Executive Resumes [EXAMPLES]

EXECUTIVE RÉSUMÉS

EXAMPLES OF WORK

JA MES MADDISON

linkedin.com/in/james-maddison

0433 333 333  james.maddison@bhp.com

Perth, Western Australia

Having delivered outstanding outcomes across a spectrum of senior leadership roles at BHP including Manager Planning Technical & Environment, Manager Engineering - Iron Ore, Acting General Manager Engineering, Acting General Manager Infrastructure & Services, Mining Manager, Transition Manager and Superintendent, I bring an exceptional blend of technical depth, strategic foresight and enterprise leadership. Possessing expertise spanning capital portfolio delivery, engineering governance, risk-informed decision-making and organisational transformation, I am now poised to contribute at the executive level as General Manager Engineering. My track record includes end-to-end stewardship of portfolios exceeding $500 million, integration of global technical standards, and the orchestration of high-performing, multidisciplinary teams to deliver safe productivity across complex project environments. I have influenced and implemented corporate strategy, led change initiatives and consistently aligned engineering solutions with asset-level and enterprise objectives. As an influential and trusted negotiator in Traditional Owner agreement-making together with key contributins as a recognised advocate for inclusive leadership, I offer integrity, adaptability and a proven ability to navigate stakeholder complexity with diplomacy and commercial acumen. My leadership is underpinned by an uncompromising commitment to safety, operational discipline and cultural excellence. I am driven to contribute to BHP’s strategic vision by championing 100% safety, 100% customer value and 0% waste, while embedding engineering excellence, governance, and innovation across the WAIO portfolio.

QUALIFICATIONS

2020 Master of Business Administration (Mini MBA)

2013 Double Diploma of Management & Surface Operations Management

2003 Trade Engineering Certificate - Marine Engineering

PROFESSIONAL DEVELOPMENT

2025 Advanced Negotiating and Influencing

2019 Senior Site Executive

2019 Establish & Maintain the Risk Management System (RIIRIS601D)

2019 Establish & Maintain the WHS Management System (RIIWHS601D)

2014 Unrestricted Quarry Manager Certifications

KEY SKILLS & COMPETENCIES

Australian Institute of Business

East Perth Institute of Technology

South Metropolitan College

ENS International

Dept of Natural Resources, Mines & Energy

Mine Safety Institute of Australia

Mine Safety Institute of Australia

Dept of Mines, Industry Regulation & Safety

 Executive Engineering Leadership: Demonstrated capability to provide strategic direction and technical oversight across complex portfolios, aligning engineering deliverables with enterprise objectives and long-range asset strategies

 Major Capital Program Governance: Proven expertise in governing high-value capital portfolios exceeding $500M, ensuring disciplined investment execution, value optimisation, and alignment with business transformation priorities.

 Technical Assurance & Compliance Stewardship: Embedding enterprise-wide engineering standards, assurance frameworks and design controls to uphold technical integrity, regulatory compliance and operational excellence.

 Lifecycle Project Integration: Adept in orchestrating full lifecycle project integration from concept through to commissioning, ensuring alignment of engineering, construction, and operational readiness to achieve optimal outcomes.

 Change Enablement & Transformation Leadership: Skilled in leading large-scale organisational change initiatives, cultivating adaptive cultures, and embedding fit-for-purpose frameworks to enable complex transformation programs.

 Critical Risk Management & Safety Leadership: Strong commitment to critical risk control and process safety with the ability to embed leading safety practices and cultivate a proactive culture of vigilance, accountability and operational integrity.

 Indigenous Partnerships & Access Strategy: Contributes to land access strategy through principled Traditional Owner engagement and agreement-making, aligned with BHP’s Reconciliation Action Plan and social performance frameworks.

 Multi-Stakeholder Influence & Engagement: Proficient in engaging and influencing internal and external stakeholders across Legal, Heritage, HSE, Environment and Projects to secure alignment, mitigate risk and accelerate program delivery.

 Organisational Capability & Talent Development: Champions technical capability uplift through structured succession planning, workforce development, and executive-level mentoring across geographically dispersed teams.

 Strategic Planning & Executive Decision Support: Expert in synthesising complex operational data, investment metrics and strategic insights to inform executive-level decision-making and long-term, future-focused engineering planning.

EMPLOYMENT HISTORY

Jan 2016 - Current BHP | www.bhp.com

Perth, Western Australia

Sep 2024 - Current Manager Planning Technical & Environment

Sep 2021 - Oct 2024

Jul 2018 - Sep 2021

Mar 2018 - Jul 2018

May 2017 - Mar 2018

Jan 2016 - May 2017

Manager, Engineering - Iron Ore, Acting General Manager Engineering & Acting General Manager Infrastructure & Services

Mining Manager

Transition Manager

Mining Superintendent Analysis & Improvement

Mining Superintendent

BHP is a leading Australian multinational resources company and the world’s largest mining organisation by market capitalisation. Headquartered in Melbourne, BHP explores and produces key commodities including iron ore, copper, coal, nickel and potash across major global operations with a strong focus on sustainability and innovation.

Manager Planning Technical & Environment - Project Management Office (Sep 2024 - Current)

Project Management Office (PMO)

RESPONSIBILITIES:

 Appointed as one of five senior representatives on BHP’s negotiating team, directly engaging with Traditional Owner groups to establish long-term land access and life-of-asset agreements within complex native title regions.

 Lead strategic, technical, and environmental planning functions within the Project Management Office (PMO) to ensure alignment of internal capabilities and resources with BHP’s commercial negotiation mandates, Indigenous engagement protocols, regulatory requirements, and long-term land access objectives.

 Provide expert guidance and planning leadership across multiple cross-functional workstreams, including land tenure, heritage compliance, cultural heritage management, environmental approvals, and regulatory interface.

 Drive integration between technical planning, stakeholder engagement, and legal frameworks to support holistic, culturally informed, and environmentally sustainable access agreements across BHP’s Iron Ore portfolio.

 Oversee the development and implementation of integrated project planning tools, dashboards, and reporting frameworks to accurately track progress, support governance processes, and inform executive-level decision-making.

 Collaborate with external consultants, government agencies, and Traditional Owner representatives to ensure planning approaches align with environmental legislation, cultural heritage obligations and infrastructure development pathways.

KEY ACHIEVEMENTS:

 Delivered high-impact technical and environmental contributions to support ongoing consultation and complex commercial negotiations with Traditional Owner groups, directly enabling timely, secure, and sustainable access to critical land and resource areas across BHP’s Iron Ore operations portfolio.

 Played a pivotal leadership role in advancing BHP’s strategic agreement-making process through robust operational planning, deep cultural capability, and principled, values-driven negotiation aligned with the organisation’s Reconciliation Action Plan, Indigenous Partnerships Strategy, and long-term social licence and engagement goals.

 Strengthened cross-functional internal collaboration across Legal, Heritage, Environment, Tenure and Project Delivery teams to ensure integrated governance, risk mitigation, and project readiness for land access approvals and execution.

Manager, Engineering - Iron Ore, Acting General Manager Engineering & Acting General Manager Infrastructure & Services (Sep 2021 - Oct 2024) Infrastructure & Services | WAIO Engineering Projects, Western Australia RESPONSIBILITIES:

 Reported to the General Manager, Engineering Projects - Mobile, Infrastructure & Services, with full accountability for major project delivery, capital investment and engineering performance across BHP’s Western Australian Iron Ore (WAIO) operations. Managed a high-value capital portfolio ranging from $250 million to $500 million annually, spanning five complex project streams: mobile fleet renewal, high-voltage power systems, water infrastructure, mine site accommodation (villages), community infrastructure, and progressive mine closure projects.

 Expanded responsibilities as Acting General Manager for Engineering and Infrastructure & Services, representing these critical functions at the executive level and contributing to strategic decision-making within the Asset Leadership Team. This included leading long-term investment planning, enterprise risk governance, technical assurance, and operational integration across multiple portfolios to ensure alignment with BHP’s strategic direction and transformation agenda.

 Led a multi-disciplinary team of 75 direct and 150 indirect reports, embedding engineering governance best practices, driving technical stewardship, and ensuring full compliance with BHP’s Global Technical Standards (GTS). Oversaw the full project lifecycle from concept design through to execution and handover, embedding rigorous risk management, stakeholder engagement, and sustainability considerations at every stage.

 Maintained a strong alignment between engineering solutions and overarching business strategy, ensuring all infrastructure investments were future-focused, value-generating and supportive of decarbonisation and operational excellence goals.

KEY ACHIEVEMENTS:

 Successfully managed one of WAIO’s largest and most complex capital investment portfolios, consistently delivering multidisciplinary projects on time and within budget despite dynamic regulatory, technical, and stakeholder-related constraints.

 Elevated engineering governance maturity by leading the implementation of enhanced assurance frameworks and robust project performance metrics aligned to BHP’s global technical standards and compliance protocols.

 Spearheaded the early integration of closure planning into core capital delivery processes, strengthening long-term asset value, environmental responsibility, and sustainable project lifecycle management.

Mining Manager (Jul 2018 - Sep 2021)

Poitrel Mine, Queensland

RESPONSIBILITIES:

 Directed the end-to-end operational management of a 6Mtpa Run-of-Mine (ROM) open-cut coking and PCI coal mine, with full accountability for performance against a $160M+ operational budget, consistently achieving low unit cost outcomes over a sustained four-year operational cycle.

 Led a multidisciplinary workforce of 450+ personnel, fostering a resilient, high-performance culture underpinned by safety, operational discipline, and continuous improvement, while advancing strategic workforce planning, capability development, and Life of Asset (LoA) initiatives aligned with enterprise-wide priorities.

 Oversaw the formulation and execution of site-wide production strategies and governance frameworks, driving optimisation across key metrics including output, quality, labour efficiency, cost control, and schedule adherence.

 Championed workforce capability uplift through targeted leadership development, succession planning and structured coaching programs, ensuring a sustainable talent pipeline and cohesive, high-performing teams.

 Developed and implemented comprehensive operational risk profiles, proactively identifying production constraints and engineering mitigation strategies to minimise exposure and maximise throughput and reliability.

 Spearheaded site innovation programs by managing the introduction of new heavy mobile equipment, enhancing fleet performance, reducing unplanned downtime, and embedding modernised operational practices.

 Held direct responsibility for preparing and delivering executive-level reporting on production forecasts, operational performance analysis, and strategic recommendations through structured documentation and leadership briefings.

