Melbourne, Victoria, Australia
Emily has a masters in Leadership and Organisational Learning. Her career spans both the private and public sectors, with experience in multinationals, Government bodies, to business schools, and global consultancy. Emily is a certified coach both with CTI - CPCC, the ICF (PCC), LHH, NLP, i4 and SLII. She is in her element when bringing the best out of others, and assisting organisations to reach their strategic goals.
Specialising in Leadership Consulting, Corporate Development Strategy, Diversity and Inclusion, Change Management and Executive Coaching. - Driving the implementing a positive culture of engagement at Ford Motor Company, based on the Harvard service profit chain. Part of a global change management initiative Emily is leading this is Victoria. - Design and facilitation of Leadership Development programs. - Delivery of development coaching, executive coaching and performance coaching with clients such as: Gallagher Bassett, Commonwealth Bank, DWELP, Saputo, Accenture, Rio Tinto and Beyond Blue. Emily is certified coach with a background in a wide range of fields from leadership to team coaching.
The Victorian PLC initiative is part of Victoria’s system architecture for school improvement. The Professional Learning Communities (PLC) initiative aspires for all Victorian Government schools to effectively and sustainably implement PLCs to improve student learning and wellbeing outcomes through teacher collaboration and changes to teacher practice. PLCs are an approach to school improvement where groups of teachers work collaboratively at the school level to improve student outcomes. PLCs schools start from a simple idea: students learn more when their teachers work together. Commencing with a pilot intake of 64 schools in 2016, and now reaching over 1,300 schools, the initiative will provide all Victorian government schools with support to work as PLCs by 2024. Teachers in PLCs work on the school improvement priorities outlined in the School Strategic Plan (SSP) or Annual Implementation Plan (AIP). They use the Framework for Improving Student Outcomes 2.0 Improvement Cycle to work through short, 6-8 week cycles focused on improving learning and wellbeing. The Manager of the PLC Unit takes leadership of monitoring and evaluation of the initiative, as well as statewide policy development. Resource management and allocation, budget building and procurement for the multi-million dollar state government budget commitment are key aspect of the role.
The Senior Manager for Positive Climates for Learning oversees four key Units within the Department: - Health, Well-being, Inclusion, Recovery and Resilience Workforces. - Mental Health Practitioners - Behaviour Support Unit - School-Wide Positive Behaviour Support Unit
Supporting Vestas (renewable energy) to develop people development strategies, design and implement a D&I strategy, and streamlining processes and polices to drive a more inclusive and accountable leadership culture.
This role sits at the strategic centre of Coles’ operations, within the Supply Chain Academy—an organisation designed to strengthen enterprise-wide strategic capability and uplift performance across one of Australia’s most complex operational networks. The Academy plays a critical role in ensuring Coles remains future-ready as an ASX-listed retailer by building the strategic leadership, operational excellence, and workforce capability required to deliver the company’s long-term vision. With a mandate spanning capability development, organisational performance, and strategic project execution, the role is central to enabling an agile, innovative, and strategically aligned Supply Chain. Global supply chains are undergoing unprecedented disruption, driven by new technologies, shifting customer expectations, and emerging competitors. Coles recognises that sustained market leadership depends on continuously evolving its strategic capability—embedding modern ways of working, strengthening leadership, and developing a workforce equipped to anticipate and respond to disruption. Through the Academy, Coles is investing purposefully in its people, leadership culture, diversity and inclusion strategy, and high-impact strategic projects to ensure the business stays ahead of the exponential change curve shaping the global supply chain sector. This role will help translate Coles’ supply chain strategy into practical capability uplift, scalable development programs, and performance initiatives that enhance decision-making, build organisational resilience, and position Coles as Australia’s most trusted and future-focused retailer.