Head of Product

• May 2022 - Present

Senior Product Manager

• Jul 2021 - Present

Product Manager

• Jan 2020 - Jun 2021

Global Consulting Capability Manager

• Aug 2019 - Jan 2020

Reporting to the Board of Directors, the Global Consulting Capability Manager role drives a culture of high performance and delivery capability in our global consulting business. Responsibilities: * Develop and roll out consulting project best practice processes * Support the knowledge management process by capturing IP from past and current projects to support future projects * Develop product offering suite based on client needs * Set and enforce quality standard and control processes globally

Project Lead

• Jul 2019 - Jan 2020

Achievements: Scoped and sold the second largest Purchase Order on a multi-year, strategic partnership project, supporting the design, delivery and transition to operations processes of the Integrated Operations function of a major Green fields Copper project in the north of Chile. Responsibilities: * Leading the cross-workstream strategic execution work stream, supporting the leadership to make strategic trade-off decisions to ensure that all roles are ready by the go-live date: 1) people ready; 2) process ready; 3) technology ready; 4) facility ready. * Support the Operations team by ensuring operational readiness for go-live through framing and control of operational processes, protocols, rhythms & routines, etc. * Own detailed transition plans for all roles to be commissioning * Lead the commissioning process during the transition to operations phase

SouthAM Circle Lead Link

• Feb 2019 - Jan 2020

Reporting to the Board of Directors, this Holaracy role ensure that the South American consulting team members and clients have the right capability, blend, information and strategic direction to deliver the integrated operations services to our industry clients. It helps facilitate relationships between other consulting and business teams as projects and best practice offerings are delivered. Equally, this role ensures strong relationships exist with clients and that a method of of transforming client business requirements to effective product offerings and solutions exists, evolves and is provided to the immediate project teams. Responsibilities: • Strategic regional and group analysis for the Board • Deliver and foster a culture of collaboration and inclusiveness via active leadership • Champion and value the diversity of team members and demonstrate commitment to high performance culture and Global io's core values • Effective planning and evaluation of strategic programmes and client projects • Drive the adoption of Project and Consulting Tools and Practices • Ensures that all organisational requirements are met

Senior Consultant

• Jan 2018 - Jun 2019

Recruited to deliver an 18 month integrated operations project in Santiago de ChileAchievements: * Delivered the operating model redesign, value case identification, planning, execution of the largest remote integrated operations center in the Copper industry in Chile * Led the commissioning process, ensuring that 225 individuals were relocated, recruited, trained and able to operate remotely without impact to production and safety from the Operations Center * Project was delivered on time (18 months from value case to operations), and under budget

Senior Consultant

• Jun 2017 - Jan 2018

During my 5 years with VCI, I grew from being the first graduate employee to leading multi-layered teams of up to a dozen professionals supporting Executives and Senior leaders to transform their organisations in an ever-changing business environment. Throughout my tenure, I supported mining, oil and gas operations, public utilities, industry bodies as well as corporate head office clients in progressively more senior and complex projects, from creating and executing innovation and technology roadmaps to orchestrating large-scale organisation transformations, and forging entire ecosystem strategies. My time with VCI was amazing and I am grateful for the privilege of not just being exposed to, but actively guided by some of the greatest strategic thinkers and leaders in the mining industry today.

Consultant

• Jul 2013 - Jun 2017

Core skills in strategic design and inductive conceptual problem solving approaches, focusing on strategy development, operating model design and innovation and technology strategy. Key responsibilities:  Performing industry analyses, peer benchmarking and other research in order to identify industry opportunities, trends, threats and their implications for the client The synthesis of market and competitor analysis to inform market entry strategies within the oil and gas and services industries  Developing effective quantitative and qualitative analysis on a broad array of business cases Conducting extensive market/ cost/ benefits modelling  Coordinating and facilitating change management activities in conjunction with supporting project management offices Undertaking strategic process modeling of logistics, and more specifically, supply chain functions with a view to process improvement  Conducting detailed business improvement activities for several clients, across a range of industries, using Lean techniques  Conducting detailed business improvement activities for several clients, across a range of industries, using Lean techniques  Responsible for operations and financial decisions for Innovation: State of Play, including sponsor and strategic partner relations  Business development and pipeline management/ support to VCI executives and partners.