 Acted as the Asset Operational Lead during the strategic divestment of the Poitrel Coal asset, representing BHP in commercial negotiations, stakeholder engagements, and transition planning with prospective acquirers.

KEY ACHIEVEMENTS:

 Developed and implemented a pioneering safety initiative underpinned by behavioural ‘Nudge Theory’ concepts, achieving a Total Recordable Injury Frequency (TRIF) of 3.6 in FY20 – the lowest across Minerals Australia.

 Appointed as Contract Owner for mining contracts exceeding $50 million and concurrently served as Backfill General Manager and Site Senior Executive (SSE), providing high-level operational leadership, strategic oversight and governance.

 Successfully led the mine’s comprehensive Safety and Health Management System (SHMS) review in the capacity of Risk Owner, delivering strengthened risk oversight and enhanced alignment with statutory compliance requirements.

 Designed and implemented a long-term Sustainable Indigenous Employment Program, increasing Indigenous workforce participation from 1.5% to 13%, recognised nationally as a model for inclusive, community-aligned employment strategies.

 Represented BHP in high-stakes, enterprise-level Enterprise Agreement (EA) negotiations, securing favourable industrial outcomes and reinforcing proactive, values-based workforce engagement and operational cohesion across operations.

Transition Manager (Mar 2018 - Jul 2018)

Poitrel Mine, Queensland

RESPONSIBILITIES:

 Led the full operational readiness transition to support the uplift of Run-of-Mine (ROM) feed capacity from 5.0Mt to 6.0Mt, ensuring a seamless and sustainable shift from project execution phase into stable steady-state operations.

 Oversaw comprehensive end-to-end transition planning, including definition and execution of project scope, detailed budget controls, resource allocation, risk mitigation strategies, and strategic stakeholder engagement activities.

 Directed the coordination of functional departments across production, maintenance, engineering, and HSE, ensuring infrastructure readiness, workforce capability, and systems alignment with elevated production output targets.

 Provided critical support to executive-level strategic decision-making by delivering forward-focused strategic business plans and resource modelling frameworks for Capital Expenditure (CapEx) and Operational Expenditure (OpEx) initiatives.

 Facilitated cross-functional integration and cultural alignment initiatives to ensure the workforce was adequately equipped, highly engaged, and fully prepared to adopt new operating models, systems, and procedures.

KEY ACHIEVEMENTS:

 Successfully negotiated and secured a large-scale Enterprise Agreement (EA) Workforce Plan that enabled transformational structural change while preserving workforce cohesion and sustained performance engagement.

 Designed and executed the site’s comprehensive Operational Readiness Strategy, resulting in a sustainable 26% uplift in mine output, underpinned by strategic infrastructure enhancements and targeted workforce reconfiguration.

 Led the development and approval of CapEx and OpEx business planning submissions, ensuring long-term operational continuity, financial accountability and the implementation of standardised performance management protocols.

Mining Superintendent Analysis & Improvement (May 2017 - Mar 2018)

Poitrel Mine, Queensland

RESPONSIBILITIES:

 Held overarching responsibility for the operational and administrative performance of onsite activities, working closely with senior leadership to embed a culture of excellence, operational discipline, and continuous improvement.

 Managed the daily operations of a workforce exceeding 350 personnel, ensuring all activities were executed in full alignment with corporate safety, environmental, cost-efficiency, and operational excellence targets.

 Led site-wide compliance monitoring and comprehensive environmental risk assessment initiatives to uphold regulatory standards and sustain a safe, responsible, and environmentally conscious industrial working environment.

 Conducted detailed production and performance analysis to identify operational deviations from cost, volume and productivity benchmarks, enabling timely interventions and informed long-term planning improvements.

 Served as a key operational interface between site teams and corporate planning, delivering data-driven insights and strategic recommendations on performance optimisation and continuous improvement opportunities.

KEY ACHIEVEMENTS:

 Led a comprehensive strategic review of the Continuous Improvement Team, redefining design principles and establishing clear roles, responsibilities, and stakeholder engagement protocols across supplier and customer interfaces.

 Developed and applied advanced value driver tree analytics to improve performance trend identification, enable accurate value quantification, and enhance the accuracy of operational reporting and business planning.

 Established structured governance frameworks to drive clear accountability and ensure measurable benefit realisation from continuous improvement projects, embedding performance tracking across all implementation phases.

 Provided critical input into the mine’s five-year budgeting and strategic resource forecasting (SRF) processes, including the validation of operational assumptions and development of planning frameworks for Week 0 and 24-hour production plans.

 Played a key role in delivering measurable operational performance improvements through the implementation of targeted process enhancement initiatives across the entire production lifecycle.

Mining Superintendent (Jan 2016 - May 2017) Poitrel Mine, Queensland

RESPONSIBILITIES:

 Held comprehensive accountability for the safe, efficient, and legislatively compliant execution of all daily mining activities, including drilling, blasting, load-and-haul operations, and optimal utilisation of mobile plant and equipment.

 Directed a large-scale workforce of over 350 personnel, managing end-to-end operational performance, contractor interface, and frontline leadership to ensure consistent delivery against production, safety, and quality targets.

 Collaborated with cross-functional leaders across engineering, processing, HSE, and planning to maintain operational continuity, quality assurance, and full alignment with mine plans, budgetary frameworks, and regulatory obligations.

 Proactively governed site compliance with environmental, health & safety and operational legislation, leading the identification, assessment, and mitigation of risks through robust control frameworks and safety management systems.

 Executed detailed production forecasting, operational data analysis, and performance reporting to inform strategic planning, drive process optimisation, and consistently meet or exceed cost and volume performance benchmarks.

KEY ACHIEVEMENTS:

 Delivered improvements in workforce performance, safety culture and production reliability by fostering stronger leadership engagement and implementing structured, two-way communication protocols across operational teams.

 Oversaw the execution of site-wide compliance assurance frameworks, driving measurable enhancements in audit outcomes, regulatory adherence, and the effectiveness of critical control verifications.

 Introduced and embedded advanced production monitoring systems, enhancing data accuracy and enabling improved shift planning, ROM delivery forecasting, schedule compliance, and the reduction of operational delays.

 Played an instrumental role in shaping long-term strategic mine planning, providing critical operational insights to inform five-year budget forecasts, Strategic Resource Forecasts (SRF) and the development of integrated tactical planning models, including Week 0 and 24-hour execution frameworks.

Sep 2007 - Dec 2015 FORTESCUE METALS GROUP | www.fortescue.com

Iron ore Mines, Western Australia

2014 - 2016 Quarry Manager and Contracts Manager

2013 - 2014 Mining Manager and Quarry Manager

2009 - 2014

Mining, Production, Ore Processing and Run-of-Mine Superintendent & Quarry Manager

2007 - 2009 Mining Supervisor

Fortescue is an Australian-headquartered global leader in technology, energy, and metals, renowned for its bold vision to revolutionise the resources sector through innovation and sustainability. Established in 2003, Fortescue has rapidly evolved into one of the world’s largest producers of iron ore, operating extensive mining and infrastructure assets across the Pilbara.

Quarry Manager and Contracts Manager

RESPONSIBILITIES:

 Held statutory responsibility as an Unrestricted Quarry Manager, overseeing all site compliance obligations under the HSEC framework and Western Australia’s Mine Safety and Inspection Act, ensuring regulatory integrity across operations.

 Managed a multi-million-dollar, high-capacity load-and-haul services contract, ensuring stringent cost governance, elevated contractor safety performance, and optimised operational efficiency across multiple remote mining locations.

KEY ACHIEVEMENTS:

 Orchestrated the full-scale operational and contractual transition from a contractor-led mining model to a self-perform Owner Operator structure, driving long-term cost reductions, cultural alignment, workforce integration and sustainability.

 Strengthened compliance and enterprise risk governance frameworks through the design and implementation of comprehensive site-wide audit protocols, regulatory inspections, and performance-based reporting procedures.

PROFESSIONAL REFEREES

Sonia Winter General Manager

Kate Holling General Manager

ANT HONY ROGERS

linkedin.com/in/ tony - rogers - 42 aa9 9 2b/

An accomplished data specialist with a distinguished career in advanced analytics, automation and strategic reporting, including my current role as a Business Analyst at Transport for NSW (TfNSW) since 2023, I am poised to elevate operational excellence as a Data Solutions Analyst at TfNSW. Possessing an advanced proficiency in ERP systems, data visualisation platforms such as Power BI and complex integration frameworks, I bring a demonstrated capacity to architect innovative data solutions that enhance decision-making and optimise performance outcomes. My expertise lies in identifying systemic inefficiencies, designing robust automation pipelines and synthesising multidimensional datasets into actionable insights that drive organisational transformation. Renowned for my analytical rigour and stakeholder engagement acumen, I have consistently delivered data strategies that align with and exceed organisational objectives. A dynamic problem-solver and forward-thinking professional, I am dedicated to fostering a culture of precision, innovation and operational synergy to advance Transport for NSW’s vision of reshaping mobility and customer experiences across NSW.

QUALIFICATIONS & TRAINING

2014 - 2015

GRADUATE DIPLOMA IN ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS

Victoria University, Melbourne HIGHLIGHTS:

 Successfully completed all certifications in ERP and implementation, including SAP certification.

 Achieved High Distinctions in Computerised Accounting in ERP Systems; Business Process Engineering; Resource Planning Systems Implementation; Business Analytics; Mobile Computing Application Programming.

2001 - 2003 MICROSOFT CERTIFIED APPLICATION SPECIALIST

Microsoft HIGHLIGHTS:

 Earned certifications in advanced Microsoft Office applications, including Microsoft Office Access Expert; Microsoft Office Excel Expert; Microsoft Access Expert and Microsoft Excel Expert

KEY SKILLS & COMPETENCIES

 Data Analysis, Visualisation and Reporting Frameworks: Highly proficient in utilising Power BI, Microsoft Excel and SQL to design comprehensive dashboards, streamline reporting processes and facilitate strategic decision-making.

 Financial Process Automation: Automate end-to-end reporting workflows to enhance efficiency, accuracy and data integrity across financial operations. Leverage ERP systems and advanced analytics tools to streamline reporting.

 Data Integration Methodologies and Process Automation: Demonstrated expertise in conceptualising, designing and implementing seamless enterprise data integration pipelines and robust automation frameworks to maximise efficiency.

