Experience

• 

  Containers for Change QLD

  • Brisbane, Queensland, Australia

  • Executive General Manager People and Culture

    • Jul 2023 - Present
    • Brisbane, Queensland, Australia

• 

  Department of Energy and Public Works (Queensland)

  • Panel Member, Tripartite Procurement Advisory Panel

    • Mar 2022 - Present

• 

  People Results Australia Pty Ltd

  • Director

    • Apr 2021 - Present

    I offer over 25 years of leadership and success in building effective, business focused HR and IR capability to support organisations and individuals to achieve results. An expert at both the tactical "hands-on" and strategic level, I provide business leaders and owners with solutions for interim/short term Human Resources support or additional expertise to design and deliver specified projects and initiatives. This includes:• Design and implementation of practical HR and IR strategies, programs and initiatives that support the business vision, values and strategy and build an engaged and motivated workforce;• Implementation of OD initiatives such as talent pipeline/leadership development, reward/recognition programs, inclusion and diversity initiatives, health and wellbeing programs and employee development programs;• Review and implementation of modern policies and practices that reflect contemporary HR, IR and people challenges;• Identification and mitigation of business risks relating to emerging HR, IR and people issues;• HR and IR; expertise to support due diligence, acquisition and integration activities;• Provision of operational, problem solving and tactical support across all aspects of HR.

• 

  KGL Resources Ltd

  • Group Human Resources Director

    • Jul 2021 - Apr 2023

    Establish People and IR strategy and framework for construction and operations phases.Deliver HR and IR components of Feasibility Study.Strategic and Operational HR and IR support.

• 

  BESIX Watpac

  • Australia
  • Construction
  • 700 & Above Employee

  • Chief People Officer (BESIX Watpac)

    • Jul 2019 - Mar 2021

    BESIX Watpac is one of Australia's leading construction businesses employing approximately 600 direct staff. In December 2018 Watpac was acquired by Belgium-based BESIX and delisted from the Australian Securities Exchange. Reporting to BESIX Watpac’s CEO and BESIX CPO and part of the refreshed BESIX Watpac Group Leadership Team, I was responsible for all strategic and operational Human Resources, Industrial Relations, Learning and Development, Remuneration and Benefits, and Payroll functions for Australia and local regions. Under new ownership my key focus areas also included :• Supporting the transition of Watpac from a publicly listed company to a fully owned subsidiary of international BESIX including restructure of remuneration programs and transformation of business structure including downsizing;• Implementation of revised HR, OD and IR strategies to support the BESIX business model, new strategy and priorities;• Identification and mitigation of business risks and advising the newly appointed CEO and GLT of best practice solutions relating to emerging HR, IR and people issues;• Provision of HR and IR expertise to support due diligence, acquisition and integration activities including establishing/operating in new markets locally and offshore;• Alignment and implementation of BESIX flagship employee programs, policies and initiatives including new values;• Acting as an advisor to local and internationally based BESIX leaders in matters relating to domestic Employment, HR and Industrial legislation, policies and best practice, and• Proactively driving the COVID strategy and response including employee and stakeholder communications/actions, advising on employment and industrial relations matters and delivery of mental health and wellbeing initiatives.• Providing coaching and leadership to the HR and Payroll teams.

  • Group General Manager Human Resources (Watpac Limited)

