CL Edwards Consulting Pty Ltd + 1 more · Saïd Business School, University of Oxford
Senior executive and non-executive director with 25+ years’ experience leading strategy, transformation, infrastructure, major programs and organisational performance across government, consulting and industry. I help organisations turn complex strategy and major investment into executable outcomes, integrating commercial, capital, operational, governance and delivery disciplines across the enterprise. My experience includes executive leadership, business turnaround, major capital programs, infrastructure strategy, operating model design, investment governance, program mobilisation and board-level assurance. I am currently considering senior executive, interim executive, major program and non-executive appointments where strategy, transformation, infrastructure, commercial discipline and organisational performance are central to the mandate.
As ANZ Executive Director, Program Management, I led the development of Jacobs’ program management capability across Australia and New Zealand, supporting major infrastructure, transformation and investment programs. My role sat at the intersection of strategy, major program leadership, commercial discipline, governance, risk and delivery, helping clients translate complex investment objectives into executable programs. Key areas of focus included: - Program strategy, mobilisation and operating models - Governance, assurance and executive decision-making - Portfolio, risk and performance management - Major client and opportunity development - Integration of technical, commercial and advisory capabilities - Connecting ANZ clients with Jacobs’ global specialist expertise - Digital, data and AI-enabled program approaches - Development of program management capability across ANZ I also played a leading role in Jacobs’ positioning for Brisbane 2032 Olympic and Paralympic Games opportunities, bringing together international major-event expertise, local infrastructure capability and senior client engagement. My focus was consistent: create clarity around outcomes, establish accountable governance, understand risk early and build a credible pathway from strategy to delivery.
Chair – Capital Works Committee Chair – Risk & Audit Committee As a Non-Executive Director of Racing Queensland, I contributed to the governance, strategic oversight and performance of a major Queensland statutory body operating across racing, wagering, infrastructure and industry development. My board responsibilities included: - Strategy and organisational performance - Capital investment and infrastructure oversight - Risk, audit and financial governance - Commercial performance and industry sustainability - Asset strategy and lifecycle planning - Major-project governance and assurance - Regulatory and stakeholder oversight As Chair of the Capital Works Committee, I oversaw a significant portfolio of racing infrastructure and asset-investment initiatives. As Chair of the Risk & Audit Committee, I provided oversight of financial governance, enterprise risk, assurance and organisational control frameworks. During my tenure, Racing Queensland managed annual revenue of approximately A$479 million, wagering turnover of approximately A$6.1 billion, and an industry economic contribution of approximately A$2.4 billion. Key initiatives included: - The Q at Purga, from need identification through land acquisition, business case, development and operational transition - Sunshine Coast and Gold Coast Turf Club redevelopment — approximately A$160 million - Asset and property strategy across the racing portfolio My contribution focused on disciplined governance, stronger capital decision-making, risk visibility and alignment of major investment with organisational and industry outcomes.
As a Non-Executive Director of Community Enterprise Queensland, I contributed to the governance and strategic oversight of a public-purpose organisation delivering essential retail and community services across regional and remote Queensland. My board contribution included: - Strategy and organisational performance - Commercial and financial oversight - Risk, governance and assurance - Capital investment and asset renewal - Acquisition and integration of new stores - Regional and remote service delivery - Stakeholder and community engagement - Executive accountability and decision support During my tenure, CEQ continued to expand and renew its retail network through the acquisition of new stores and significant capital upgrades to existing facilities, including major investment in locations such as Bamaga. These projects required careful consideration of commercial viability, logistics, community need, asset condition and long-term service sustainability in some of Queensland’s most remote operating environments. The role required balancing commercial discipline with public-purpose outcomes, ensuring essential services could be maintained and improved while major capital decisions remained financially responsible and operationally sustainable. My contribution focused on disciplined governance, sound commercial judgement and ensuring capital investment supported stronger, more sustainable services for regional and remote communities.