 Business Intelligence Strategy and Insightful Data Delivery: Adept in synthesising complex, multidimensional datasets into actionable, value-driven insights that directly inform organisational strategies and drive impactful business growth.

 Stakeholder Relationship Management: Extensive experience in fostering collaborative relationships with cross-functional teams and external partners, ensuring the alignment of data-driven solutions with overarching business priorities

 Data Governance and Robust Security Protocols: Advanced capabilities in enforcing high standards of data integrity, implementing quality assurance measures, and maintaining compliance with data governance frameworks

 Strategic and Systematic Problem-Solving: Skilled in identifying and resolving technical and data-related challenges, employing critical-thinking strategies to enhance system functionality and support innovative and sustainable solutions.

 Performance Metrics, Monitoring, and Analytical Reporting: Expert in developing sophisticated performance metrics, designing precision-based measures, and crafting detailed reports to evaluate progress and ensure accountability

 Technology Implementation, Adoption and Transformational Innovation: A strong advocate for incorporating emerging technologies and pioneering practices to optimise workplace systems, enhance scalability and deliver data solutions.

 Project and Workflow Optimisation Strategies: Proficient in analysing operational workflows, implementing innovative system enhancements, and optimising project delivery frameworks to meet and exceed organisational objectives.

EMPLOYMENT HISTORY

Jan 2023 - Current TRANSPORT FOR NSW | www.transport.nsw.gov.au Sydney, New South Wales

Business Analyst (Grade 7) RESPONSIBILITIES:

 Provide data analysis and reporting, as well as prepare business cases and presentation packs to support the development of service improvement initiatives, track key metrics, and inform decision-making across Fleet Services.

 Maintain dashboards to track and analyse key financial and operational metrics, including Fleet Costs & Utilisation, Utilities, Asset Compliance, HAZMAT Compliance, FM Budget & Expenditure (Opex & Capex), ROM Budget & Expenditure, Site Inspection Schedules, AFSS, Parking, and Security. Ensure real-time visibility, accuracy and data-driven insights to support strategic decision-making and compliance.

 Extract and analyse data from Transport Shared Services (TSS) and third-party systems, identifying requirements and implementing effective data and reporting solutions where gaps exist consistently.

 Utilise established systems and templates to deliver dashboard reports, ensuring Fleet Services performance indicators and targets are accurately measured, validated, and monitored against strategic benchmarks.

 Investigate information systems to identify data sources, perform non-standard data extractions and develop reliable, high-quality custom reports, visualisations, and analytical models for informed decisions.

 Identify gaps in information availability across internal and external systems, contributing to the effective development of strategies and solutions to address these recurring issues.

 Collate and validate data from multiple providers, ensuring accuracy, traceability, and accessibility to improve business information, support future activities, and inform evidence-based decisions.

 Assist in developing technological solutions to provide standardised and accessible information for evaluating and tracking service performance across multiple business functions and regions.

 Successfully complete various reporting tasks, including but not limited to Cushman & Wakefield KPI Reporting,

 Pre-Assessment, Power BI reports, SGFleet Parking Reporting, MyTransport Reporting (NSW Trains), Travel Reporting, Induction Reporting, Australia Post Analysis, adhoc analysis and AASB Reporting.

ACHIEVEMENTS:

 Data Automation Programs: Developed and implemented data automation programs, significantly improving team efficiency by reducing manual data analysis and eliminating repetitive, time-consuming tasks.

 Travel Analysis: Conducted comprehensive travel pattern analyses, resulting in optimised travel planning, reduced costs, and enhanced customer service for travel arrangements and scheduling.

 Flat Files to Cabcharge Plus Integration: Streamlined travel expense processing by integrating cost centres, removing manual administrative steps, and improving overall user experience for travel cost management processes.

 Cabcharge Analysis: Delivered detailed insights into Cabcharge expenses, enabling improved tracking, better budget management and increased satisfaction for system users and stakeholders.

 Parking Analysis for Facilities Management: Performed an in-depth analysis of parking facilities, improving utilisation rates, operational efficiency, and overall satisfaction among facility users.

 Preventive Maintenance (PPM) Analysis: Analysed preventive maintenance processes, resulting in improved service quality, increased equipment reliability, and reduced downtime for facility operations.

 Safety Analytics for Fleet: Designed and implemented advanced analytics to monitor speeding and fatigue, significantly enhancing driver safety and reducing operational risks across the entire fleet.

 MyTransport Security Cards: Developed and deployed secure transport security cards, improving controlled employee access, minimising risks, and enhancing overall workplace security measures.

 Card Expiry Reporting: Created and maintained Windsx 30/60/90-day card expiry reports, ensuring timely renewals, regulatory compliance, and seamless access for all authorised personnel.

 Security Dashboard Development: Contributed to the creation of a comprehensive security dashboard, delivering critical safety insights and strengthening overall management and risk mitigation strategies.

2021 - 2022

RESPONSIBILITIES:

INDIBREWING GROUP | www.indibrew.com.au

Sydney, New South Wales

Senior Systems & Data Specialist

 Prepared and delivered an extensively detailed Requirements Document for the IndiBrewing Website Platform Transformation Project, ensuring seamless alignment with overarching business objectives.

 Conceptualised, developed and implemented fully integrated end-to-end (e2e) digital automated workflows across three primary user stories, accommodating various pricing profiles and operating within an agile project environment.

ACHIEVEMENTS:

 Tactical Solution Delivery: Successfully oversaw the technical delivery of the tactical solution, ensuring seamless execution and alignment to achieve the Minimum Viable Product (MVP) within the defined project scope and timelines.

 Strategic Platform Implementation: Delivered the comprehensive strategic platform solution, incorporating fully digitalised integration and end-to-end automation with third-party providers and the warehouse, effectively leveraging the advanced capabilities of the Magento eCommerce platform.

EMPLOYMENT HISTORY

2021 PATONGA PROJECTS

| www.patongaprojects.com.au

(Client: NSW Department of Customer Service) Sydney, New South Wales

Senior Systems Data Analyst

RESPONSIBILITIES:

 Led and delivered critical components of the Asset Lifecycle Data Project for the NSW Department of Customer Service.

 Provided strategic insights and technical expertise to support pre-sales activities.

ACHIEVEMENTS:

 Detailed Documentation Development: Developed and delivered detailed documentation, including Asset Lifecycle System Architecture Mapping, Asset Data Systems documentation, and Meta Data Analysis.

 Project Closure and Recommendations: Played a key role in completing the Project Closure and Recommendations Report, which outlined the following:

- An end-to-end review of Enterprise Asset Management business data processes.

- Roadmap recommendations for an Organisational Structure Review.

- A cybersecurity review for critical Asset Management Systems.

- Strategic advice for Data Management improvements.

2015 - 2021 SERVICE STREAM | www.servicestream.com.au

Sydney, New South Wales

Senior Systems Support & Report Analyst | Service Stream (Wireless)

RESPONSIBILITIES:

 Provided comprehensive operational support for the IFS ERP System within the Mobile Communications division, while developing a suite of reports, dashboards and lobbies to be utilised across the business.

 Held overall accountability for managing a suite of reports to analyse business operations, tracking project delivery, financial performance, safety, quality, and human resources to inform decision-making.

 Applied Excel expertise to support operational maintenance and ensure the IFS ERP system met business needs.

 Collaborated with Project Managers and Engineers to enhance the Work Breakdown Structure (WBS), ensuring it accurately reflected work completed and captured key milestones.

 Administered the IFS ERP system, leveraging a knowledge of its architecture and technical capabilities in order to optimise performance.

ACHIEVEMENTS:

 Power BI Report Design: Designed and maintained Power BI reports for operational milestones, contract governance (vendor and customer) and financial analysis, managing over 100 tabs across 15 reports updated overnight.

 Data Migration to IFS ERP System: Successfully migrated project and accounting data from the legacy system to IFS during its initial implementation, ensuring seamless integration and accurate data transfer.

 Flexible WBS Framework Design: Designed a flexible Work Breakdown Structure (WBS) framework adaptable for construction projects, streamlining project planning, tracking, and reporting.

2012 - 2015

RESPONSIBILITIES:

SYDNEY TRAINS | www.transport.nsw.gov.au/sydneytrains

Sydney, New South Wales

Contract Data Analyst

 Held full accountability for extracting data from HR systems, Ellipse ERP, and roster systems to support business operations.

 Developed deployment files in Kronos Workforce Management System to streamline workforce planning and scheduling.

 Provided essential support to the test team by supplying accurate data for future project phases.

 Verified data integrity and reported any discrepancies or issues to the business for resolution.

Pre 2012

PREVIOUS EXPERIENCE

In previous roles, I worked on contract with a civil engineering firm to develop quantity surveying programs that calculated material usage for project designs in AutoCAD. Additionally, I created custom reporting automation programs for a debt collection agency, improving their reporting capabilities and generating automated contact task lists for collection agents. I also provided technical support for government departments and internet service providers (ISPs), assisting with system troubleshooting and IT solutions

MIKE RANDALL

As a highly accomplished and analytically astute finance professional with advanced expertise in data interpretation, strategic financial management and performance optimisation, I am eager to contribute my capabilities to the role of Finance Business Partner and Data Analyst/Management Accountant at the Department of Health and Aged Care My extensive experience in asset governance, complex financial modelling and multidimensional budget forecasting has honed my capacity to synthesise intricate financial datasets into meaningful intelligence that informs executive decisionmaking and drives organisational excellence. Proficient in leveraging enterprise-level financial systems, including SAP, TM1 and Microsoft Dynamics, I am dedicated to delivering precise, timely and strategically aligned financial insights that strengthen fiscal stewardship and organisational resilience. Renowned for cultivating productive partnerships with senior stakeholders, I consistently promote transparency, accountability and sustainable resource utilisation across diverse operational contexts. I am deeply motivated to apply my analytical acumen, strategic foresight and commitment to continuous improvement in support of the Department’s mission, ensuring the highest standards of financial governance and contributing to the effective delivery of impactful health and aged care initiatives on a national scale.