Analyst

• Oct 2012 - Jul 2013

Assisted the consulting team by reviewing related literature, designing frameworks and collecting and analysing data. - Recommended suitable techniques and methods to analyse quantitative data - Created the survey questionnaire and survey report for the inaugural 2013 VCI Mining Innovation: State of Play as part of a study on innovation in the mining across the mining industry - Benchmarked leading mining companies' R&D and Technology budgets within the industry and compared to adjacent industries - Developed the teaming exercise frameworks for workshops with executive clients

Director Of Operations And Business Development

• Jul 2016 - Jan 2018

In 2016, the State of Play Survey Think Tank brand was structurally separated from the Advisory services of parent Company VCI. The objective was to create a platform to support industry discussion of innovation and performance at a strategic level, macro-level insights into the industry ecosystem, and more effective strategy execution and business design for competitive advantage.As Business development and operations director, I was responsible for developing and executing the strategic objectives of Innovation: State of Play (www.innovationstateofplay.com). At the point of my departure in January 2018, the State of Play survey was established as the most complete industry analysis yet, and shifts the focus to a more globalized view of the current state of innovation and how mining companies across the world are adapting to technological and social advances. Key results included: -A further 400% growth in the number of respondents, to over 800, including 20 C-level executives of some of the largest resource companies in the world for the 2017 State of Play survey- Delivering targeted regional reports for India and South Africa, in partnership with local affiliates companies Chamber of Mines South Africa and Chamber of Mines India- Expanding our flagship CEO Insights reports series in 2018 beyond the mining industry by focusing on the forces shaping Australia's primary industries (Water, Power, Energy, Agriculture, Construction, Mining, etc.) to identify potential synergies and areas of collaboration as a nation- Both reports were covered globally in new publications including the Australian Financial Review (AFR) and The Economic Times in India

Lead Project Manager

• Apr 2014 - Jun 2016

When I assumed leadership of the operations for the Innovation: State of Play knowledge platform for VCI in 2014 in its second year of operation, I was tasked with positioning the brand as a leading think tank in the industry. Key results include: - Securing recurring sponsorship for the project by engaging in a strategic partnership with the Energy and Minerals Institute at the University of Western Australia- Increased participation for the second survey, released in 2015, by 400+% to 230+ senior executive responses, positioning the brand as a leading think tank in the industry- Redesigning the survey platform from an annual survey, into a biennial one to focus the insights on long term strategic and macro trends- Launching the groundbreaking CEO Insights Report series in 2016, consisting of interviews with CEOs and Board Members from the World's leading mining companies to expand our understanding of the global innovation ecosystem- An official launch event with CEDA on 10 May 2016, including a panel where 5 of Australia's most prominent Business Leaders shared their experiences implementing innovation strategy across Australia's Heavy Industries

Business Analyst

• Jun 2015 - Mar 2016

I was on secondment from VCI Ltd to NextGenOpX, specialising in helping businesses to set up the next generation integrated operating platform. I have been involved with NextGenOpX from the start, assisting with the development of the business model, website, IP and business development strategy. Client-facing I had been involved in a project for a major resources company in Western Australia. The ambition of this project is to design, implement and transform the operating model into a fully integrated organisation that emphasises system over local needs; empowers and liberates the full potential of the people and the assets; and creates a superior competitive advantage for the company by locking in and embedding sustainable performance improvements through the resilience of its design. As lead business and research analyst of the business, I have been analysing processes and systems across the business units and play a key role in integrating the results from the diagnostic to gather a picture of integration across the business and inform the design process for the blueprint.