    • Oct 2005 - Mar 2021

    Watpac Limited was a publicly listed leading contractor based in Brisbane with offices and sites across the east and west coast of Australia. I joined the business in 2005 in a newly created role to establish the human resources function needed to support the planned growth of the business. Between 2005 and 2018 Watpac operated in markets including construction, property development, specialty services, civil landscaping, civil infrastructure, civil engineering, and mining. The business grew organically and through acquisition and had a peak direct workforce of approximately 1700 employees.As national head of HR I was part of the Group Executive team and responsible for leading the people function including:• Developing and delivering the HR Strategic Plan and related initiatives;• Advising executive on Industrial Relations matters including current issues, legislation and policies, best practice, EBA negotiations, and strategy;• Driving the Learning and development function including implementation of strategies to ensure talent pipelines and future skills needs are addressed;• Implementing retention strategies, succession planning, reward/recognition, talent management, inclusion and diversity, and other HR initiatives as appropriate;• Managing Remuneration and Benefits including provision of advice and guidance to the Board, Remuneration Committee on remuneration and people related issues, determining competitive and appropriate remuneration strategies, and service delivery of the Payroll function;• Providing expertise, advice and support to leaders and staff in regard to legal and government regulations affecting Human Resource, Industrial Relations and Payroll functions;• Identifying and managing the Group HR risk register and leading implementation of appropriate mitigation actions including addressing emerging issues such as Whistleblower/Ethical conduct and Modern Slavery policy; • Providing coaching and leadership to the HR and Payroll teams.

• 

  The NEPS Centre

  • Brisbane, Australia

  • Non Executive Director

    • 2006 - 2008
    • Brisbane, Australia

    Not For Profit Board Member

• 

  Allianz Partners

  • Brisbane, Australia

  • Manager, Human Resources and Development

    • Aug 2004 - Oct 2005
    • Brisbane, Australia

    Part of the Allianz Group, Mondial Assistance is the international leader in assistance, services and travel insurance. Mondial Assistance operates in 28 countries and employs 6,500 employees, servicing major corporate clients including; vehicle manufacturers, travel agencies, airlines, tour operators, property managers, universities and insurance companies. Reporting to the Managing Director of the Australian business I was responsible for all strategic and operational Human Resources, Industrial Relations, Learning and Development and OH&S functions for the Australian Mondial Assistance operations. Focus areas included succession/replacement planning, high potentials/future leaders, OH&S, up-skilling of frontline leaders, industrial relations, climate/cultural surveying, talent acquisition, reward and recognition, employee benefits, performance management, and industrial relations including negotiations of industrial agreements.

• 

  Raytheon Australia

  • Australia
  • Defense and Space Manufacturing
  • 700 & Above Employee

  • Senior Human Resources Leader - Organisational Effectiveness & Strategy

    • Oct 2003 - Aug 2004

    Raytheon Australia is part of the multinational Raytheon Technologies Corporation one of the largest aerospace, intelligence services providers, and Defence manufacturers in the world. Locally Raytheon Australia is the nation’s leading provider of whole-of-life capabilities for the Australian Defence Force successfully delivering on a range of areas including Australian Defence Force systems, Joint Fires, Integrated Air and Missile Defence and Advanced Test & Training.After relocating back to Brisbane I remained with Raytheon Australia working closely with the Director of Human Resources in a newly created role focused on implementation of the HR Strategic Plan and related initiatives. Key priorities included:• Organisational Development including reinforcing and developing key leadership competencies and practices;• Facilitating the development and management of action plans from internal and external climate and leadership surveys;• Partnering with Executive leaders to develop and drive retention strategies, succession planning and talent pool development;• Participating in key organisational sustainability strategies including the Program Execution Review Board and Workforce Planning Cycle review team;• Developing HR policies and strategies, auditing systems and practices which align with and support High Performance Organisation.

  • Senior Human Resources Leader

    • May 2002 - Oct 2003

    As HR leader I was responsible for providing strategic and operational human resources and industrial relations support to the organisation as it progressed through a period of change and growth. In this capacity I provided advice and solutions to operational managers, the HR team and employees. Core focuses included:• Partnering with leaders to develop retention strategies, succession planning and talent pools;• Improving employee engagement by driving the resolution of employee grievances and performance issues; • Designing and managing remuneration reward/recognition and incentive programs; • Provision of timely, accurate and effective guidance and advice to HR team members, Business Leaders and employees on HR issues, policies, strategies and legislation (HR, ER/IR, OH&S);• Improving leadership capability and performance by redefining and supporting competencies and behaviours; • Partnering with business leaders on execution of their business strategy through the delivery of people and culture programs. I was also a member of the Program Execution Review Board, a small team assembled by the Managing Director to undertake intensive reviews of all large projects to ensure that the appropriate tools, policies and processes were in place; that projects were following company best practice, including lessons learned; that projects had appropriate staffing and practices in place to attract, motivate and retain staff; and that programmatic risks were correctly identified and addressed.

