humaneer

Community Builder | Culture Keeper | Quiet Leader of Bold Change

As a Humaneer Ambassador, I help create spaces where HR professionals can exhale, feel seen, and reconnect to why they do this work.

🤝 I strengthen belonging across the community by hosting meetups where people can share openly, ask “stupid” questions, and speak from the messy middle.

💬 I seek to build authentic connections by moving conversations beyond “how’s work?” into what’s real, brave, and human, resulting in increased community engagement both online and in-person.

🌱 I shape the vibe of the Melbourne humaneer community, modelling curiosity and inclusion, and helping others feel brave enough to show up as themselves.

🛠 I design & facilitate workshops for the community, mostly focused on applying product thinking principles to HR work

🚀 I help Humaneer in it's quest to redefine what HR can be: more human, more impact, more fulfilment, one message, one meetup, one meaningful connection at a time.

Ambassador

Give A Damn

I help start-ups and scale-ups apply product-led thinking to solve common people-scaling challenges so they can turn the magic behind their success into rocket fuel for future growth

Founder

Catapult

My role at Catapult was a 12 month parental leave cover, which saw me lead the APAC P&C team (team of 4), as well as provide global P&C support for finance, rev ops & supply chain functions. I also played a mentoring role for the global people team by supporting the delivery of the FY24 people strategy, which included leading several key projects.

Key achievements: 
 
• I led the team that designed and delivered a comprehensive Engineering career framework, providing much-needed clarity on career growth within this function. Feedback from Engineers has been very positive
• I introduced an Agile P&C approach to my team in Melbourne. This has helped the team be more data driven in it’s work; gather feedback faster via prototyping, and generally improve the volume & impact of the work we’ve delivered.
• I implemented a new performance review process. This approach combines manager & peer ratings gathered throughout the year to provide regular performance feedback to people, driving high performance, and a more transparent and fair determination of performance. 
• To better support this new performance process as well as the introduction of career frameworks, I transitioned Catapult’s people success platform from Culture Amp to Lattice. 
• I oversaw the implementation of a new compensation tool (Comprehensive) to run Catapult's merit increase and equity distribution process. This involved guiding and mentoring a member of team with the end to end implementation & project management of the roll out. 
• Invested a significant amount of time in improving the global People team's utilisation of HR software and systems. This included improving the team's utilisation of BambooHR, in order to level up the integrity of our people data.
• I provided joint site leadership for the APAC region, this has included upskilling the leadership capabilities of the local managers, as well as overseeing the project management of moving Catapult’s Melbourne office from Prahran to Cremone.

Director, People & Culture (APAC) - 12 month Parental leave cover

PaperCut Software

As PaperCut's first P&C leader, my mission was to preserve our "People First" culture as the business rapidly expanded. I was accountable for all aspects of the P&C function globally, including talent acquistion and people operations. During my last four years, I was a member of the executive team. 

Key accomplishments: 

• I had the privilege of leading, mentoring, and expanding my team from a team of one (myself) to a team of ten. I am particularly proud that three of my team were able to advance to Head of People roles at other high-growth startups
• We reached a peak of 83% in PaperCut's employee engagement score through targeted improvements to career progression, people leadership, personal development, and transparent reward, recognition, and pay processes
• I worked annually with the executive team to create sustainable headcount growth plans and annual salary increase budgets, leading to a doubling of revenue and growth from 80 to 250 employees
• I oversaw the expansion of PaperCut's international offices, including tripling the headcount of our US office in Portland and opening a new UK office that grew to be almost as large as the US office
• To position PaperCut as an employer of choice we created a compelling Employee Value Proposition and prioritized candidate experience in our hiring processes. To further enhance these efforts, I hired a very capable Head of Talent and supported her to build on our foundation, resulting in numerous industry awards and recognition for our Talent Team
• I made it a priority to support and advocate for diversity, equity, inclusion, and belonging (DEIB) efforts across PaperCut. This included reworking our internal policies and hiring processes, and appointing regional and global DEIB leads to deliver education and resources to increase awareness and understanding
• I spearheaded efforts to design innovative agile organizational structures that would deliver rapid scalability, and significantly improved customer outcomes

Head of People & Culture

Port of Melbourne Corporation

I was brought into PoMC to deliver the key projects of the three year People and Culture strategy. In the past twelve months internal team movements have also seen me take on Business Partner responsibilities for two of the four divisions within PoMC.   

