1/ financial experience
I have over 20 years of experience in banking and financial services, where I served as a Director and Chief Operating Officer with Macquarie Bank, and 10 years as General Manager of a small business.
My financial expertise lies in strategic planning, budgetary management and ensuring fiscalresponsibility. I’ve successfully led teams to achieve financial stability, operational efficiency and compliance, fostering a culture of accountability and continuous improvement. My expertise positions me well to bring financial responsibility and stability to the Central Coast Council.
2/ work experience
My career spans over two decades in banking and financial, where I held senior leadership roles in Australia, Asia and the UK, and 10 years managing a small business. In these positions I honed my skills in strategic planning, team leadership, operational efficiency and financial stewardship. I’ve negotiated international joint ventures, grown new businesses and restructured large organisations in response to the global crisis.
My experience in small business management has given me a deep understanding of the challenges local entrepreneurs face. This diverse experience prepares me to bring strong, practical, results-oriented leadership and governance to the Central Coast Council.
3/ community activism or involvement
Member of the Surf Life Saving Club Killcare and associated social community program “the frigid digits” promoting health, wellness and connectedness.
Member of Electrify Bouddi, a not-for-profit community association for Bouddi residents and local businesses who want to reduce their climate impact, build climate resilience and save money on energy.
I will be a councillor who is a local, for the locals, not a politician looking for my next role. To work for our community would be my activism.
4/ What current public causes/issues do you agree with?
I want to hear from the locals what they need, want and aspire to, and I listen impartially to all sides of a cause or issue.
I believe to have a fully informed opinion, enough of the right information needs to be available, the time taken to work through it, and where appropriate, visit the relevant location to see and experience firsthand, and to hear from those directly involved and impacted.
I believe in supporting people and communities. I consider issues in context of many factors
including: whether it’s a basic right; is it in the best social, economic and/or environmental interests of the community; doing the greatest good for the greatest number; working in harmony with and respecting the environment; what are the alternatives; what are the trade-offs; plus more.
People may find this approach frustrating, though I believe an impartial, educated opinion that balances multiple considerations is what the community expects from councillors, and for them to listen.
Right now, I believe that people have a right to drive and walk on safe roads, and to have a financially responsible council that prioritises the essentials, and strives to deliver increasing value for money. That there are better unexplored options than in some of the current proposals, and that housing affordability is a critical priority for local people, low-income households and businesses alike, which needs to be addressed with development that is sympathetic to and preserves our environment and the character of the coast.
5/ Why should I vote for you?
As a boring ex-banker, I have the skills and ability to deliver what’s being asked for by Coasties. I want what everybody wants, I want safe streets and good roads, I want to have a council that doesn’t leave ratepayers carrying the can for council’s mistakes. I have no political agenda or aspirations, I’m simply in a good position to give back and to be an advocate for the Central Coast and the real needs of our community. I’m a local, and I’m here for the locals.
Questions from the operational plan
Q1/ What’s important to you from the Operational plan’s vision and framework?
Choose three
C3 “Facilitate economic development to increase local employment opportunities and
provide a range of jobs for all residents.”
All coasties want a prosperous community, to keep our existing talent, decrease overall
unemployment, reduce the need to travel outside (or leave) the area for work, and increase the inflow of money to the Coast.
G3 (and G4) “Provide leadership that is transparent and accountable, makes decisions in the best interests of the community and adheres to a strong audit process.”
It’s the Council’s job to serve the community by making decisions in its best interests (social,
economic/financial and environmental), use and manage its money and assets effectively and efficiently over the short and long term, and to have accountability by reporting regularly and clearly to the community on the Council’s activities and financial position.
- L1 “Solve road and drainage problem areas and partner with the State Government to
improve road conditions across the region.”
Council needs to look after the basics first and foremost and to deliver quality long lasting
projects, and wherever possible, to garner funding support (i.e. grants) from outside the Central Coast to deliver essential services for our community.
Q2/ Which upcoming plans already in the pipeline do you support or delete?
Choose three
- Community Strategic Plan, Delivery Program 2025-29 (including Operational Plan
2025-26), Resourcing Strategy (Long Term Financial Plan / Workforce Strategy /
Asset Management Strategy / Digital Strategy)
As well as community advocacy and representation, I believe that strong strategic policy development and oversight of its delivery is the primary responsibility of councillors.
- Youth Strategy
Our over 50,000 young people will shape the future of the Central Coast. Providing opportunities for young people and teenagers to engage and take pride in the Community is top priority (per Community Strategic Plan Engagement Report 2024).
iii. Public Toilets – Renewal program
It’s council’s role to ensure “the basics” are provided and maintained for the whole community, effectively and cost efficiently, including sewer and public toilets.
Delete:
None. All items listed are for the purpose of community engagement. I want to continue anongoing dialogue directly with the community, to ensure a balanced and collaborative decision-making process for all. Every local voice carries weight.
Q3/ Do you support keeping the 2021 ten-year special rate variation (rate increase) beyond 2031?
No. IPART is the pricing regulator for rates. As such council needs to make sure to work with IPART on the rate pegging methodology and managing the impact on Central Coast residents. Council needs to focus on ensuring that rate payers get a better bang for their buck.
Q4/ How would you increase revenue
(Use the operational plan to give three examples)
The Operational Plan doesn’t clearly identify any revenue generating initiatives or opportunities.
It’s worth noting that strategic policy development is a councillor’s responsibility, rather than the day-to-day management of council operations, or coming up with specific revenue generating initiatives.
Potential opportunities for increasing revenue could include:
- Increased contributions from developers, both financially and via facilities, and ensuring developers are accountable for actioning and completing developments to plan and on time, i.e. not leaving vacant or half-built sites that deliver negative value to the community by creating an eyesore, degrading local prices, and increasing crime.
- Initiatives to increase use of existing assets to increase value of user fees and charges.
Council owns a large number of underutilised assets, e.g. sports clubs and community buildings, that could be activated as meeting spaces for community run, community inclusive programs, or as a lower-cost event space option for local mum and dad businesses.
- Strongly and continually advocate for increased grant funding from NSW State and Federal Governments.
Q5/ How would you reduce expenditure
(Using the same operational plan for examples)
It’s the role of the councillors to develop strategic policy and oversee its delivery, rather than manage the day-to-day operations of the council.
Potential opportunities to reduce expenditure include:
- Introducing operational efficiency targets and reporting, such that over time the same service is delivered at the same or higher standard for a lower cost; and
- initiatives within council operations to support achieving the operational efficiency targets,
- work with and learn from other councils to understand and implement best practice processes and procedures – reduce the red tape, have simple, streamlined technology supported processes – reduce rework and wasted resources – do things once and do them well. Have the right people, with the right skills and experience, in the decision-making jobs, doing those jobs right.
Potential (likely to be quite unpopular) opportunities include consulting with the community, and internally within council, to identify:
- services that could be delivered at a reduced service standard for a lower cost; and
- non-essential initiatives that could be rescheduled.
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