Responsible for the stewardship of a $3.3 billion global property estate, ensuring RMIT campuses actively support learning, research, industry engagement and community impact. Leads place‑led strategy, including delivery of the Living Places Plan, prioritising investment, sustainability, Indigenous engagement and adaptability to deliver high‑performing, future‑ready campuses. 

Select Key Achievements:

Launched RMIT Living Places Plan, articulating our objectives for our places.

Repositioned Property Services Group as a partner with a culture of care.

Evolved governance approach to include Stage 0, embedding a design thinking approach to problem articulation.

Secured a doubling of capital investment for 2026 from RMIT investment slate.

Design Review Panel and process embedded to enhance projects.

Charged with reviewing, strategising and implementing a new approach for how we brief and design for school infrastructure. With a circa $6.2B budget, 22 new schools in 2022 and 2200 existing assets, we are leading a reformation journey to create one of the highest-performing school systems in the world. The key to success is the embedding of creative leadership and design thinking at the core of the 40-plus team members, including operational cadence and review.

Select Key Achievements:

Scaling of development design capability from 10 to 45 team members.

Early-stage capacity established, leading to known outcomes and costing pre-board paper submission.

Qualitative ambitions, including inclusion and diversity in design, were established.

Creative team culture established and operationalised.

A revised apporach to the Design Review Panel was established and integrated with the Government Architect

New product data platform launched.

Strategic Lead for Design, Product and Place for all Lendlease Australia Projects. Global Subject Matter Expert for Place and Design. Responsible for Design and Product of all asset classes (residential, commercial, retail, infrastructure, landscape, master planning and place). Embedment of operations into each asset class from inception, design, and construction through to operation and asset management, creating and embedding value. Creative thought leader driving collaboration and enhancement of offer through continuous improvement. Leadership of circa 50 employees, including senior team, operational leadership, reporting and management. Culture setting.

Select Key Achievements:

Early Stage Masterplanning capability embedded in new business approach

Clear articulation of place strategy embedment and value proposition

Design and product design integrated across all asset types.

Qualitative ambitions articulated and embedded in operations for active and new business approaches.

Product Patternbook across asset all asset types

Investment Committee membership.

Charged with developing, operating and owning our retail assets with all UR projects. Our hold strategy allowed us to curate the retail mix and performance to ensure we deliver incredible places, enabling us to extract maximum value and premium outcomes for all assets within our sizeable mixed-use developments. 40+ employees providing support to projects such as Darling Square, Brisbane Showgrounds, and Barangaroo. Operational, Financial and management reputability, including Board reporting, investment transactions and business strategy.

Select Key Achievements:

Urban Retail Business Strategy defined (2025 horizon)

Stand up of a new Business Unit, including investment metrics, operations and asset management with a portfolio of $400m assets.

A creative culture (40+ team) was established, leading to the operationalisation of ambitions in all assets.

Investment Committee member for Urban Retail and Place.

Hold Strategy established $400m of assets under management with a divestment horizon committed.

Clear outcomes were agreed upon across asset types, including their offer.

Strategic lead of Darling Square Place Projects, including Public Domain, Urban Retail, Masterplanning and Civic buildings, executing the vision outlined by the Darling Square Place Book, enhancing core asset values by delivering an extraordinary place legacy that enhanced Lendlease’s global urban regeneration reputation.

Select Key Achievements:

Masterplan place vision embedded in the delivery process.

International design competitions led to the appointment of key partners for the Darling Exchange (Kengo Kuma) and Darling Square (Aspect Studios).

A retail hold strategy was established, enhancing long-term value and supporting residential valuations and settlements.

Strong retail leasing outcomes to individual and targeted retailers.

Makers Dozen established.

Accelerated delivery of design and infrastructure achieved.

Lead of the delivery and execution of a Product Platform for Lend Lease Apartments creating a standardised processes, governance, and system to shift delivery from a collection of discrete projects to a production based philosophy allowing speed to market. Lead of origination and revised master plans across the LLA portfolio including Victoria Harbour, Brisbane Showgrounds and Waterbank. Lead the proposition, vision, design and development of Darling Harbour Bid instilling principles of a production platform allowing speed to market, financial realisation and parallel planning pathways accelerating delivery. Team of circa 20.

Select Key Achievements:

Led inhouse Masterplanning leading to the successful Darling Square bid enhancing residential yield by 200% and introducing new asset typologies increasing project profitability.

Product and Design team operationalised to support ramp up form 300 to 2000 sales a year.

Residential product pattern book established across 3 levels of product.

Early stage apartment and floorplate typologies established leading to speed of design in DA phase and known product.

Lessons learnt from Lendlease’s global delivery business embedded in knowledge such as super tall buildings into Barangaroo Residential .

Product Forum established.

Development Operations Director for the master plan stage of Elephant & Castle (£3b). and first 3 residential plots. Masterplan and Master Development Agreement resolution with Southwark Council balancing stakeholder requirements and commerciality allowing path to approval. Led place creation strategy, stakeholder engagement, PCG and Board governance and partnership model with government.

Select Key Achievements:

Successful in-house masterplan design leading o an increase of residential yield by 250%.

Board and PCG approval for revised approach.

Place vision established and principles embedded in the masterplan.

Infrastructure delivery defined and programmed for efficient delivery.

Urban retail principles embedded

External Stakeholder engagement process embedded including store front to general public.

Southwark Council engaged and supportive of approach.

Residential pricing strategy supported by masterplan place principles to move target £sqf to central London pricing.

Development Operation Director 2012 London Olympics Athletes Village Precinct in Stratford (£400m). Led the Tier 1 Development team for 5 high density residential projects totalling 1400 apartments at once including design, planning and procurement and delivery phases. Team and investor management, quality , product, sales, marketing and feasibility. Led stakeholder management and engagement.

Key Select Achievements:

Development lead of Tier 1 contract delivery of 1400 apartments (5 contracts)

Successful management of stakeholders including external investors, including site wide sales and marketing

Design management structure established to achieve the requirements as set out in the Employers requirements, underpinning the product valuation and vision.

Accelerated design programme to reduce delivery risk for fixed delivery date

Board and PCG reporting.

Product development, stakeholder testing

Olympic Delivery Authority requirements embedded in design and delivery.

Residential Development Manager working on the Victoria Harbour Precinct. Responsible for multiple, high density built form projects in differing phases, from planning and feasibility through to delivery and financial settlement. Role included master planning, financial management, residential sales and marketing, retail strategy and leasing, project delivery including management of the builder, authorities and development partners. Responsible for planning and delivery of precinct wide Urban Art.

Key Select Achievements:

Strong Residential sales in a slow market through targeted marketing to specific purchasing profiles.

$3.6m penthouse sale (record for city fringe)

Clear pathway though authority approvals including complex land ownership challenges.

Early settlement strategy achieved including market leading customer inspection, defecting and handover.

Urban art integration (Dani Marti) into building enhancing bespoke nature of Dock 5

Global Lendlease Client Safety award 2006

Precinct Lead responsible for Master Development Agreements with Developers for the sale and delivery of development stages, master planning resolution and negotiation of Development Agreements amendments on various projects such s Victoria Harbour ($6b mixed use) and Kangan Batman Tafe precinct redevelopment.

Selected Key Achievement:

Management of Precinct Development Agreement for Victoria Harbour with Lendlease

Enhanced Key stakeholder engagement from a combative to productive relationship

Successful renegotiation of PDA on terms beneficial to Vicurban

Successful Land sale of plot V5A to Lendlease

Settlement of NAB commercial building (60,000 sql)

Precinct Art Strategy Management