At the Presbyterian and Methodist Schools Association (PMSA), I navigated complex stakeholder dynamics and worked to establish a shared collective approach for the group — one with many parts working toward a common purpose. I was responsible for leading strategic initiatives, governance reform, and group collaboration across four prestigious independent schools, while overseeing significant financial assets, annual revenue, and a large staff and student body. My role centred on ensuring performance, growth, and sustainability, while providing direct support to the schools and establishing a viable and supportive corporate office to underpin the group’s long-term success. Key achievements included: - Helping restore stability across the multi-school network by strengthening financial sustainability and capability. - Leading the development of a highly consultative 20-Year Strategic Vision (2024–2044), embedding a philosophy of collective benefit through shared resourcing, governance alignment, and clearer direction. - Supporting schools with new capital acquisitions, major renovation works, and access to new resources, programs, and workforce capability. - Securing the acquisition of a new outdoor education facility and initiating its transformation plan. - Creating shared relationships across a diverse range of stakeholders at all levels in a highly complex environment. - Building the foundations of a corporate office and embedding collaborative systems to improve group-wide capability, effectiveness, and sustainability.

Orkawild is a independent advisory and leadership partner for boards, executives, and founders shaping what comes next in sport, education, consumer ventures, and complex organisations. We help leaders find clarity, align their organisations, and deliver outcomes that last. Our work spans advisory, leadership support (including interim or fractional roles where needed), and mentoring — guiding organisations through complexity while strengthening capability from within. Our work includes: – Reforming governance and decision-making for stronger clarity – Driving institutional transformation with stability and precision – Aligning culture, leadership, and systems for sustainability – Embedding capability so change endures beyond the project Alongside major projects, we take on selective consultancy engagements in sport, governance, and organisational alignment where a focused intervention can deliver meaningful impact quickly. Orkawild takes on a focused portfolio of advisory, leadership, project, and mentoring engagements each year to ensure depth, clarity, and outcomes that last. Orkawild is independent by design — a place for bold ventures, wild ideas, and real outcomes.

Engage Sports International is a private company established for selected consultancy projects and ventures. Engage Sports International is the holding company for Orkawild, Angry Penguins and Fig and Fi. While the company has delivered consultancy, development, and participation projects for sporting, outdoor and business organisations, its current role is primarily structural — supporting governance, ownership, and administration across it's current active ventures.

This was an honorary academic title recognising my past contributions to the Bond Business School, including guest lectures on sports governance, risk, and leadership.

Having a pivotal role in the establishment of AusCycling, that resulted in consolidating numerous national and state organisations, that lead to the establishment of Australia's premier unified National Sporting Organisation (NSO) in Olympic sports. My involvement encompassed governance enhancements, operational restructuring, fostering member involvement, and adeptly managing obstacles amid the COVID pandemic.

Supporting the Board, incoming CEO and management team in the earlier transition phase and establishment of AusCycling.

Recommended by SportAus to the Board of BMX Australia I was asked to take on the role of CEO for BMX Australia, concurrently with my role as CEO of Mountain Bike Australia. I worked closely with the Board to lead a successful transition of the company into the formation of AusCycling, whilst also maintaining the organisation’s normal business as usual activities for members. Responsible for the day-to-day governance, management and direction of this National Sporting Organisation. This included business and operational strategies, financial administration, business plan, workforce direction and management, member and stakeholder deliverables (including events, sport development and member benefits), along with marketing and growth strategies, planning and implementation. This role ended with the merger into AusCycling.

As CEO of Mountain Bike Australia (MTBA), I led the national governing body through a period of transformation, growth, and professionalisation. When I commenced, the organisation was small, under-resourced, and limited in reach. Over my tenure, I helped reshape it into a nationally recognised body with a clear strategic direction, an expanded and highly capable workforce, and a strong reputation as the leading voice for the sport. Staff numbers grew significantly, supported by a more sustainable operating model, and the organisation was positioned to deliver meaningful impact across all levels of participation. Membership more than doubled, supported by new benefits, programs, and pathways for individuals, clubs, and states. The national events calendar was expanded and strengthened, with MTBA playing a central role in developing competition from community through to international level. Importantly, under my leadership, MTBA secured National Sporting Organisation recognition from SportAus, firmly embedding mountain biking within Australia’s sporting system. This milestone created new opportunities for investment, advocacy, and policy influence at all levels of government. I also guided the sport into its next chapter through the creation of AusCycling, promoting the benefits of unification and helping secure one of the largest sporting integrations in Australia. This legacy positioned mountain biking within a broader, stronger platform for long-term growth and representation. For these contributions, I was honoured with Life Membership by the outgoing Board, recognising the transformation, impact, and future vision delivered during my tenure.

During my seven-year tenure I led this NSO through its most expansive period of growth and change in the organisation’s history. I was instrumental in managing both the financial performance and significant growth in membership base to create a self-sufficient organisation. I actively expanded the network of existing and new business activities, pathways, branding, social media and digital presence. This role ended with the merger into AusCycling.

As part of a family-owned and operated business, I played a major role in the development, scale, and growth of Shade & Play — a nationally recognised provider of shade structures, playgrounds, outdoor furniture and structural steel structures and solutions across primarily NSW and Victoria. I led the transformation of the company’s production and manufacturing capability, taking it from desktop outsourcing and a single factory bay to a full-scale in-house operation with fabrication, painting, and finishing services. At its peak, the factory employed 35 staff and delivered complete end-to-end capability, including installation services. My responsibilities spanned all managerial responsibility for the production arm of the company including day-today operations, workforce development, safety, quality control, and supply chain management, helping position the company as a trusted national brand.

M&A and Corporate Development Strategies

Wharton Executive Education

2024

Executive Presence and Influence: Persuasive Leadership Development

Wharton Executive Education

2023

AICD Directors Course Graduate

Australian Insitute of Company Directors

2017