Greater Adelaide Area
I am a commercially driven executive with over 20 years of experience building and transforming organsiations across elite professional sport, public transport, utilities, ASX listed healthcare and Higher Education. I have operated at the executive level in each, across environments defined by high stakes, complex stakeholder landscapes, regulatory intensity and relentless performance pressure. Currently a member of the Executive Leadership Team at Port Adelaide Football Club (on of 19 elite clubs competing in the AFL, Australia's largest and most culturally significant sports), my brief extends well beyond people and culture. I hold executive oversight of two licensed hospitality venues, lead responsibility for the Club's football academy commercial model and strategic input across the full executive agenda, including Ai integration and long term organisational design. Across my career I have: Delivered material commercial outcomes: including a 30% EBITDA improvement in an ASX-listed healthcare business through operational redesign and strategic clinical partnerships; and commercial frameworks underpinning international infrastructure bids exceeding $2.1B Built and transformed organisations: leading structural change, workforce integration, and culture programs across government transition, healthcare, utilities, and elite sport Operated at scale and across borders: with international partnership and bid experience spanning the United States, Europe, and the Asia-Pacific; and partnership work within global corporate networks (Keolis, Downer Group, Monash IVF) Led through complexity: enterprise agreement negotiation, industrial tribunal representation, multi-body regulatory compliance, and board-level governance Integrated AI and data: actively building AI-powered analytics and automation into executive strategy and organisational operations Developed executive talent: personal delivery of leadership and coaching programs for senior leaders, professional coaches, and elite athletes What I bring that is genuinely uncommon is the ability to lead across a full executive brief, commercial, operational, people, governance, rather than within a single functional lane. High-performance organisations, whether measured by premiership points, share price, or EBITDA, operate on the same fundamentals: clear strategy, capable people, disciplined execution, and cultures that hold under pressure.
Port Adelaide Football Club competes across three elite football competitions; the AFL (men's), AFLW (women's), and SANFL (state league) and operates two licensed hospitality venues and a growing football academy. Annual revenue: $60M. Personnel: 250+. As a member of the Executive Leadership Team, I hold executive accountability across strategy, operations, organisational design, licensed venue management, and football academy commercial development alongside the people and culture function. Commercial & Operational Leadership Executive lead for the establishment and commercialisation of the Club's football academy programs building the full operational model, stakeholder framework, and revenue strategy from inception to support player pipeline, community game growth, and Club commercial objectives Executive oversight of licensed venue operations across two sites, including staffing, event management, and operational performance across matchday and daily trade Organisational Design & Transformation Executive co-lead of the full restructure of the men's and women's football departments organisational design, role clarity, and talent placement across coaching, football operations, and support functions Drove integration of previously separate AFL and AFLW programs into a unified operating structure with shared culture, systems, and operating rhythms Lead new ways of working through efficient process design and people capability optimisation Governance, Compliance & Risk Operated within a complex multi-body regulatory framework including AFL salary cap compliance (a workforce cost regulatory mechanism analogous to financial fair play in European football), player welfare obligations, and government-facing community program requirements Led WGEA-compliant gender pay gap reporting, First Nations inclusion programs, and LGBTQIA+ belonging initiatives
Keolis Downer is Australia's largest private multi-modal public transport operator, a joint venture between Keolis (France's global transport group, operating in 16 countries) and ASX-listed Downer Group. In this executive role, I held full people, industrial relations, and workforce strategy accountability for the Adelaide metropolitan heavy rail service, responsible for 250M+ passenger journeys annually. Led the workforce transition of Adelaide's heavy rail operations from State Government into private operations within a four-month deadline, managing simultaneous regulatory, workforce, and stakeholder complexity Represented the organisation in all Fair Work Commission arbitration proceedings, maintaining operational continuity across a heavily unionised, safety-critical environment Designed workforce modelling and forecasting frameworks underpinning international infrastructure bids and projects exceeding $2.1B in combined value Built governance frameworks managing complex program interdependencies across multiple business units and global locations Established strategic partnerships with international counterparts across the Keolis global network to align leadership and operational practices
Led full organisational transformation, shifting the business from an operational "do and charge" model to a commercially-focused, growth and safety-oriented culture through process redesign, digital enhancement, and culture change Implemented analytics and insights frameworks for performance trend projection and executive forecasting Secured government grants for strategic initiatives through stakeholder engagement and program proposal development Managed industrial relations workstreams across acquisitions and workforce integration programs
Held direct P&L responsibility for SA/NT operations delivered a 30% EBITDA improvement through strategic clinical engagement, service portfolio expansion, and operational redesign Established the HR function from inception, integrating people strategy as a commercial enabler Negotiated three enterprise agreements across a complex clinical workforce, achieving annual wage outcomes below 2.5% Structured and closed an international commercial partnership with California CryoBank (US), establishing a new revenue stream and demonstrating cross-cultural commercial negotiation capability Led culture change program eliminating entrenched organisational silos, building a customer-centric, high-performance operating environment