  • Human Resources Transition Manager (secondment to project)

    • Mar 2003 - Aug 2003

    In March 2003 Raytheon Australia secured the contract to manage the operations and maintenance of the Canberra Deep Space Communication Complex. Managed by CSIRO, the CDSCC is a part of NASA's Deep Space Network. My role was to develop a solution and draft the tender response addressing HR and industrial relations capability. Upon successful contract award, I was seconded to work with CSIRO and the Raytheon Program Manager to provide HR leadership to deliver a successful transition/integration of the workforce. Ongoing challenges include employee engagement, the industrial relations environment, change management and development of foundation HR infrastructure such as SH & E practices and performance management. In August 2003 I received the Managing Director’s award for provision of outstanding leadership for the Canberra Deep Space Communication Complex program transition.

• 

  Boeing

  • Human Resources Manager - Commercial Aviation Services

    • Mar 2001 - May 2002

    Boeing's presence in Australia is the company’s largest footprint outside the United States, with more than 3,000 employees in 38 locations. Boeing has the broadest portfolio in Australian aerospace, with its employees and an extensive supply chain supporting our advanced manufacturing of commercial aircraft composite components, defence systems design and development, modeling and simulation, research and development, support and training, and unmanned systems.Reporting to the divisional General Manager and the Talent Director, I was responsible for providing HR generalist support and capability to establish Commercial Aviation Services, a new Boeing Australia business. My major focuses included: Strategic Planning and establishing HR frameworks for a commercial business Workforce planning, talent attraction, and retention of engineers, technicians, and support staff as per project schedule Establishing criteria for job grading and associated remuneration for commercial engineers to align with existing defence grading systems and regional airline grading systems Development and management of an expatriate exchange program designed to provide training in the Boeing Company USA. Managing employee relations and driving employee relations strategy in a multicultural environment and with high level of ex-union employees. Development and implementation of redeployment and retrenchment strategies Other duties included interpretation and development of policy, provision of advice to management and employees on all facets of HRM, expatriate management support, management of service providers (including management of contracts), implementation of corporate learning and development initiatives, tender support management of HR budget within the division, and strengthening the relationship between HR and the business.

  • Human Resources Officer- Knowledge Systems Division

    • Sep 1999 - Mar 2001

    Reporting directly to the Project Manager and functionally to the General Manager Human Resources, I was responsible for all aspects of HR for the Wedgetail Project (multimillion dollar defence project) including 140 expatriate engineers/technicians and project support.Challenges of this position include motivation of employees during a difficult period, recruitment and workforce planning (due to changing requirements, negative media coverage and a limited market), strengthening relationships with the US parent company (issues such as labour supply, export licensing, cultural differences), provision of costing information for all aspects of HR related to the project, sourcing additional work for employees to ensure labour utilisation remains high, development and refinement of HR Policy for International Assignments, managing SHE and workplace safety issues in the US environment, and performance management issues.

  • Human Resources Officer - Aerospace division

    • Mar 1998 - Sep 1999

    As a member of a small HR team responsible for approximately 400 employees my skills and experience in this position were very generalist. My role reported directly to the divisional Human Resources Manager and required responsibility and advice in all facets of Human Resource Management including recruitment and selection, industrial relations, OH &S, onboarding, training, performance management, tender support, and policy advice to employees and management.

  • Human Resources Officer - Aerospace division

    • May 1996 - Mar 1998

• 

  The Department Of Social Security

  • Melbourne Area, Australia

  • Human Resources Officer

    • 1995 - 1996
    • Melbourne Area, Australia

    • Generalist HR role with responsibilities including:• Payroll administration, including terminations and new starters • HR administration including recruitment, superannuation, training and development • Recruitment of permanent and temporary workforce in accordance with workforce plans.• Provision of advice to managers and employees on interpretation of policies and legislation.