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Summary

A pragmatic and commercially focused professional, with operational and strategic experience across a variety of sectors within Public and Private enterprise. With a passion for leading change through leadership development and coaching leaders to develop and enhance their ‘HR capabilities’.

By promoting the collaboration of stakeholder relationships across boundaries to assist with diagnosing, developing, delivering and measuring people & culture solutions, which are ultimately designed to deliver enhanced value and performance to the business.

With a strong generalist background, my core capabilities include Employee Relations, Change Management, Organisational Development, Workforce Planning, Talent Acquisition and Stakeholder Engagement.

Employment History

Head of People & Culture

Nationwide Group (subsidiary of RACV)

January 2020 - Current

People & Culture Manager

Capital S.M.A.R.T Repairs (Suncorp Group Ltd)

June 2016 - January 2020

HR Manager

Ambulance Victoria

July 2012 – June 2016

Senior HR Consultant                        

Monash Health                         

August 2008 - July 2012

HR Consultant

TeleTech International - CBA/Bank West

October 2006 - September 2008

HR Officer

Woolworths Limited

October 2002 - October 2006

Education

Masters of Business Administration (MBA)

Deakin University
Feb 2009Oct 2012

Post-graduated qualifications in Business Administration (finance and strategy & value creation)  which allows me to carefully consider the wider business impact of people related decisions.

Bachelor of Business

Swinburne university
Feb 2009Oct 2012

Undergraduate qualification, specialising in Human Resource Management.

Professional Work History

Head of People & Culture

Nationwide Group / RACV
January 2020Current

Nationwide Group is a subsidiary of the Royal Automotive Club of Victoria (RACV) with annualised revenue in excess of $100M . Nationwide is the largest provider of emergency roadside assistance and specialist towing and transport solutions. 

Reporting to the Chief Executive Officer (CEO) and a member of the Leadership Team (LT), I am responsible for leading and mentoring the Human Resources and Learning & Development functions across the Group (NTT, EVS, NRS and overheads).   

  • Restructure of function to strategically align resources to partner with business units (February 2020).
  • Lead people resourcing national response to Covid-19 pandemic to improve business viability (May 2020).   
  • Implemented Future Leaders Program for leadership positions to raise core capability across the Group (August 2020).
  • Won the Employer of Choice (Australian Business Awards) (November 2020).
  • Won the Investment in People recognition at the Transport Industry Awards (January 2021).
  • Lead project elevate working group with the relocation of head office teams from Blackburn to RACV Noble Park on time and within budget (February 2021).
  • Providing coaching, mentoring and leadership to operational training & development function nationally to improve the contractor management experience (recruitment, induction, training, service delivery and retention) across the Group (March 2021). 
  • Developed ambitious People & Culture Strategic Plan to support the objectives of the Group Business Strategy 2023 (Growth, Brand, People, Safety, Service & Transition) (April 2021).  
  • Support Chief Financial Officer (CFO) with People budget planning for Group FY22 (May 2021).  
  • Coach and mentor the project leads with the rollout of new Vision, Mission & Values across the Group to align people structure with purpose (May 2021). 

People & Culture Manager

Capital S.M.A.R.T Repairs (ASX listed Suncorp Group Ltd)
June 2016January 2020

Capital S.M.A.R.T Repairs is a joint venture of ASX listed Suncorp Group Ltd, with annualised revenue in excess of $300M.

Reporting to the GM Human Resources, and responsible for leading the HR Operations team (shared service model) providing strategic and operational HR support and advice (IR/ER, remuneration, performance and development, and workforce planning) across 52 Operational Repair centres located with Australia and New Zealand; in addition to Corporate functions (Finance, HR, IT & Administration) located at Head Office.

  • Expanded the  S.M.A.R.T operational network (repair centres) from 40 sites nationally, to 52 sites (January 2020) with a workforce of approximately 1,200 employees. My responsibilities have included leading HR due diligence and employment law obligations of new site/merger & acquisitions (M&A) and growing growing Group revenue in excess of $300M annually.  
  • HR Lead for the implementation of HRIS (RAMCO) which includes mentoring the Project Lead with multiply platforms, coordinating due diligence, solution workshops, product implementation and change management within a blue-collar workforce.
  • Responsible for leading and coordinating the Annual Performance Review cycle across the business, ensuring proposed timelines are met and management recommendations are within company budget forecast.
  • Workforce Planning across 24 Operational Repair sites, including ramping up ‘people indicators’ against project plans for new site commencement against operational budgets.
  • Supporting State Operational managers with people related HR matters and representing the HR team at local Operational Planning meetings held monthly.
  • HR Project Lead support to the Project Falcon team with the recent sale of Capital S.M.A.R.T Repairs to AMA Group (ASX listed) for $420M (November 2019).

