With more than 12 years in creative leadership, I have developed a collaborative, transparent management style grounded in clear communication, accountability, and trust. At Australian Retirement Trust (ART), I led a newly merged multi-disciplined team through a period of significant change, uniting two previously separate teams (Sunsuper and QSuper) under a shared purpose and culture. I introduced regular one-on-ones, structured feedback sessions, and team retrospectives to strengthen capability, clarify expectations, and celebrate progress.

My approach to leadership combines structure with empathy — setting clear behavioural and performance standards while fostering a psychologically safe environment that encourages curiosity and innovation. I focus on professional development through mentoring, knowledge-sharing, and exposure to diverse creative challenges. This balance of guidance and autonomy has consistently improved engagement, quality, and delivery across my teams.

I bring extensive experience in overseeing the full lifecycle of creative production — from concept and briefing through to delivery, approvals, and quality assurance. My work emphasises clarity, accessibility, and visual cohesion across all communication channels. At ART, I collaborated with subject matter experts translating complex financial and regulatory information into accessible visual and written formats that built member trust and engagement.

I apply a user-centred approach to all creative work, ensuring that every output — whether digital, print, motion, or social — is grounded in purpose, readability, and inclusivity. This includes testing for accessibility, maintaining brand integrity, and simplifying information without losing meaning. My background in both design and strategic communications enables me to bridge creative vision with business intent — ensuring that every product supports the organisation’s broader mission and values.

I take a disciplined approach to planning and delivery, balancing creative ambition with operational rigour. I have extensive experience managing multiple briefs simultaneously, prioritising based on strategic impact, and ensuring transparency around workloads and timelines. At ART, I implemented agile work practices using Jira and DevOps to track progress, manage capacity, develop reporting, and identify risks early.

I also managed team budgets and procurement processes, forecasting for external suppliers, software, and production requirements. I actively review stakeholder feedback and performance data to refine processes and ensure continuous improvement. My planning philosophy is simple — clarity upfront reduces rework later. This mindset has consistently improved efficiency and speed to market while maintaining creative quality.

I believe effective reporting is about insight, not just data. I combine quantitative metrics — such as turnaround times, capacity, and stakeholder satisfaction — with qualitative insights that capture the human side of creative work. At ART, I used agile dashboards and performance analytics to track velocity and identify areas for optimisation.

I also contributed to regular reports linking creative performance to organisational objectives, demonstrating the measurable value of design. By embedding data-informed reflection into regular team reviews, I helped foster a culture of accountability, learning, and evidence-based decision-making. My approach ensures leadership teams not only see what has been delivered, but also understand its impact.

Relationship-building is at the heart of my practice. I’ve worked closely with senior executives, policy specialists, marketing teams, and external agencies — often acting as a bridge between technical experts and creative delivery. My success comes from taking time to understand stakeholder needs, maintaining open lines of communication, and using design as a tool for connection rather than decoration.

Post-merger at ART, I engaged with leaders across the business to rebuild confidence in the design function. Through transparent communication and responsive service, I established the team as a trusted partner rather than a production arm. Externally, I managed partnerships with creative agencies and suppliers to ensure collaboration and quality assurance across campaigns.

I see design as a collective endeavour — one that thrives on shared purpose, reflection, and continual growth. I actively contribute to broader team strategy by identifying opportunities to streamline processes, enhance collaboration, and align creative outputs with organisational objectives.

At ART, I worked closely with brand, content, marketing, and digital teams to embed a unified creative process that strengthened brand consistency and reduced duplication of effort. I’m equally committed to team culture: fostering inclusion, encouraging knowledge exchange, and recognising achievements. My goal is always to leave teams stronger, more confident, and better connected than when I joined them.

I have over 12 years’ experience leading creative functions, including managing teams, workflows, and end-to-end production. At Australian Retirement Trust (ART), I unified two separate creative teams (Sunsuper and QSuper) into one high-performing unit. I implemented new campaign processes, prioritised workloads, and introduced collaboration workshops and retrospectives that reduced revisions, improved efficiency, and increased speed to market. I also built asset management systems that ensured consistent delivery of creative outputs across multiple channels.

At ART, I worked closely with brand, digital, and external creative agencies to test, refine, and roll out the merged organisation’s new brand. I expanded the brand guidelines, developed supporting systems, and enhanced the brand portal for organisation-wide use. My consultative approach allowed me to balance strong stakeholder viewpoints and technical requirements, ensuring brand consistency across digital, print, video, and social platforms.

I ensured creative outputs at ART adhered to WCAG 2 standards where practical with accessibility a focus across the new organisation. While I have not yet worked directly with the APS Style Manual, I am familiar with the Digital Service Standard, which aligns closely with my experience. I am confident in quickly adapting to and applying government frameworks to ensure inclusivity and compliance.

I have nearly two decades of expertise in Adobe Creative Suite, with deep capability in InDesign, Illustrator, Photoshop, After Effects, and Premiere Pro. My recent focus has been on motion design and educational video content. I also have experience with Microsoft 365, Figma, Adobe XD, and Canva, which I explored as a potential self-service tool for ART alongside my own personal design projects.

I apply meticulous attention to design and language, ensuring outputs meet style and brand standards. At ART, I regularly simplified complex financial information into clear, digestible content for members, ensuring communications were accessible and easy to understand.

I managed supplier relationships with print production houses, design overflow agencies, and creative campaign partners. This included briefing, quality assurance, and coordinating rollout across multiple mediums, ensuring outputs met high standards and delivered to agreed deadlines.

In my leadership role at ART, I regularly presented creative strategies to Heads of Department and Executives, influencing direction and gaining buy-in. I built productive relationships post-merger, which were essential in aligning the new creative function. Externally, I partnered with agencies and suppliers to deliver campaigns and overflow support, ensuring strong collaboration and effective results.

I take a proactive approach to problem solving. For example, when I identified a designer’s workload were threatening a project delivery, I quickly rebalanced responsibilities, introduced more frequent check-ins, and provided additional support. I also embedded agile reporting, giving visibility into team capacity, risks, and stakeholder feedback, which improved forward planning and performance.

Using agile methods such as daily stand-ups and Jira/DevOps, I ensured the team delivered high volumes of work on time, even with competing priorities. I negotiated with stakeholders, engaged external support, or personally contributed to meet deadlines. I also implemented QA and peer review processes to improve quality while maintaining speed of delivery.

I hold a Bachelor of Visual Media from Griffith University, which provided the foundation for my creative and technical expertise. My career includes roles across government at local and state levels in Australia, as well as international experience with major brands such as PwC.