1. If you could go back to the start of your career and give yourself one piece of advice, what would it be?

Trust your gut.

If something doesn’t feel right, it usually isn’t—whether it’s a person, a decision, or a situation. Early in my career, I sometimes ignored those inner warnings and pushed forward out of obligation or optimism. Over time, I learned that intuition is one of the most powerful tools you have. But alongside that, never lose your integrity. Always do the right thing, even when it’s the hard thing. That combination—instinct and integrity—has served me well and continues to guide me.

2. What’s a skill or strength that people might not immediately associate with you but has been invaluable in your career?

Active listening. People often expect leaders to be outspoken and directive, but I’ve found that truly listening—without rushing to react—has been one of my most valuable skills. It allows me to understand people deeply, to read between the lines, and to respond thoughtfully rather than emotionally. In high-stakes environments or during challenging conversations, that ability to stay present, absorb what’s really being said, and pause before responding has made all the difference.

3. You talk about turning potential into performance, so can you share a time when you saw untapped potential in a team or project and successfully transformed it into something impactful?

I’ve been lucky to see this many times, and it’s why I do the work I do. Often, I walk into organisations where the culture is fractured or capability is underdeveloped, yet the people themselves are capable of so much more. I take the time to listen—really listen—and understand what drives each individual. When you align people’s strengths with the right strategy, and create a culture of trust and accountability, performance follows. It’s never just about fixing thing —it’s about unlocking what’s already there and giving people permission to thrive.

4. With experience across private, public, and not-for-profit sectors, how do you adapt your strategic communications approach to suit different organisational cultures and expectations?

The key is always observation and understanding first. ‘Each sector has its own rhythm, values, and unspoken rules, so I take the time to listen and learn before I act.’

Once I understand the internal culture—what people care about, what motivates them, what language they speak—I can tailor the messaging and the strategy to align with those drivers. It’s not a one-size-fits-all approach; it’s about meeting people where they are and guiding them toward shared outcomes.

5. What’s an emerging trend in corporate comms that excites (or worries) you, and why?

The push for greater efficiency and transparency is exciting—it’s driving more open dialogue, more inclusive messaging, and faster decision-making. But what worries me is the growing reliance on emojis or shorthand as a substitute for real communication.

‘A thumbs-up isn’t a conversation! We risk losing nuance, empathy, and accountability when we default to these quick responses.’ As communicators, we need to champion clarity and human connection, even in a fast-paced digital world.

6. If you could rewrite one corporate buzzword or jargon-heavy phrase to make it actually meaningful, what would it be?

“Circle back.” It’s become a go-to phrase that often signals delay or avoidance rather than real progress. I’d rewrite it to something more action-driven like, “Let’s close the loop on this by … aspecific timeframe.”

‘Clear timelines and expectations build trust, whereas jargon can feel dismissive.’ Language should move people forward—not leave them in limbo.

7. Canberra has a unique mix of government, corporate, and not-for-profit sectors—how has working in this city shaped your approach to leadership and communication?

My approach has been shaped for 30 years— more if you count my school job at KFC! I have worked across sectors and seen the incredible diversity of leadership here. ‘It’s a city full of dynamic thinkers who genuinely want to create change.’ I’ve learned that leadership isn’t one-size-fits-all: some lead with ego, some with empathy, and some forget accountability. For me, it’s about values. I’ve always found joy in helping others succeed, and if I can play even a small part in someone’s growth, then I consider that a win for us both.

8. What’s one thing you think Canberra businesses do really well, and where do you see room for improvement?

‘Canberra businesses are exceptional at collaboration and community-mindedness.’ There’s a genuine desire to build partnerships and share knowledge across sectors. However, I’d love to see more investment in innovation and risk-taking. Sometimes we can be too comfortable or overly cautious, waiting for permission rather than leading boldly. We have the talent here—we just need more businesses to trust their people and take that leap.

9. Canberra is known for its strong sense of community—how do you see the relationship between business and social impact playing out here?

Canberra absolutely has heart—but the challenge is that the same incredible people and businesses keep showing up for social impact causes. We see the same CEOs sleeping out for Vinnies, walking for Menslink, buying tables at the Lifeline Ball. These are true leaders who walk the talk.

‘But we need more businesses to step up. Social impact shouldn’t be the responsibility of a few—it should be a shared commitment across our whole business community.’

10. As a returning partner for the sixth consecutive year at the She Leads Conference, what makes this event so meaningful to you, both personally and strategically?

I love the time of year that She Leads is on – it’s that perfect timing of we are cold, tired, been hibernating and unsure how we are going to make it to Summer holidays… but then we have a full day of inspiration and connecton and we all leave knowing we can face another day and get to December! I am always so proud to invite 8 amazing women to join my table and see their reaction and how much they enjoy the day.

Strategically, I get to meet more people that could potentially become clients, but I have never thought of it that way. ‘To me, I am supporting an event that NEEDS to happen every year… this event matters. It fills a space we desperately need and reminds us we’re not alone on the journey.’

11. When you’re not leading teams or driving strategy, what’s something that recharges you or keeps you inspired?

My safe haven is home—my family, my friends and my charity work. Being the Chair of the Bruton Basketball Foundation and director of The People Initiative keeps me grounded and inspired. It reminds me that real change doesn’t always happen in boardrooms—it happens on the ground, when you give your time and energy to something bigger than yourself.

That sense of purpose recharges me. I feel incredibly grateful —’and I’ve always believed the harder I work, the luckier I get!’