BOARD CHAIR & COMMITTEE MEMBER

CONSISTENT RECORD OF OUTSTANDING CONTRIBUTIONS

CHANGE CHAMPION | ORGANISATIONAL TRANSFORMATION

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Diverse commercial background developed through senior management positions in global corporations and pivotal roles on high profile Public Sector Boards. Have demonstrated an ability to formulate and operationalise strategy to increase shareholder value while balancing the diverse stakeholder needs. Improved operations to elevate the customer experience, optimise efficiency and deliver superior commercial outcomes. Have established and led high performing teams across dispersed and diverse geographies in challenging environments by fostering a spirit of collaboration, trust, respect, commitment to performance and quality founded on a strong set of values.

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KEY AREAS OF EXPERTISE

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• Engendering a spirit of collaboration

• Developing and implementing strategy

• Balancing diverse stakeholder needs while maximising organisational outcomes

• Negotiating and influencing at senior executive and board level

• Cultural transformation

• Delivering superior results in challenging circumstances

• Board member engagement

• Fostering innovation to sustain competitive advantage

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BOARD EXPERIENCE & CONTRIBUTIONS

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NSW Department of Industry

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Member Audit and Risk Committee  | December 2017 - present

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Australian Invoice Finance Ltd

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Director & Chair Audit and Risk Committee, Member the Remuneration Committee  |  September 2017 - present

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Provides access to alternate sources of finance to enable small and mid-sized enterprises to meet their cash flow needs.

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P & N Bank

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Director & Member the Risk, Credit & Audit Committees  |  November 2016 – present

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Western Australia’s largest member owned bank, offering personal and business banking solutions, loans, credit cards, insurance and financial planning services.

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NSW Trustee & Guardian

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Chair of the Investment Advisory Committee  |  August 2016 – present 

Member of the Investment Advisory Committee   |  May – August 2016

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Have injected an external commercial perspective to the Committee regarding the structure of the funds and relevant benchmarks and have ardently advocated the client perspective.

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Member of the Transformation Steering Committee   |   November 2014 – October 2017

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Applied transformation experience from previous roles, have provided an external perspective and have challenged the thinking and approach to the organisation’s transformation which led to a more robust outcome.

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State Trustees

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Chair  |  2008 – 2014

Chair of the Remuneration & Investment Committees  |  2008 – 2014

Member of the Investment, Audit & Risk Committees  |  2008 – 2012

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The Board oversees the operations of an organisation with 540 employees, 14,000 customers, $1.5 billion in funds under management and a $55m a year operating budget.

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• Secured Government and the organisation’s acceptance of the results of an operational review which formed the basis for a major change to the strategic direction. This will take the organisation from a centralised paper-base to a decentralised, technology-base which will enable it to more effectively meet customer needs and will stimulate significant growth.

• Introduced more inclusive and modern operating, review and development processes which enables all Board members to provide input into decisions and ensures that the organisation leverages the expertise and skills of its Board members.

• Increased engagement between the executive management team and the Board by increasing the involvement of management in Board meetings and introducing more opportunities for the Board and management to interact informally.

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Metropolitan Fire & Emergency Services Board

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President & Chair  |  2005 – 2007

Deputy Chair / Chair of the Audit Committee  |  2001 – 2005

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As President and Chair,  led the organisation through a significant transformation process.

• In recruiting a new CEO to drive the change agenda, transcended normal public sector practices by engaging a recruitment firm to attract and assess a high calibre pool of candidates and inject contemporary recruitment practices and approaches into the process.

• Transformed the culture of the organisation to adopt a collaborative approach which eliminated previous impediments to change.

• Introduced more inclusive processes to enable all Board members to contribute to decisions.

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Re-aligned the role of the Board and the Executive Management team. Included focusing the Board on strategic policy issues, enabling senior management to be accountable for strategy implementation, and adopting a collaborative approach to ensure that all Board members were able to contribute to decisions.