QUALIFICATIONS & TRAINING

2024 Data Analytics for Accountants and Auditors

2023 Advanced Financial Modelling & Forecasting

2021 Financial Systems and Reporting (SAP & TM1)

2020 Budgeting, Forecasting and Financial Planning

20220 AICPA & CIMA Global (ID: 990796033)

2018 Personal Tax Return Training

CPA Australia

CPA Australia

KPMG Learning Academy

Chartered Accountants Australia & New Zealand

Chartered Institute of Management Accountants

H&R Block Australia

2009 Masters in Business Administration (Major Accounting) University of Dhaka

2008 Bachelor in Business Administration (Major Accounting)

KEY SKILLS & COMPETENCIES

 Advanced Microsoft Dynamics System Expertise

 Compliance with Australian Accounting Standards

 Stakeholder Collaboration and Relationship Management

 Asset Management and Reconciliation Procedures

 Financial Policy Development and Implementation

 Comprehensive Financial Process Optimisation

 Analytical Problem-Solving and Evaluation Skills

 Cost Recovery and Control Implementation

 Financial Systems Management (SAP, TM1)

 Data Interpretation and Executive Reporting

 Complex Financial Modelling and Forecasting

 Inventory Processing and Financial Reporting

 Development of Risk and Credit Control Strategies

 Executive-Level Financial Report Preparation

 High-Level Data-Driven Analysis and Reporting

 Advanced Financial Data Interpretation

University of Dhaka

 Strategic Budgeting and Forecasting Planning

 Comprehensive Stakeholder Needs Assessment

 High-Level Financial Documentation Preparation

 Statutory Reporting and Compliance Oversight

 Audit Support and Assurance Coordination

 Professional Stakeholder Relationship Building

 Cross-Functional Team Coordination Expertise

 Strategic Decision-Making Support Functions

 Monitoring Financial Performance Metrics

 Forecasting and Expenditure Pattern Analysis

 High-Value Asset Lifecycle Management

 Data-Driven Executive Decision-Making Support

 Innovative Financial Systems Enhancement

 Accurate Financial Variance Analysis

 Collaborative Financial Team Leadership

 Financial Training and Technical Support

Sydney, New South Wales Management Accountant

Industrial Plant & Service Australia Pty Ltd specialises in providing high-quality industrial maintenance, engineering, and plant services across various sectors, including mining, oil & gas, and manufacturing. With a focus on safety, reliability, and innovation, the company delivers tailored solutions that enhance operational efficiency and equipment longevity.

RESPONSIBILITIES:

 Play a critical role in supporting the financial health of the organisation. Including responsibility for preparing financial reports, budgets, and forecasts, as well as providing insightful analysis to guide strategic decision-making.

 Conduct meticulous and comprehensive financial analysis, manage complex SAP processes and uphold rigorous standards of fiscal reporting accuracy to ensure that all financial data reliably supports informed decision-making.

 Leverage advanced tools, including Xero and Microsoft Excel, to deliver precise job costing, variance analysis, and detailed balance sheet reconciliations, enhancing financial clarity and operational accountability.

 Direct credit insurance management, monitor accounts receivable invoicing in SAP, and foster strong client relationships to ensure timely payments and debt recovery, strengthening the company’s financial resilience.

 Develop comprehensive job cost preparations and execute thorough analyses of budget forecasts versus actuals, proactively identifying financial variances and facilitating strategic adjustments.

 Lead SAP ERP system administration, including hands-on management and maintenance, and spearhead SAP implementation in the Malaysian branch to optimise cross-border financial processes and data integrity.

 Executed comprehensive balance sheet GL reconciliations on a monthly and year-end basis, accurately posting results in SAP to ensure seamless compliance, transparency and integrity in financial reporting processes.

 Supported complex financial audits by preparing, verifying and organising documentation, delivering robust audit trails, and ensuring timely BAS reconciliations, payable submissions and adherence to statutory obligations.

 Oversaw inventory management functions and conducted monthly depreciation runs within SAP, maintaining accurate asset valuations and contributing to improved decision-making and strategic resource allocation.

 Acted as a central point of control for vendor creation and maintenance, monitoring payment processes, particularly with new suppliers, to safeguard the organisation from financial and reputational risks.

 Updated and refined workflow management processes within Xero, streamlining operational procedures to enhance efficiency, strengthen accuracy and optimise overall resource utilisation across financial functions.

KEY ACHIEVEMENTS:

 Successfully implemented SAP Business One in the Malaysian branch, achieving a seamless system integration that significantly fortified data consistency, efficiency and cross-border financial accuracy across international operations.

 Prevented a potential $56,000 financial loss from a fraudulent claim by conducting rigorous due diligence checks on new international vendor transactions, exemplifying a proactive and strategic approach to comprehensive risk management.

 Recovered a substantial $170,000 amount that was at risk of being overlooked in a complex customer claim, achieved through exceptional attention to detail and analytical precision, underscoring a steadfast commitment to safeguarding vital company assets.

Nov 2014 - Sep 2017

Lead Management Accountant

Samsung India Electronics Pvt Ltd is a leading consumer electronics company, offering a wide range of innovative products, including smartphones, home appliances, and smart devices. As a subsidiary of Samsung Electronics, the company is committed to delivering cutting-edge technology and premium quality to enhance customer experiences across India.

RESPONSIBILITIES:

 Directed comprehensive management accounting functions and rigorous budget oversight, ensuring meticulous financial tracking and the generation of timely, precise reports to support high-stakes strategic decision-making.

 Exercised expert vendor management skills, encompassing the full lifecycle of vendor claims and payment processes, while ensuring seamless account reconciliation and settlement, thereby fostering strong, collaborative vendor relationships.

 Designed and conducted detailed analyses of strategic initiative proposals, with particular focus on precision and compliance. All proposals were systematically prepared and submitted in SAP, aligning closely with organisational objectives.

 Spearheaded the management of marketing expense forecasts, ensuring the accuracy of financial submissions and maintaining strict alignment with budget projections to prevent overspend and optimise resource allocation.

 Developed and delivered comprehensive weekly reports contrasting actuals against planned financial targets, enabling senior leadership to identify performance variances, address discrepancies, and enact corrective actions.

 Ensured full compliance through vigilant tracking of execution orders and adherence to Advertising & Promotion (A&P) policies, thereby supporting the integrity and effectiveness of policy implementations.

EMPLOYMENT HIST ORY

KEY ACHIEVEMENTS:

 Received high commendation from management and Regional Headquarters for exceptional audit support, streamlining audit processes and upholding rigorous standards of compliance and precision, ensuring the seamless flow of audit operations.

 Played a pivotal role in supporting both quarterly financial audits and forensic audits by ensuring the audit-readiness of all financial records, underscoring the organisation's commitment to accuracy, compliance, and audit excellence.

 Earned accolades from senior leadership for exemplary vendor management, recognised for building resilient vendor relationships and expediting timely claim settlements, which significantly enhanced operational efficiency.

 Successfully elevated the precision of marketing expense forecasts, contributing to stronger financial governance and optimised budget allocations, ultimately supporting the company's strategic financial stability.

Sep 2010 - Oct 2014 COATS BANGLADESH LTD | www.coatsbd.com Bangladesh

Executive Accounts

Coats Bangladesh Ltd is a leading manufacturer of industrial threads and consumer textiles, supplying high-quality products to the apparel and footwear industries. As part of Coats Group, the company leverages cutting-edge technology and sustainable practices to deliver innovative solutions that enhance product durability and performance.

RESPONSIBILITIES:

 Prepared comparative financial statements with detailed analysis and comprehensive reports on revenue and expenditure. This process involved conducting in-depth reviews of financial data to ensure accuracy and provide insights for monthly financial reporting, aiding in informed decision-making for senior management.

 Ensured accurate provisioning for multiple departments, aligning budgetary allocations with contractual agreements and long-term strategic objectives, collaborating with department heads to forecast and allocate resources effectively.

 Recorded and maintained daily journal entries, including critical month-end adjustments and reconciliations. I ensured thorough financial documentation, supporting the integrity of financial records and compliance with audit standards.

 Managed communication and payments for group creditors, providing management with up-to-date status reports.

 Participated in monthly health and safety meetings as a member of the H&S team, ensuring safety compliance.

 Assisted the Finance Manager in variance analysis between actual results, budget and forecasts to inform

 decision-making and conducted detailed balance sheet reconciliations to maintain financial accuracy and integrity.

 Participated in regular finance and administration staff meetings to streamline processes and foster collaboration.

 Facilitated inter-company balance confirmations for receivables and payables, ensuring financial consistency.

 Led month-end reporting of overhead costs to the Group, contributing to overall financial transparency.

 Collaborated closely with the Finance Controller to ensure timely and accurate month-end closing processes.

 Conducted variance analysis, providing insights into discrepancies to aid in financial planning and control.

 Supported year-end audits by providing essential financial documentation and reconciliations.

ACHIEVEMENTS:

 Promoted from Accounts Officer to Executive Accounts due to consistent high performance, meeting tight deadlines, and demonstrating strong analytical skills in all aspects of financial reporting and analysis.

 Played a key role in implementing a online purchase requisition system, significantly streamlining procurement operations, reducing administrative errors and substantially enhancing approval speed and process transparency.

 Proactively identified, investigated and addressed critical variance gaps through detailed financial and trend analysis, resulting in markedly improved accuracy, accountability and reliability in budgeting and forecasting processes.

REFEREES AVAILABLE ON REQUEST

Jennifer Johnson

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 ACHIEVEMENTS

 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.

PREVIOUS EXPERIENCE

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

SWAN TAYLOR

Demonstrating exceptional results as an accomplished international education and partnerships professional, I am eager to leverage my strategic insight, global acumen, and program governance expertise as Manager, International Strategy & Partnerships at Deakin University. With over a decade of experience leading complex international education programs and cultivating cross-border institutional relationships, I bring proven capability in developing sustainable transnational education frameworks, negotiating high-value contracts, and aligning strategic initiatives with policy imperatives and quality assurance standards. I have a demonstrated track record of initiating and expanding bilateral partnerships, managing multifaceted government-funded projects across Southeast Asia and representing educational institutions in diplomatic forums and trade missions. My leadership style is grounded in cross-cultural sensitivity, stakeholder engagement and organisational excellence, underpinned by postgraduate qualifications in International Development, Business and Commerce. At Chisholm Institute, I served as the de facto Country Manager for Vietnam, shaping the institution’s international strategy while mentoring high-performing teams and securing high-profile partnerships. I thrive in roles that require strategic foresight, operational refinement, and collaborative leadership, and I am deeply committed to advancing Australia’s global education impact through purposeful, innovative, and values-driven international engagement.

