Experience

Energetics

• Australia
• Business Consulting and Services
• 1 - 100 Employee

• General Manager - People and Culture

  • Aug 2017 - Present

  Energetics develops market leading approaches to climate and energy risk management for ASX100 and all levels of government.Consulting across all sectors of the economy, we provide insights and advice on the physical and transitional risks created by climate change, adaptation pathways, science-based emissions reduction targets, strategic energy procurement, clean energy technology investments, and the growing scrutiny of investors into climate-related risk management and reporting.As General Manager of People and Culture I play a critical executive role in Energetics’ business by leading the strategy and tactical execution of systems, processes and initiatives that cover the full employee lifecycle. I am responsible for the development of the Talent Strategy which articulates our plan for resourcing and developing the businesses and leading the Resource Management function; ensuring projects efficiently transition from contract to delivery. I am accountable for Employee Engagement and Wellbeing and providing leadership of the cultural framework through the clear articulation of the firm’s values and behaviours.

• Project Operations Principal

  • Jul 2010 - Jul 2017

  As Project Operations Principal my role was to:• Lead the Resource Management (workforce planning) function including process design, system implementation, skills mapping and workforce planning for 50 engineering and commercial consultants in multiple business units throughout Australia• Lead Talent Acquisition and Learning and Development with a focus on understanding needs for both the immediate and strategic longer term• Design, build and then analyse critical Business Information (Intelligence) information particularly regarding lead and lag indicators. This enables the business to understand its revenue pipeline and which levers it may to adjust to respond to the market.• Act on business as usual HR elements, including performance management and policy writing plus complex HR matters including workplace investigations and restructuring issues• Chair business critical meetings including weekly leadership team operational roundtables and project inception briefings.



Earth Hour Global

• Operations Manager (contract)

  • Feb 2009 - Jul 2010

  The Earth Hour Global team was responsible for leading and mentoring country teams in their Earth Hour efforts. The campaign encourages individuals, businesses and governments to show leadership on environmental solutions through their actions, to use Earth Hour as a platform to showcase to the world what measures they are taking to reduce their environmental impact. Key responsibilities • Operational Management of team, including sourcing, negotiating and executing new office location, budgeting and day to day activities • Preparation of strategic plans, business cases and report delivery including final reporting to main donors to the Earth Hour campaign • Lead initiative to increase the Earth Hour country participation by leveraging multiple communication platforms, including social and traditional media. Resulted in an increase from 88 countries in 2009 to 129 in 2010 with a reach to over 1 billion people • Design and management of internal communications "wiki" which was used by 128 country teams to execute Earth Hour



LG Gregory & Associates

• Recruitment Consultant (contract)

  • Apr 2009 - Jun 2009

  As part of an external team of 12 consultants I was responsible for the recruitment of approximately 400 new staff members to a leading NGO who had 48 new sites in NSW, QLD, SA and VIC. As part of an external team of 12 consultants I was responsible for the recruitment of approximately 400 new staff members to a leading NGO who had 48 new sites in NSW, QLD, SA and VIC.



PwC

• Professional Services
• 700 & Above Employee

• Performance Improvement Resourcing Manager

  • May 2007 - Sep 2008

  Upon returning from secondment to London I rejoined the Sydney office, this time in the Performance Improvement arm. I was tasked with leading the assessment of business processes for the internal Resource Management (workforce planning) functionAdditionally I was responsible for delivering workforce planning solutions to senior management including work pipelines, staffing and capability needs and business performance trends

• extended overseas travel

  • May 2006 - Apr 2007

  After finishing my secondment in London I travelled extensively over an 8 month period before settling back into Australia and rejoining PwC

• Advisory Services Resourcing Manager - 18 month secondment

  • Nov 2004 - May 2006

  As a key member of the world's best practice Resource Management team I was deployed to one of PwC's London offices with the remit to identify, design and implement change to enable senior management , including myself, to make key workforce decisions in a proactive and informed manner.As part of this role I directly managed a team of consultants and mentored a further group of specialists from other offices.

• Assurance Resourcing Manager

  • Sep 2000 - Oct 2004

  Commenced at Administrator level and promoted to Senior Planner in 2002 then Manager in January 2004. I was seconded to the London office in November 2004.Key responsibilities• Negotiation of short term workforce planning solutions for two audit industries totalling approximately 200 staff by ensuring stakeholders were managed and business and client needs were addressed. • Key contact for the design, production and analysis of staff utilisation forecasts and actual results from individuals through to the Firm Leadership.• Designed and presented training courses relating to resource management for audiences varying from new consultants (classroom sessions of up to 60 people) to more experienced lateral recruits