• Kate has extensive experience supporting organisational performance and enterprise value in complex, regulated environments.

    She has operated as a member of executive leadership teams with direct accountability for workforce, safety, governance, culture and transformation, working closely with CEOs and Boards in environments where judgement, trust and follow‑through matter.

    Her experience spans M&A acquisition, due diligence and integration, restructuring, operating model transformation, turnaround and strategic repositioning. Much of this work has occurred under significant regulatory, safety and stakeholder pressure, with a consistent focus on stabilising performance and ensuring outcomes hold over time.

    A defining feature of Kate’s work is building leadership and organisational capability as a commercial lever for sustained performance and profitability. She works at the enterprise level to strengthen leadership depth, accountability and critical capability so organisations can maintain performance as they grow, change and become more complex.

    An emerging focus of her work is aligning people and AI strategy to reshape the human value chain, improving productivity, profitability and how organisations deliver value to customers.

    Kate has held executive roles across insurance, financial services, mining, explosives, heavy manufacturing, infrastructure, retail and technology‑enabled services, leading large, multidisciplinary functions.

    She has operated extensively in environments where workforce and leadership decisions directly impact safety, regulatory confidence and licence to operate, requiring a disciplined balance between regulatory obligations and commercial performance.

  • Kate works across both immediate restructuring and longer‑term operating model design, helping organisations stabilise performance under pressure and build the enterprise capability required for sustained performance and profitability.

    She has led:

    • Targeted restructures to reduce cost, rebalance work and restore performance in financially or operationally constrained environments

    • Enterprise operating model redesign to align structure, strategy, growth ambitions and evolving market conditions

    • Productivity and cost improvement initiatives delivering material EBITDA impact, with changes embedded so gains hold beyond the initial intervention

    • Workforce alignment to demand, risk appetite and financial constraints, ensuring organisations have the capability depth and operating discipline required to perform consistently over time

    • Development of enterprise capability models and performance frameworks, establishing clear success measures linked to commercial outcomes, execution expectations and sustained performance

  • Kate has played a senior role in M&A activity across multiple sectors, with hands-on involvement in both due diligence and leading post-merger integration.

    Her experience includes:

    • Leading P&C workstreams during due diligence, identifying risks and exposures that materially impact deal value

    • Assessing workforce economics, operating model sustainability and integration complexity

    • Supporting Boards and executive teams to understand execution and risk implications pre-acquisition

    • Leading post-merger integration across operating models, leadership structures and workforce design

    Her work bridges the gap between deal thesis and operational reality ensuring value is understood pre-deal and realised post integration.

  • An emerging area of Kate’s work is aligning people and AI strategy to reshape how work is performed, and how value is delivered.

    Her practical experience in this area is augmented by executive education, including Harvard’s AI for Leaders, and she works closely with technology and operational leaders to identify high-value applications for AI.

    Her work includes:

    • Identifying where technology, automation and AI can augment, automate or eliminate tasks across the workforce

    • Analysing job architecture and workflows to redesign roles and redistribute work enabled by AI and automation

    • Applying AI within People & Culture functions, particularly in recruitment and learning and capability, to improve productivity and reduce manual effort

    • Partnering with CTOs and operational leaders to ensure AI adoption is aligned to business priorities and delivers practical, measurable outcomes

    • Leading workforce change to embed technology-enabled ways of working and ensure productivity gains are realised in practice

  • Kate brings strong governance capability, including Non‑Executive Director experience across disability and social enterprise organisations, and Chair responsibilities for Sustainability and Strategy.

    She has extensive experience engaging with Boards and Nominations & Remuneration Committees, and working with executive leadership teams in regulated and safety‑critical environments where workforce decisions directly affect regulatory confidence, licence to operate and organisational reputation.

    Her governance experience reflects a practical, commercially grounded approach, balancing regulatory obligations with performance, accountability and sustained organisational outcomes

    Qualifications include:

    • AICD Company Directors Course

    • Harvard University executive programs in AI and Disruptive Strategy

    • Advanced executive coaching credentials

    • Bachelor of Business (Marketing & Psychology)

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