Manager, HR Partners & Officers

Ambulance Victoria (AV)
Jul 2012June 2016

Reporting to the Director, People Services; and responsible for leading the Human Resources Partner function who provides  the provision of generalist HR advice and support to the business via a disperse HRBP model (7 direct reports).  

Business stakeholders included (Operational - Paramedics and Non Operational - Shared Services), within an heavily industrial environment of approximately 4,000 employees state-wide.

  • Revised the HR service delivery model to ensure efficient and effective provision of HR advice and support across the state. This was achieved by developing and investing in our internal staff capabilities and by implementing a Centre of Excellence team (HR Officers), which provides line managers and staff direct access to contemporary ‘People Support’ via a means of various communication portals.
  • Development and implementation of AV Leadership Programs (Senior and Mid-level Management) across AV which has enhanced the ‘people’ capabilities of the Senior Leadership Team, using trusted leadership principles and methodologies (LOF, 360 degree feedback, Succession & Talent management, EQ). 
    • Provide direction and leadership to the HR Business Partners on complex case management activities; to reduce associated industrial risks (complaint, grievances, long-term ill & injured etc), which has resulted in greater consistency across the state and reductions in workplace matters requiring external resolution (Fair Work Commission).  
    • Stakeholder engagement through understanding their environment, HR requirements and the development of 'People Plans' (Workforce Planning, ER/HR issues, Leadership Development) for Business Units.

    Senior HR Consultant

    Monash Health
    Aug 2008Jul 2012

    Reporting to the Director of Human Resources; in this position I was responsible for providing generalist HR support and advice to internal  to stakeholders across a number of Public Hospitals including Monash Medical Centre, Dandenong, Casey & Cranbourne (1000+ portfolio); and overseeing the professional and personal development of 2 HR Officers.

    • As required, I provided representation for Monash Health at the Fair Work Commission conciliation and arbitration hearings/conferences.   

    • Successfully completed recognised training courses in workplace investigations, grievance and conflict resolution (mediation). I acted as the subject matter expert (SME) for the wider HR Team.

    • The introduction of a Workplace Culture Health Check (WCHC) intervention which supports with the resolving of group workplace disputes, generally through a less formal strategy (where appropriate).

    HR Consultant

    TeleTech International
    Oct 2006Sep 2008

    In this position, I was responsible for our Commonwealth Bank of Australia (CBA) program. Partnering with the business to support managers with  recruitment and selection of staff, performance management process (planning and counselling), and change management (restructures and redundancies).

    • Successfully lead enterprise bargaining negotiations, ensuring productivity gains, flexibility and program growth.    
    • Change Management project with the closure of our ‘Bank West’ program. I was responsible for ensuring compliance to legislation, redeployment of selective employees and retrenchments.  

    HR Officer

    Woolworths Limited
    Oct 2002OCT 2006

    In this generalist position, I was responsible for the development and implementation of human resource policies and procedures for 10 store operations in Melbourne’s eastern region. I would provide 'hands on' support with end to end store recruitment, training, coaching managers and staff on HR policies and performance management process. 

    • Recruitment, attraction and retention advice to store, logistic and warehouse management teams.

    Various positions

    Woolworths Limited
    Feb 1994OCT 2002

    Various positions in Store operations (Customer Service, Produce and Grocery departments) while undertaking formal studies (VCE and under-graduate degree) in Human Resource Management.

    Skills

    Coaching & Influencing

    The ability to use my skills and knowledge to develop the HR competency of leaders/managers which builds their confidence with 'people' related decision making and limits industrial risk/exposure to the business.

    technical competencies

    Employee and Industrial relations, Performance Management, Change Management, Workforce Planning and HR interventions (Mediation and Conflict resolution, Workplace Investigations, Staff Engagement Surveys and Workplace Cultural Health Checks).

    Functional leadership

    The ability to positively influence direct reports to enhance their HR capabilities, which provides personal and professional development, while delivering HR customer service through the  provision of 'People Plans' for their business units.

    Stakeholder engagement

    The ability to understand the impact that 'People' related decisions have on the wider business, including my ability to establish trust, credibility and confidence with stakeholders, through the accurate provision of sound HR advice and support.

    Certifications

    Certified Professional Membership (CAHRI)

    Australian Human Resources Institute
    2009Present

    AHRI professional-level members must satisfy the mandatory education and/or knowledge, skills and experience requirements and commit to AHRI's continuing professional development (CPD) program.

    references

    References are available upon request.