QUALIFICATIONS

2016 Master of International Development Practice Monash University

2011 Graduate Certificate of Business Monash University

2009 Master of International Business Monash University

2007 Bachelor of Commerce

PROFESSIONAL DEVELOPMENT

RMIT International University Vietnam

2023 Chisholm Business Partner Program & Mentoring Program Chisholm Institute

2013 Manage Projects

2013 Think on your Feet

KEY SKILLS & COMPETENCIES

Australian Institute of Management

Australian Institute of Management

 Strategic Global Engagement & Vision: Experience developing and executing international education strategies that align with institutional goals, market intelligence, and global diplomatic priorities to foster sustainable partnerships.

 Transnational Education Program Delivery: Demonstrated success leading transnational education programs across regulatory environments, ensuring cultural relevance, integrity, and alignment with quality assurance frameworks.

 Diplomatic Liaison & Stakeholder Management: Skilled in engaging with international ministries, embassies, and partner institutions to influence policy, drive bilateral initiatives, and enhance strategic global footprint of universities.

 Business Case Development Expertise: Advanced ability to evaluate partnership opportunities and produce robust, data-informed business cases that balance strategic intent, financial viability, operational feasibility and long-term value.

 Governance, Compliance & Reporting Acumen: Adept at preparing governance reports, performance metrics, and ministerial briefs to ensure accountability, meet TEQSA requirements, and inform executive-level decisions.

 Cross-Cultural Communication & Negotiation: Exceptional cross-cultural competence developed through bilingual communication, diplomatic interpretation, and successful negotiation of high-value international agreements.

 Leadership, Team Development & Capability: Committed to mentoring high-performing teams, cultivating innovation, and embedding a values-led culture that advances excellence and cross-functional collaboration.

 Financial Oversight & Risk Management: Proficient in managing large-scale international budgets, implementing robust financial controls and mitigating risks to ensure strategic, compliant, and financially sustainable project outcomes.

 Public Representation & Institutional Promotion: Confident and articulate representative at international forums, diplomatic events, and trade missions, advancing institutional visibility, credibility and global engagement outcomes.

EMPLOYMENT HISTORY

Jul 2018 - Dec 2024

Aug 2023 - Dec 2024

Jul 2018 - Aug 2023

CHISHOLM INSTITUTE

Dandenong, Victoria

Regional Senior Coordinator (International Project Development)

Project Coordinator (International Project Development)

Regional Senior Coordinator (International Project Development)

RESPONSIBILITIES:

 Led the execution and expansion of international projects, ensuring their continued success while proactively identifying and securing new business opportunities in Vietnam to drive institutional growth and global engagement.

 Developed and implemented strategic plans for Vietnam, contributing to both short and long-term objectives and provided executive-level reports and recommendations to Chisholm’s senior leadership.

 Conceptualised and executed targeted business growth initiatives, aligning them with Chisholm’s overarching strategic priorities to enhance international partnerships and market presence.

 Oversaw international projects, ensuring their effective governance, adherence to best practice principles, compliance with institutional policies, and alignment with the expectations of funding bodies and key stakeholders.

 Acted as the primary liaison for Chisholm, managing relationships with high-level stakeholders, including the Vietnamese Government, Australian diplomatic representatives in Vietnam, and international industry partners, fostering collaboration and knowledge exchange.

 Designed and implemented industry-relevant training programs in tourism and adult learning, incorporating diverse educational methodologies such as specialist-led lectures, guest speaker presentations, industry site visits, case studies, interactive discussions, and contextual application activities tailored to specific regional needs.

 Ensured the alignment of training content with client expectations, guaranteeing comprehensive subject coverage, securing the participation of expert guest speakers, and coordinating schedules to meet project timeframes effectively.

 Authored comprehensive business proposals and project frameworks for existing and prospective clients, supporting business development efforts and expanding Chisholm’s global footprint in vocational education and training.

KEY ACHIEVEMENTS:

 Promoted to Regional Senior Coordinator in recognition of outstanding leadership, strategic acumen and the successful execution of international projects, having informally assumed senior-level responsibilities in the preceding role.

 Functioned as a de facto Country Manager for Vietnam, serving as the primary point of contact for all Chisholm-related activities and opportunities in the region. Assessed business prospects, advocated viable opportunities to senior executives including the CEO and Chief Commercial Officer and played a pivotal role in shaping Chisholm’s engagement in Vietnam.

 Represented Chisholm at diplomatic and trade events, reinforcing the institution’s presence in the region, including: - 2023 Trade Mission to Vietnam, organised by Study Melbourne (division of the Victorian Government), where Chisholm engaged with key industry and government stakeholders.

- 50th Anniversary of Vietnam-Australia Diplomatic Relations reception, hosted by the Vietnamese Embassy in Canberra, fostering bilateral collaboration and educational diplomacy.

 Forged strategic partnerships with key Vietnamese Ministries, facilitating program promotion, project oversight, and longterm engagement with government bodies to strengthen Chisholm’s educational footprint in Vietnam.

 Identified and pursued business development opportunities in Vietnam, Mongolia, and Cambodia, some of which materialised into strategic partnerships, further expanding Chisholm’s global reach in vocational education and training.

 Secured high-value contracts and orchestrated executive education programs for government officials from Ho Chi Minh City and Ca Mau Province, elevating Chisholm’s profile as a premier provider of tailored education solutions for international government agencies.

 Maintained and strengthened critical relationships with key stakeholders, including: - Directorate of Vocational Education & Training (DVET) Vietnam, ensuring alignment with national educational strategies. - Austrade, leveraging trade and investment networks to advance Chisholm’s international education initiatives. - Australian Embassy in Vietnam, fostering diplomatic ties and reinforcing bilateral cooperation in education.

Project Coordinator (International Project Development)

RESPONSIBILITIES:

 Managed the DVET Project, a large-scale initiative funded by the Vietnamese Government, overseeing the delivery of twelve Australian qualifications to twenty-five Vietnamese colleges over an eight-year period.

 Coordinated international project activities, including the Kiribati RPL and Up-skilling Project, fully funded by the Australian Department of Foreign Affairs.

 Organised logistics for over 30 mentors visiting Vietnam three times annually, ensuring seamless program execution.

 Facilitated mentor recruitment, stakeholder communication, and ongoing project profiling through Chisholm’s website and social media platforms.

 Acted as the primary liaison for all project-related stakeholders, providing strategic guidance and ongoing support.

 Monitored and reported on financial performance, project milestones, and operational challenges, offering proactive solutions for continuous improvement.

 Conducted comprehensive analysis of mentor reports, summarising key findings and providing formal reports to DVET and Chisholm executives.

RESPONSIBILITIES:

 Coordinated graduation ceremonies across multiple Vietnamese colleges in collaboration with local partners.

 Conducted market intelligence research on Vietnam’s education sector, identifying emerging opportunities and presenting strategic insights to Chisholm executives.

 Expanded Chisholm’s professional network and prepared concept proposals for potential new clients, strengthening the institution’s international footprint.

 Worked closely with Australian diplomatic missions overseas to identify broader business opportunities and relay insights to senior leadership.

KEY ACHIEVEMENTS:

 Successfully coordinated Minister Gayle Tierney’s official meetings at two DVET colleges in Vietnam (June 2019).

 Led all employment initiatives for students under the Vietnam DVET project, ensuring enhanced career pathways and workforce integration.

 Played a pivotal role in the success of the DVET Project, which directly contributed to Chisholm receiving multiple prestigious awards, including: - Victorian Premier’s Award - International Provider of the Year - Study Melbourne Award - Excellence in Innovation in Partnerships and International Engagement - World Federation of Polytechnics and TAFEs - Gold Award for Access to Employment (2020)

Aug 2017 - Jul 2018

RESPONSIBILITIES:

IDP EDUCATION LTD

Melbourne, Victoria

Project Officer

 Contributed as part of a globally diverse, high-performing team within a dynamic, fast-paced organisation, collaborating with international counterparts to support operational enhancements and strategic initiatives.

 Examined and interpreted monthly sales performance reports, presenting key insights and data-driven strategic recommendations to senior management to inform high-level decision-making.

 Conducted comprehensive and systematic evaluations of organisational processes and implemented strategically targeted enhancement methodologies to optimise efficiency and service delivery.

 Conceptualised, orchestrated, meticulously coordinated, and successfully executed large-scale engagement events for IDP students across Australia, fostering a strong sense of community and student support.

 Oversaw and facilitated international correspondence and diplomatic communications, responding to enquiries from global offices and ensuring prompt and effective follow-up.

 Continuously monitored, systematically updated, and rigorously refined training materials for IDP counsellors worldwide, ensuring up-to-date knowledge dissemination and professional development.

 Administered, managed, and dynamically updated IDP’s social media platforms, enhancing student engagement and strengthening the organisation’s digital presence.

 Curated, distributed, and delivered pre-departure information packs and mid-sale collateral emails to prospective students, supporting their seamless transition to international education.

 Conceptualised, introduced, and strategically promoted new IDP services through comprehensive and targeted cross-selling initiatives, enhancing student awareness of available support programs.

 Managed financial operations, including raising invoices and maintaining financial records for Head Office operations.

KEY ACHIEVEMENTS:

 Effectively orchestrated, meticulously coordinated, and successfully spearheaded Welcome Day events in 2017 and 2018, ensuring flawless execution and maximising student engagement and participation.

 Developed and authored comprehensive training materials, leading the successful training of the offshore fulfilment team in India, enhancing their operational efficiency and alignment with IDP’s global standards.

May

2017 - Jul

2017 PEARSON ASSESSMENT CENTRE

Melbourne, Victoria

Professional Marker (Temporary)

RESPONSIBILITIES:

 Assessed and marked NAPLAN and UK examination papers in accordance with strict grading criteria, ensuring consistency, fairness, and accuracy in student performance evaluation.

 Applied standardised assessment frameworks to evaluate written responses, demonstrating strong attention to detail and adherence to national and international education assessment guidelines.

Mar

2015 - Nov 2016

RESPONSIBILITIES:

UNITED NATIONS ASSOCIATION OF AUSTRALIA

(Victorian Division - Status of Women Committee) Melbourne, Victoria Researcher

 Conducted in-depth research on child labour, culminating in the delivery of a formal presentation at the National Roundtable in Canberra (2015), advocating for policy improvements and awareness initiatives.

