About Me

Not just treated when they’re sick — but genuinely well. Supported by community, purpose, good food, safe housing, meaningful work, and access to care that meets them where they are. Wellness isn’t just a clinical outcome. It’s what happens when all the conditions for a good life come together.

I’ve dedicated my career to health because I believe in that vision — and because the gap between what our system delivers and what it could deliver is one of the most important challenges of our time.

MY STORY

I started on the front line — in aged care and disability, working directly with people who needed support. I trained as a nurse. I worked in hospital administration, private health insurance billing and claims, health ICT systems and data, clinical coding, performance and funding. I’ve designed models of care, led process improvements that freed frontline staff from administrative burden, negotiated complex funding agreements, built procurement functions and governed health organisations at board level.

None of that was accidental. Each role gave me a different lens on the same system — and over 25 years, those lenses have accumulated into something rare: a genuinely whole‑of‑system view of how health works, where it breaks down, and what it would take to make it better.

I’ve redesigned models of care to deliver improved outcomes — including in failed markets. I’ve led national funding and revenue functions across private hospital networks and delivered significant fiscal uplift. I’ve stewarded intergovernmental funding agreements at ministerial level. I’ve rebuilt fractured teams, redesigned governance frameworks and delivered reform in environments others found too complex or too political.

I’m known for making complex systems legible — walking into a broken organisation or a failing funding model and quickly understanding what’s actually happening, what needs to change, and how to bring people with me.

WHAT I BELIEVE  

I believe our health system has lost the plot a little.

We’ve built a system that is brilliant at treating illness — and deeply mismatched to the health challenges of today. We fund activity, not wellness outcomes. We pour resources into acute care and comparatively little into the conditions that keep people well. We’ve created regulatory burden that drains the energy of people who entered health to help others. Our workforce is burnt out — and we’re not caring for them the way we ask them to care for patients.

We hold a predominantly biomedical view of health that leaves enormous value on the table. The evidence for community‑based care, complementary therapies, social connection, purpose and meaning as drivers of health is strong — and we’re not acting on it nearly enough. Interestingly, the private health sector understands this about their members; they invest in wellness because keeping people well is commercially rational.

The public system hasn’t caught up.

And we’ve made cross‑sector collaboration — between health, housing, education and human services — extraordinarily difficult, despite the fact that the social determinants of health drive more outcomes than the health system itself.

The answer isn’t more doctors and nurses. It’s redesigning the system entirely.

That’s what drives me. That’s why I do this work.

HOW I LEAD  

I am a servant leader. My role — whether as an interim executive, consultant or board member — is to enable the people around me to do their best work. I care deeply about every person in my remit. I want their work to be meaningful. I want them to grow. I want them to feel seen.

That’s not soft. It’s the most practical thing a leader can do — because when people are doing meaningful work in an environment that supports them, the outcomes follow.

I also believe health leaders need to model the wellness they’re trying to build into the system.

Leadership sustainability — how we sustain ourselves through complex, high‑stakes work — is something I think about deeply and talk about openly.

You’ll hear it on The Deep Well.

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CREDENTIALS AND EXPERIENCE 

 MBA — Deakin University

GAICD — Australian Institute of Company Directors

25 years across NT Health, Calvary Healthcare, Healthscope, Cabrini, BreastScreen Victoria, Department of Health Victoria and more

Front line to executive — aged care, disability, nursing, administration, ICT, information management, data, funding, strategy, governance

Executive accountability for health funding portfolios over $1.3B

Board experience - Independent Board Director — Yea & District Memorial Hospital (2023–2025), contributing to governance, financial oversight and strategic direction for a rural Victorian public health service  

Actively pursuing NED appointments across health, aged care, disability and government. 

Advanced Negotiation Skills — Scotwork | PRINCE2 | Lean Six Sigma | ISO 9001:2015