Key achievements: 

- Negotiated a new PoMC Enterprise Agreement with Unions and employee bargaining representatives under a climate of uncertainty and change due to an impending privatisation process. The new EA was agreed prior to the expiry of the existing agreement with 96% of employees voting in favour
- On request from the PoMC Board of Directors, I implemented a new recruitment process which reduced labour costs by $500,000 per annum and delivered a level of rigor in the hiring decisions that would withstand scrutiny 
- Undertook a statistical analysis (t-tests/correlations/regression analysis) on PoMC’s employee satisfaction survey results. I identifying improvement opportunities within leadership development, which the CEO then used to inform an executive leadership program
- Project managed the implementation of a HRIS into PoMC including system configuration. Unfortunately the implementation did not proceed due to unresolvable software issues with the vendor. I did however successfully close the project out and recoup compensation     
- Launched a prototype two way monthly performance conversation form to replace our current annual review form. This is currently being piloted within the P&C team before being trialed in other areas of the business.

People & Culture Business Partner | Project Manager

CSM Sport & Entertainment

I was initially engaged on a fixed term contract with a brief to improve the quality of
service the HR team provided to the business. After six months I was offered a full-time
role with added responsibility of delivering HR business partnering to two divisions.  

Key achievements: 

- I worked closely with my senior managers across both my brands, delivering leadership coaching which improved their capability in developing their staff and empowering them to deliver great work
- Completed the first remuneration analysis ever undertaken for the entire CSM group. The analysis was used to inform future salary decisions by the newly formed remuneration committee
- Developed a talent acquisition strategy for the global CSM group, which I presented to the executive team. The executive team approved the strategy and the Recruitment team were tasked with implementation
- Spent six months working remotely on my return to Australia, where I redeveloped the internal HR procedures and built easy to use manager and employee factsheets on key HR issues. These were rolled out by the London HR team across the business.

Human Resources Business Director

I started with DWS as an IT graduate, before moving into the P&C team. My first role
was in Recruitment before I stepped into a P&C Business Partner role. My final year was
focused on project delivery, leading a national change initiative.

Key achievements:

- Launched the first DWS employee satisfaction survey, with a participation rate of 90%. I used the results of the survey to develop a national organisational change initiative. This initiative was developed during Executive Team planning workshops which I participated in 
- Developed a national training & career pathways framework, based primarily on industry recognized certifications (i.e. Microsoft, Oracle & PMBOK). This was instrumental in ensuring that DWS retained its Microsoft Gold Partnership. 
- Delivered over 100 performance appraisals per annum for DWS consultants in both Melbourne and Adelaide. This included the development of a calibration process to ensure that salary increases were applied fairly across the organisation  
- Collaborated with the GM in the Adelaide office to create prototype capability groups, which focused on growing consultant capabilities within key technologies. 
- Delivered performance counselling, and when required separation services to both the Adelaide and Melbourne offices. I had great success at improving poor performing consultants back to a level where they were making positive contributions to the business again. 
- Managed the DWS graduate program, hiring over 30 graduates in12 months. 90% of these hires were still with the organisation and billing clients when I left DWS
- Built strong relationships with key universities in Melbourne by attending campuses and offering career advice seminars to prospective graduates.

People & Culture Business Partner | Recruitment Consultant

From my first interaction with traditional HR nearly 20 years ago I've been driven by a simple question: "Surely there must be a better way to do HR?"

I travelled the world in a quest for inspiration, looking in places you may not expect. TedX conferences, elite sports teams, design thinking, to name just a few. I then had the good fortune to set up and scale People teams in global high-growth tech companies.

These opportunities gave me a front-row seat to hyper-paced, disruptive, customer-obsessed product thinking, and I had a thought – What if the future of HR wasn't HR at all?

I began to apply human centered design and product thinking to the way my teams designed impactful people solutions and something wonderful happened. We delivered solutions that actually helped people consistently do great work, while tangibly improving customer value and creating growth. I was hooked!

I created Give a Damn to help fast-growing teams scale with clarity, agility, and heart, using product thinking combined with deeply human design to honour what matters most: your people, and the people your work enriches.

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