 Engaged with His Excellency, Governor-General of Australia Sir Peter Cosgrove, participating in discussions at Parliament House, Canberra, on pressing social and humanitarian issues.

RESPONSIBILITIES:

 Represented the United Nations Association of Australia (UNAA) in high-profile meetings with prominent government figures, including Lady Mayoress Emma Page and Lord Mayor Robert Doyle, discussing policy initiatives related to gender equality and child labour.

 Attended the book launch organised by JERA International, featuring the Honourable Michaela Cash, to engage in discourse on gender advocacy and international human rights initiatives.

 Actively participated in MY VOTE – MY VOICE 2015–16, hosted by the National Council of Women of Victoria at Parliament House, contributing to discussions on civic engagement and women’s representation in leadership.

 Represented the UNAA at the 2015 UNAA Environmental Awards in Melbourne, networking with key stakeholders and sustainability advocates to support global environmental initiatives.

Jan 2013 - Feb 2015 CONSULATE GENERAL OF CANADA IN HO CHI MINH CITY

Ho Chi Minh City

Assistant Program Manager RESPONSIBILITIES:

 Pre-assessed temporary visa applications to Canada using a globally standardised immigration processing system, ensuring compliance with Canadian immigration policies and regulations.

 Liaised with government officials and international organisations to coordinate diplomatic visits to Canada, facilitating seamless engagement between stakeholders.

 Conducted comprehensive written and phone verifications of supporting documents, ensuring the authenticity and integrity of submitted materials.

 Provided professional interpretation services for Canadian officers at high-profile events, ensuring accurate and effective cross-cultural communication.

 Negotiated and drafted contracts for internal departments, ensuring compliance with legal/procedural requirements.

 Collaborated with accounting teams to oversee payments and expenses, maintaining financial accuracy

 Drafted official correspondence related to immigration matters on behalf of the Immigration Program Manager, ensuring clarity, professionalism, and adherence to diplomatic protocols.

 Organised catering and logistics for high-level meetings involving representatives from other diplomatic missions.

 Managed and responded to correspondence concerning immigration queries and complaints, ensuring timely and accurate resolutions.

 Communicated with Canadian headquarters regarding sensitive information to uphold Canada’s diplomatic interests.

 Coordinated travel and accommodation arrangements for the Program Manager, Regional Director, and duty officers from Canada, ensuring seamless logistical support.

 Simultaneously interpreted (English and Vietnamese) during immigration interviews, facilitating accurate assessments and informed decision-making by Canadian officers.

 Executed various administrative functions, including printing visa counterfoils, processing receipts, and performing additional duties as required.

KEY ACHIEVEMENTS:

 Achieved and exceeded daily processing targets, demonstrating exceptional efficiency and attention to detail.

 Successfully coordinated the 2012 Canada Education Week, facilitating engagement between Canadian educational institutions and prospective international students.

PREVIOUS EXPERIENCE

Jun 2012 - Dec 2012

Consulate General of Canada Administration Assistant (Temporary)

Nov 2011 - May 2012 Odyssey Accounting Resourcing Company Business Development Associate

May 2007 - Jan 2008 Apollo Education & Training Marketing Assistant

Oct 2006 - May 2007

Consulate General of Canada, Ho Chi Minh City Assistant to Trade Commissioner

PROFESSIONAL REFEREES

Jasmine Swain

Former Manager, International Project Development, Chisholm Institute

Current Manager, Palladiuma

 0408 011 671

Prashanth Prasanna

Manager, International Student Recruitment

Chisholm Institute

 0426 407 565

 prashanth.prasanna@chisholm.edu.au

STATEMENT

EL1 Business Strategy Manager | Australian Taxation Office

Having achieved results at the ATO in various positions and business lines, I am eager to progress my career as a Business Strategy Manager, with the desire to work with internal stakeholders to shape strategies across the organisation and drive business priorities to deliver outcomes. I am experienced in upholding sound governance to support transparency and accountability for sound decision-making. The ATOs CP is an opportunity under the Public Governance, Performance and Accountability Act 2013 to provide an understanding of the ATO, its functions, objectives and role. On one occasion upon reviewing the project plan, I realised our tight deadlines for content and changes in government wouldn’t allow a smooth project launch by the expected date. Upon considering these challenges, I expressed concerns to management and advised the release date needed to be moved forward, in line with legislative timeframes to avoid delivering an incomplete project. Management agreed with my suggestion and the project completion date was moved forward, which enabled successful completion.

I possess high-level strategic planning and project management, completing project tasks within defined timeframes which can be evidenced in my recent work in the Corporate Strategy team. I was accountable for managing the project planning aspects of delivering the ATO’s annual Corporate Plan (CP), covering two periods. This identified actionable tasks required to deliver the CP within its legislative requirements. I was tasked to undertake strategic planning to set-up the project plan, which entailed working backwards from the identified delivery date and identified stakeholders needed to be involved in the development process. Moreover, I needed to consider account important dates such as parliamentary sittings, senate estimates, budget estimates, stakeholders planned leave and availability, leadership events/committees and public holidays. Furthermore, I was strategically planned for unexpected events to enable buffer timeframes and reach out and brainstorming with stakeholders. I implemented the project plan using Project Professional to manage and lead its progress and provide direction and updates to my Manager and Director, what needed to be undertaken, upcoming activities and stakeholders to engage with. As a result of my strategic planning and project management skills, both CPs I project managed have been successfully delivered

In my current role as a Relationship Officer in the Government Liaison & Media team, Superannuation, Employee Obligations business line, the BI team were approached to provide recommendations on a ‘nudge communication’ to staff to encourage feedback on proposed system and procedure improvements. Supporting transparency and accountability for sound decision-making, I addressed the request, considered the audience was and researched relevant BI principles, what our client was trying to achieve and why. Communicating with influence, I provided strategic recommendations to our client including revised wording for their email. Feedback received from the business area confirmed that the ‘revised structure of this email incorporating BI feedback has played a part in our high response rate’ which was an excellent result and my ability to drive strategic outlines and influence others contributed to the outcome.

Communicating clearly and professionally with influence and credibility, I possess highly developed written and verbal communication skills with broad experience engaging and collaborating with internal and external stakeholders at all levels. I liaised and maintained appropriate stakeholder engagement with case officers across the office and built relationships with our overseas counterparts. This was paramount to my success in this role and to upholding the ATO’s reputation as an efficient and effective tax authority. On several occasions I needed to exercise judgment to conclude that our case officers had not complied with the pre-requisites and, in these instances the requests were stopped from being progressed. This approach ensured that in addition to saving resources I was able to offer an additional layer of assurance to the process and mitigate any potential reputational risk.

Previously as a member of the Exchange of Information (EOI) Unit in Public Groups and International, I was responsible for actioning specific, spontaneous and automatic exchanges between the ATO and our treaty partners. Due to the nature of the cases I worked on, which demanded a high degree of discretion, tact and diplomacy, I regularly applied 'the need to know principle’ maintaining confidentiality and compliance in the strategic disclosure of data.

DANIEL MOORE

25 August 2025

Barnardos Australia

Level 7, 35 Regent Street

CHIPPENDALE NSW 2008

Dear Chair and Members of the Board,

Re: Chief Executive Officer

I am writing to submit my candidacy for the position of Chief Executive Officer with Barnardos Australia. With over a decade of progressive executive leadership across child protection, family preservation, youth justice and out-of-home care, I offer a record of governance reform, organisational stewardship, financial probity and strategic transformation. I am inspired by Barnardos’ unwavering mission to protect children, strengthen families and eradicate disadvantage and I am motivated to contribute my vision, reformist capability and values-driven leadership to advance the organisation’s national impact.

Visionary Leadership and Strategic Clarity: I am an authoritative and strategic leader who delivers clarity of direction, unifies executive teams, and aligns organisational operations with long-term imperatives. I excel in providing systemic reform, embedding governance frameworks and ensuring large, complex services achieve measurable and sustainable impact. In my current capacity as Regional Director, Child, Youth and Family at Life Without Barriers, I preside over multi-site portfolios spanning Greater Sydney, ensuring strict alignment with Permanency Support Program requirements, statutory obligations and organisational strategy. I instituted comprehensive governance frameworks, strengthened accountability systems and redesigned reporting architectures. These reforms precipitated a reduction in compliance breaches, enabled the organisation to achieve unconditional external accreditation and restored regulator confidence. This demonstrates my capacity to deliver transformative leadership, institutional resilience and operational clarity in high-risk environments.

Previously, as Area Manager with Lifestyle Solutions, I led a regional restructure that consolidated fragmented service delivery into an integrated operational model. I streamlined reporting lines, clarified performance expectations and introduced regional leadership forums to ensure alignment between frontline practice and executive strategy. This initiative increased organisational efficiency, improved service consistency across multiple sites, and elevated staff engagement scores, demonstrating my ability to drive structural reform while maintaining morale and service quality.

Stakeholder Engagement, Advocacy and Political Acumen: I am a persuasive communicator and seasoned advocate, adept at cultivating enduring relationships with community, government, sector leaders, regulators and media. I possess political acuity, the ability to interpret and influence policy environments, and the credibility to represent organisations as authoritative voices in the public domain. In my current role as Regional Director with Life Without Barriers, I represent the organisation at senior government and sector forums, providing expert advice on policy reform, child protection standards and sector-wide safeguarding priorities. I have advocated for service redesigns and contributed to government consultations, ensuring the voices of vulnerable children and families are reflected in emerging policy frameworks. This work has strengthened the organisation’s influence with regulators, enhanced its reputation as a sector leader and ensured alignment between policy direction and frontline practice.

As Area Manager with Lifestyle Solutions, I strategically cultivated partnerships with state government agencies and Aboriginal Community Controlled Organisations to negotiate innovative co-funding arrangements. This advocacy secured new funding streams, diversified income sources and enabled service expansion into previously under-resourced regions. Later, as Team Leader with The Salvation Army, I forged collaborative partnerships with DCJ, Youth Justice and Local Health Districts, convening multi-agency forums and influencing joint reforms that reduced recidivism rates and enhanced permanency outcomes.

Cultural Safety, Inclusivity and Intersectionality: I am unwaveringly committed to embedding cultural safety, inclusivity and intersectionality across leadership, policy and practice. I operationalise Aboriginal perspectives and co-design principles, ensuring services uphold identity, belonging and continuity of cultural connection, while aligning with the Aboriginal and Torres Strait Islander Child Placement Principle. My leadership philosophy is grounded in reconciliation, equity and respect, ensuring that diverse voices are meaningfully represented in decision-making and service delivery.

