Company Director

I am highly skilled Company Director with more than a decade of experience in unincorporated joint ventures, ASIC-registered and Not-for-Profit companies. Examples of my experience include the companies that supported the research and development by two very successful Cooperative Research Centres, and a commercial arm for the commercialisation of the research. In addition to this past experience I now work on a SA Government Board and an International Research and Development Foundation.

Prior to working in the private sector I was a senior public servant with responsibilities for large income generating components of the SA public service with significant responsibilities to government and customers. Below I have outlined some specific information related to the key roles of a Company Director.

Strategic Planning

As Managing Director I had an influential role in the development of the strategy of
Ninti One Ltd/CRC for Remote Economic Participation. As a multi-partner organisation, the setting of the strategic direction was complex and needed to be relevant to investors and end-users of the research, while maintaining the strategic oversight and independence of the Board. Our direction was successful in obtaining $150 million in investment for Remote Australia to enhance economic outcomes. Our work was often significantly affected by rapid changes in government policy. Under my leadership we regularly reviewed our direction to ensure we were effective – given rapid changes in our operating environment.

Governance

As a Company Director I maintain a sound working knowledge of all of the legislation that underpins my various roles. In practical terms I have been directly responsible for ensuring company financial reporting, audits, risk management, intellectual property and ethics processes, and the operation of Board sub-committees on all of these matters. All independent reviews of the boards I have participated in have been highly praised for their standard of governance and compliance with legislation.

Research, Development and Commercialisation

My personal philosophy is that we need to operate from an evidence base in effecting change. Over the past 10 years, I have led processes that have significantly increased the evidence base that informs policy and the value chains of the industries operating in remote Australia.

As a Director I actively research funding sources to keep myself informed. In partnership with stakeholders I have the capacity to strategically assess funding criteria for its relevance to an organisation, to develop bids inclusive of stakeholders and investors, then assess bids for compliance with a funder's funding criteria. Example of the success of this approach is successfully achieving an annual turnover of between $12 million and $20 million for Ninti One Ltd.

Through my research and development experience I have networks across the education and research sector. I have led processes which have enhanced research practise by working in partnership developing protocols that facilitated the active involvement of Aboriginal and Torres Strait Islanders in research.

Policy Development

I have had active involvement of policy development as a senior public servant. Examples are developing a new framework for governments' consideration on Freedom of Information, developing customer service policies and frameworks as land transactions approach the digital age and access regimes for Aboriginal and Torres Strait Islanders to sensitive government material about their heritage.

I was responsible for the interpretation of competition policy for two large departments and its practical implementation within my directorate to ensure compliance. I have also played a role in responding to competition policy complaints.

In the research and development aspects of my work, informing government on policy formation was a key usage of our research

Stakeholder engagement /Collaboration/Communication

My work has always involved a diverse range of stakeholders. As a Director I am keen to make certain the boards I am on communicate effectively to their audiences and that this communication is measured for effectiveness. While most communication is initiated by an organisation, boards need to be active participants in this communication. The boards where I have influenced the communications agenda all have active stakeholder engagement processes suitable to their clientele.

My specialty has always been the ability to work in cross-cultural environments with the goal of bringing people together to discuss and solve wicked problems. Coupled with this is my keen interest in putting together multi-partner/consortium bids to build large joint ventures.