a defining element of my executive experience. I have overseen diverse personnel groups including district administrative staff, logistics coordinators, technical officers, and operational field crews, providing strategic direction and tailored development pathways to uplift performance and ensure alignment with NSW RFS values. During the 2021 regional realignment process, I led a complex change initiative that merged functions across two districts into a newly formed command structure. This required redefinition of roles, realignment of reporting lines, and the facilitation of targeted consultation with staff and volunteer leaders. Through transparent communication and inclusive engagement strategies, I was able to preserve morale, clarify purpose and foster renewed team cohesion amid uncertainty. I also successfully managed the remote onboarding and training of staff during the COVID-19 pandemic, adapting workflows and performance frameworks to accommodate hybrid work models while maintaining high service continuity. Across all leadership contexts, I promote a culture of accountability, psychological safety and continuous learning, mentoring emerging leaders and embedding operational excellence through clear expectations and recognition of individual contributions.

I have developed enduring and productive relationships with a wide range of external stakeholders, including infrastructure contractors, local government bodies, and regulatory authorities such as SafeWork NSW and Transport for NSW. As a NSW RFS representative on multiple regional emergency management committees, I routinely engage in collaborative planning and incident readiness coordination. I have also played a central role in negotiating infrastructure co-investment partnerships and fleet-sharing agreements with councils and regional agencies, often navigating complex governance and funding models to secure mutually beneficial outcomes. My capacity to broker inter-agency solutions and advocate for operational priorities has resulted in improved access to critical resources, reduced duplication of effort, and accelerated delivery of infrastructure in high-need communities such as the successful delivery of a multi-agency shared-use facility in Taree to support cross-jurisdictional emergency response.

Underpinning my operational delivery is strong commercial acumen and a disciplined strategic mindset. I have led rigorous tender evaluation processes for fleet and equipment procurement, ensuring compliance with procurement policies while optimising whole-of-life value. In one instance, I chaired a cross-functional evaluation panel for the procurement of mid-weight Category 1 appliances, applying cost-benefit modelling, maintenance lifecycle projections, and user-centred design principles. The final selection not only delivered measurable cost savings but also improved interoperability across districts through platform standardisation. I consistently apply project management methodologies across infrastructure programs to balance fiscal accountability, WHS compliance, and volunteercentric design, ensuring outcomes that are both operationally sound and community-focused.

In collaboration with RFS Engineering and regional leadership, I also played a key role in developing a district-wide asset replacement plan that aligned local infrastructure needs with the state’s Strategic Asset Management Framework. This initiative involved conducting facility condition audits across 35 brigade stations and identifying critical infrastructure gaps impacting volunteer accessibility, vehicle housing, and operational readiness. I led stakeholder consultations to prioritise investments, balancing community risk profiles, brigade activity levels, and asset lifecycle data. The result was a multi-year capital works pipeline that directly informed budget submissions and ensured alignment with Treasury reporting standards. This work not only strengthened infrastructure resilience but also provided brigades with greater visibility over upcoming improvements, enhancing volunteer retention and operational confidence.

I offer a compelling and well-rounded portfolio of operational leadership, infrastructure strategy, fleet lifecycle management and cross-sector stakeholder engagement. My career has been defined by a commitment to enhancing community safety, operational efficiency and asset resilience through disciplined planning, adaptive logistics, and the integration of fit-for-purpose infrastructure solutions. I thrive in high-pressure, values-driven environments where strategic foresight and collaborative execution are essential.

Please find attached my résumé for your review and consideration. I would welcome the opportunity to attend an interview, where I would be pleased to discuss in greater detail how my experience, leadership approach and strategic capabilities align with the requirements of the Director Fleet & Infrastructure position. I am confident that my extensive operational background, commitment to public safety, and passion for supporting volunteer-based emergency services would enable me to make a valuable and enduring contribution to the NSW Rural Fire Service Executive

Yours sincerely, Kam Baker

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