At Life Without Barriers, I embedded cultural audits, co-design methodologies and Aboriginal cultural advisors into governance structures, ensuring programs were responsive to cultural obligations and community expectations. These measures strengthened organisational accountability and resulted in greater cultural fidelity across service plans. At The Salvation Army, I integrated trauma-informed and culturally attuned practice models, strengthening placement stability, improving staff capability and building enduring trust with Aboriginal-led organisations.

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

STATEMENT

Possessing an extensive foundation in procurement, contract management and strategic project leadership, I bring a highly results-oriented approach to the role of Senior Procurement Officer within the Covert & Specialist Operations Group at the Queensland Police Service. My proven expertise in navigating complex, high-stakes procurement initiatives, coupled with a comprehensive understanding of Queensland Government procurement frameworks and SAP proficiency, uniquely positions me to drive exceptional value, compliance and operational rigor. I am deeply motivated to advance the strategic objectives of CSOG by delivering expert, high-level guidance, ensuring robust financial stewardship and cultivating collaborative, trust-based relationships with stakeholders across the organisation.

Leads Strategically: In my role as General Manager at Victory No.8 Ltd, I demonstrated strategic leadership by aligning procurement operations with the company’s evolving long-term goals. One of my core initiatives was the development and implementation of a strategic sourcing plan across multiple business units, which not only elevated supplier performance but also ensured consistent product quality. This forward-looking approach required me to anticipate demand trends and proactively adapt our procurement strategies, stabilising stock levels and enhancing our agility in responding to market fluctuations. By collaborating closely with cross-functional teams, I streamlined procurement workflows, resulting in a 15% improvement in product margins and strengthening our capacity to meet dynamic market demands. My role further involved conducting in-depth analyses to guide inventory decisions, balancing both immediate and long-term needs. Using data-driven insights, I refined contract negotiations, optimised supplier relationships, and bolstered supply chain resilience. This strategic foresight and critical thinking were equally vital in highly regulated environments, such as my work with Public Safety & Defence Consultancy, where I adapted procurement strategies to meet stringent compliance requirements. These experiences underscore my ability to lead strategically, balancing big-picture vision with precise operational management to achieve sustainable growth and success, an approach I am keen to bring to the Senior Procurement Officer role.

Stimulates Ideas and Innovation: Throughout my career, I have consistently pursued innovative strategies to elevate procurement practices and drive operational efficiency. As Warehouse and Logistics Manager at Fone Haus Pty Ltd, I recognised the need to enhance accuracy and speed in inventory management, leading me to introduce QR-coding for serialised items. This initiative transformed our tracking system, reducing transfer times significantly and encouraging the team to embrace technology-driven improvements. By fostering a collaborative environment, I encouraged team members to contribute ideas during the transition, reinforcing a culture of creativity and continuous enhancement. At Victory No.8 Ltd, I spearheaded the redesign of procurement workflows, leveraging data-driven insights to pinpoint areas for optimisation. Actively gathering feedback from various departments and stakeholders, I refined these workflows to boost supplier performance and fortify our supply chain. This collaborative, feedback-driven approach not only empowered team innovation but also strengthened our adaptability to market shifts, reinforcing our competitive position. My commitment to cultivating an environment that values ideas and fresh approaches has consistently led to forward-looking solutions that align with and advance organisational goals, a focus I am eager to bring to the Senior Procurement Officer role.

Leads Change in Complex Environments: In my role as General Manager at Victory No.8 Ltd, I led significant changes to our procurement and supply chain operations amidst the complex challenges of national fuel shortages and civil unrest. These unpredictable external factors required quick adaptation and decisive action to maintain our supply chain’s integrity and meet demand without compromising quality or performance standards. I championed these changes by implementing a Central Distribution Centre (CDC) to streamline distribution to retail sites, which proved critical in navigating the fluctuating market conditions. By communicating with clarity and optimism, I kept the team focused on core objectives and inspired confidence during uncertain times. Similarly, at Fone Haus Pty Ltd, I managed a large-scale transition from air to sea freight, reducing freight costs by over 20% while maintaining on-time delivery performance. This shift required meticulous planning and coordination across departments and external partners to avoid disruptions. I anticipated potential challenges and proactively addressed them by establishing contingency plans, ensuring transparency, and keeping the team motivated and aligned with our operational goals. My ability to lead these complex changes with focus and positivity has been essential in achieving organisational objectives, optimising costs, and sustaining team morale, even under challenging conditions.

Makes Insightful Decisions: As Managing Director at Public Safety & Defence Consultancy, I regularly made high-stakes decisions that demanded both ethical discernment and a comprehensive understanding of complex regulatory frameworks. One significant example involved submitting a tender for a government contract, where I needed to balance competitive pricing with stringent public safety standards. I conducted an in-depth analysis of our product offerings, ensuring full regulatory compliance without compromising on quality or safety. This strategic approach enabled us to progress to the final stages of the tender, bolstering our reputation as a reliable provider in a highly regulated sector. During my tenure at Victory No.8 Ltd, I encountered supply chain disruptions due to national fuel shortages. Rather than opting for a short-term solution that could compromise supplier relationships or inventory stability, I took a strategic, long-term approach. I chose to negotiate with alternative suppliers and diversify procurement sources, requiring upfront investment but ultimately securing a more resilient supply chain. This decision not only mitigated future risks but also reinforced our commitment to ethical practices and operational stability. Across these roles, my ability to consider both immediate and broader organizational factors has allowed me to make insightful, courageous decisions that balance current needs with sustainable, ethical standards, a quality I look forward to bringing to the Senior Procurement Officer role.

Develops and Mobilises Talent: As Warehouse and Logistics Manager at Fone Haus Pty Ltd, I prioritised nurturing and mobilising the diverse strengths within my team to create a collaborative, high-performing culture. Recognising the varied skills and expertise across the team, I implemented a structured development program featuring targeted training and cross-functional skill-building sessions. By aligning individual strengths with specific operational roles, we enhanced efficiency and minimised errors, achieving

an impressive order accuracy rate of 99.9%. Additionally, I established mentorship opportunities, pairing experienced staff with newer team members to foster knowledge-sharing and elevate team capabilities. This approach not only mobilised individual talents but also significantly boosted engagement and morale, as team members felt valued and that their skills were being utilised effectively. As a result, we saw a 20% reduction in turnover, underscoring the impact of a supportive culture focused on individual growth. In every role, I prioritise understanding team dynamics, identifying unique skills, and creating tailored development pathways that support both individual advancement and team performance. This commitment to talent development has been essential to achieving operational success and building cohesive, capable teams ready to meet organisational goals, a focus I am eager to bring to the Senior Procurement Officer role.

Builds Enduring Relationships: As General Manager at Victory No.8 Ltd, I prioritised the development of strong, enduring relationships with internal stakeholders and external suppliers to advance our strategic objectives. By fostering open communication and establishing consistent touchpoints with vendors, I built collaborative partnerships that enabled us to effectively manage challenges such as market price fluctuations and supply chain disruptions. These trusted relationships were instrumental in securing favourable terms and ensuring product quality, ultimately boosting product margins by over 15%. Within the organisation, I implemented a customer-centric approach by actively engaging with operations and sales teams to understand their specific needs and goals. This cross-functional collaboration streamlined procurement processes and optimised workflows, creating a positive, cohesive work environment where team members felt valued and aligned with the company's mission. My commitment to trust-based, collaborative relationships has consistently driven positive outcomes, from establishing reliable supplier partnerships to enhancing internal cooperation, which in turn contributed to operational excellence and longterm stability. This relationship-centered approach is one I am excited to bring to the Senior Procurement Officer role, supporting the Queensland Police Service’s objectives.

Inspires Others: As Warehouse and Logistics Manager at Fone Haus Pty Ltd, I prioritised fostering a unified sense of purpose by clearly communicating our operational objectives and illustrating how each team member’s contributions were integral to our success. Amid rapid growth, I presented a forward-looking vision for an expanded warehouse system, encouraging team involvement in planning sessions to instill a sense of ownership in the process. This approach generated high engagement, with team members actively suggesting workflow and layout enhancements. By aligning the team under a cohesive vision and acknowledging individual contributions, I bolstered morale and secured strong buy-in for new initiatives. This collaborative, purpose-driven environment contributed to a 99.9% order accuracy rate, reduced dispatch variances, and led to a 20% decrease in turnover, as team members felt genuinely valued and connected to broader organisational goals. My ability to inspire by articulating vision and fostering engagement has been central to achieving high standards and continuous improvement, a quality I am eager to bring to the Senior Procurement Officer role.

Drives Accountability and Outcomes: As Managing Director at Public Safety & Defence Consultancy, I placed a premium on accountability and high-quality outcomes, essential to maintaining our reputation within highly regulated sectors. I established rigorous tracking and reporting frameworks to ensure transparency at every stage of procurement and fulfillment, alongside clear performance metrics to keep the team consistently aligned with stringent client standards, even under challenging deadlines. Leading several high-stakes tenders for government contracts, I implemented strict due diligence and ethical practices across each phase, fostering an environment of integrity and precision. Through open, continuous communication with stakeholders, I provided regular progress updates and flagged potential challenges, which strengthened trust and transparency. This focus on accountability directly advanced our tenders to final stages, solidifying our credibility in the public safety sector. My steadfast commitment to accountability, professionalism, and aligned goals has consistently driven successful outcomes, a standard I am eager to uphold in the Senior Procurement Officer role to deliver exceptional results.

Fosters Healthy and Inclusive Workplaces: As Warehouse and Logistics Manager at Fone Haus Pty Ltd, I championed a workplace culture centered on health, safety, and inclusivity, recognising that a supportive environment is crucial to both employee wellbeing and productivity. I introduced regular safety training sessions and weekly inspections, fostering a proactive safety culture where team members felt empowered to report hazards and contribute to a secure work environment. Additionally, I prioritised inclusivity by actively encouraging a diverse team dynamic and ensuring that all voices were valued in team discussions. By promoting flexible work arrangements to accommodate individual needs, I enhanced job satisfaction and work-life balance, which significantly boosted team morale and engagement. My commitment to cultivating a healthy, inclusive workplace yielded tangible improvements in overall performance, an ethos I am eager to bring to the Senior Procurement Officer role, creating a collaborative environment where all team members can excel.

Pursues Continuous Growth: I have embraced continuous growth by actively seeking opportunities to expand my skills and adapt to industry advancements, particularly in procurement and supply chain management. As General Manager at Victory No.8 Ltd, I pursued training in data analytics and ERP systems, which allowed me to implement more sophisticated procurement strategies that optimised inventory levels and improved cost efficiency. This commitment to skill development enhanced our operations, enabling me to make data-driven decisions that aligned with long-term business goals. This training refined my ability to handle complex, rapidly changing environments, helping me lead my team through challenging situations with greater resilience and flexibility. I am also highly self-aware and regularly reflect on my leadership approach to identify areas for improvement. In order to expand my skills and knowledge, I am planning to undertake a professional development course in agile project management.

Demonstrates Sound Governance: As Managing Director at Public Safety & Defence Consultancy, I upheld stringent governance frameworks to ensure full compliance and proactive risk mitigation across all procurement and operational functions. Operating within tightly regulated industries, I developed and enforced Standard Operating Procedures (SOPs) for procurement, inventory management and supplier selection, critical for maintaining contractual obligations with government and defence clients. For government tenders, I implemented a multi-tier review system to ensure regulatory adherence and uncompromising quality, which bolstered our reputation for precision and reliability under rigorous evaluations. Furthermore, I conducted regular risk assessments and maintained a risk management register, enabling us to foresee and address potential threats, from supply chain volatility to compliance risks. This dedication to robust governance is a fundamental aspect of my professional ethos, one I am eager to contribute to the Senior Procurement Officer role.

KYLIE GLOVER

Will Nichols

Sharp & Carter South East Melbourne

 wnichols@sharpandcarter.com.au

Dear Mr Nichols,

Re: Senior Manager, Business Partnering - Technology & Corporate Services Finance

I am writing to express my unequivocal interest in the role of FP&A Manager with General Mills. As an accomplished senior finance executive with significant experience leading high-performing teams and spearheading strategic financial initiatives, I offer an exceptional capacity to influence enterprise-level decisions through incisive analytics, rigorous performance management and business-aligned forecasting. The opportunity to contribute to an organisation of General Mills’ calibre, celebrated for both its brand excellence and people-first culture, is one I find profoundly compelling.

In my current capacity as Executive Manager, Office of the CFO & Risk at Insurance Australia Group (IAG), I have assumed strategic accountability for performance governance, forecasting frameworks, scenario modelling and financial control uplift across a function of 300 professionals. Reporting directly to the CFO, I act as the primary conduit between the Finance Leadership Team and the Board, Executive Committee and Group stakeholders. I ensure the integrity of financial reporting, the efficiency of budget cycles and the resilience of first-line risk capabilities. Notably, I led the automation of Board and CEO reporting processes through a SharePoint-enabled workflow. This generated significant time savings and enhanced executive insight reliability.

Previously, as Finance Manager - NRMA/RACV & Consolidated Australia Performance, I held financial oversight of a $9 billion GWP portfolio, directing all aspects of enterprise planning, quarterly forecasting, KPI tracking and variance analysis. Under my leadership, the FY20 budget cycle was completed ahead of schedule and was lauded by senior stakeholders for its exceptional clarity, strategic alignment and operational integration. I have consistently demonstrated an ability to distil complexity into actionable intelligence, support investment decisions through advanced modelling and facilitate meaningful dialogue across all tiers of leadership.

Throughout my career, I have demonstrated a steadfast commitment to cultivating high-performing, analytically rigorous and future-focused finance teams. I currently lead and mentor senior professionals, drive enterprise planning initiatives and embed a continuous improvement ethos across functions. I hold a Bachelor of Business (Accounting) and am a Chartered Accountant (CA ANZ), with advanced technical capability across TM1, HFM, SAP, SmartView and Excel-based modelling platforms. My professional narrative is underscored by several notable achievements:

• Instrumental in achieving CPS230 compliance through the uplift of first-line financial risk capability, enhanced reporting discipline and strengthened governance practices at IAG, driving enterprise-wide operational resilience.

• Recipient of multiple accolades, including Finance Quarterly Awards for Leadership and COVID-19 Scenario Modelling, recognising exceptional enterprise-level impact, resilience, agility and cross-functional influence.

• Architect of reporting frameworks and financial governance models that have materially enhanced the accuracy, timeliness, strategic utility and audit -readiness of performance outputs across business units.

• Proven ability to navigate complex multinational structures, influence cross-border stakeholders, manage competing priorities, lead transformational programs and deliver results in dynamic, high-expectation environments.

I am particularly compelled by General Mills’ strategic focus on data-driven insight, forward-leaning investment support and a leadership culture that places people at its core. With a breadth of FP&A expertise cultivated across complex, high-performance environments, I bring not only technical depth but also a refined ability to engage senior stakeholders, navigate ambiguity, and drive initiatives from concept through to execution. I am confident that these capabilities will position me to deliver both immediate impact and enduring value to the AUNZ Finance Leadership Team.

Find attached my résumé for your consideration. I would welcome the opportunity to further discuss how my strategic orientation, values-based leadership philosophy, and sustained record of achievement can align with and meaningfully advance General Mills’ commercial imperatives, operational priorities, and long-term financial transformation agenda.

Yours sincerely,

Kylie Glover

Additionally, as Area Manager with Lifestyle Solutions, I initiated partnerships with Aboriginal Community Controlled Organisations to co-design carer training programs and support frameworks. These initiatives equipped non-Indigenous carers with cultural competence, enhanced the cultural security of placements and promoted better outcomes for Aboriginal children and families. Collectively, these initiatives underscore my ability to advance reconciliation imperatives, institutionalise culturally responsive practice and champion inclusivity and intersectionality as hallmarks of ethical and effective leadership.

Program Development, Evidence-Based Impact and Entrepreneurial Growth: I am highly proficient in designing, implementing and evaluating programs that are therapeutically grounded, evidence-informed and socially impactful. I balance innovation with accountability, taking an entrepreneurial approach to diversifying income streams while safeguarding service integrity. I have consistently demonstrated the ability to translate evidence into practice, scale programs into high-need regions, and ensure financial frameworks support both growth and long-term sustainability.

As Regional Director with Life Without Barriers, I directed the introduction of therapeutic models such as TCI and CALM, embedding them across multi-site operations to ensure fidelity to evidence-based practice. This uplift strengthened safety, permanency and wellbeing outcomes for children and families and improved staff capacity to manage crisis with professionalism and cultural responsiveness. I also aligned financial stewardship with programmatic expansion, scaling therapeutic services into communities with unmet need while preserving sustainability and compliance. Moreover at Lifestyle Solutions, I adopted entrepreneurial funding approaches, leveraging partnerships to secure diversified income that bolstered organisational sustainability and enabled expansion into under-resourced regions without compromising quality.

As Team Leader with The Salvation Army, I collaborated with youth justice partners to pilot early intervention initiatives for young people at risk of reoffending. These programs integrated trauma-informed methodologies and community-based mentoring, which contributed to measurable reductions in recidivism and were later adopted more broadly as evidencebased practice within the organisation. These experiences affirm my ability to integrate innovation, evidence and entrepreneurial strategy to deliver measurable social impact, expand organisational reach and safeguard sustainability.

Executive Leadership, Workforce Capability and Organisational Culture: I am a collaborative, values-anchored and strategic leader, committed to cultivating resilient, empowered and high-performing teams across all levels of an organisation. I prioritise reflective supervision, succession planning, leadership pipelines and targeted professional development frameworks to build enduring capability, ensure workforce sustainability and embed a culture of accountability and continuous improvement. As Area Manager with Lifestyle Solutions, I introduced structured coaching and reflective supervision models that enhanced staff resilience, elevated accountability and significantly improved retention across multidisciplinary teams. By embedding reflective practice into routine management, I strengthened workforce adaptability and established a culture of collective responsibility for outcomes.

In my current executive role as Regional Director with Life Without Barriers, I have institutionalised succession planning and leadership development pathways, ensuring continuity of capability across both executive and operational tiers. I have embedded leadership pipelines that identify and nurture emerging leaders, supported by formal mentoring and capabilitybuilding programs. These reforms have delivered improved performance outcomes, strengthened staff engagement and safeguarded organisational stability through leadership continuity.

Financial Stewardship, Governance and Risk Oversight: I am a commercially astute executive with extensive experience in financial stewardship, governance and risk management. I have overseen multimillion-dollar budgets, directed complex contractual portfolios and safeguarded probity through rigorous compliance systems, while ensuring resources are deployed strategically to advance social impact and organisational sustainability. I bring the ability to balance fiscal accountability with service growth, embedding financial frameworks that align investment with long-term strategic imperatives.

At The Salvation Army, I managed budgets exceeding $2 million, producing comprehensive compliance and financial reports for Boards, funding bodies and senior governance forums. I ensured transparency, accountability and alignment of expenditure with organisational priorities, safeguarding both financial integrity and stakeholder trust. At Life Without Barriers, I currently direct regional financial performance, aligning budgets with programmatic expansion and innovation. I lead financial planning processes, ensuring resources are strategically invested to scale therapeutic service delivery, strengthen compliance and maintain fiscal integrity. This has required balancing immediate service pressures with sustainable growth objectives, ensuring the organisation remains financially robust in a demanding regulatory environment.

At Lifestyle Solutions, I led complex risk and legal compliance assessments for high-risk youth cohorts, ensuring documentation met evidentiary, statutory and governance thresholds. These measures strengthened organisational safeguarding capability, reduced regulatory breaches and reinforced confidence among funding partners. Additionally, in my executive capacity, I have overseen large-scale contract negotiations with government and partner agencies, ensuring agreements maximised value, mitigated risk and embedded accountability mechanisms. These negotiations not only secured funding continuity but also positioned organisations for sustained growth and compliance readiness.

Guided by integrity, accountability and social justice, I am committed to leading Barnardos Australia with vision, courage and inclusivity. I bring the executive acumen, governance expertise and cultural competency required to deliver on Barnardos’ bold strategic plan, strengthen safeguarding frameworks and champion the rights of children, families and communities. Find attached my résumé for your consideration. I would be honoured to further discuss how my leadership experience and reform achievements align with Barnardos’ mission and its future trajectory.

Yours sincerely,

David Moore

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

EXECUTIVERÉSUMÉS

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