ProjectChat 2026 Speakers

ProjectChat 2026 Masterclasses

Masterclass Abstract

Artificial intelligence and machine-learning (AI/ML) are increasingly being offered in all software-intensive systems, due to their efficiency, performance, and adaptability. These benefits also introduce new risks, particularly when acquisition is not iterative, poorly integrated with testing, or undertaken without sufficient systems engineering discipline. This presentation examines how established engineering controls, such as system safety (MIL-STD-882), system security (NIST SP 800-172), and early, representative user involvement, remain central to assuring AI-enabled systems.

We begin showing the complementary focus of Australia’s AI Ethics Principles and the U.S. NIST AI Risk Management Framework on data quality, transparency, accountability, and human oversight. Key NIST definitions such as robust testing, trustworthy AI, model validation, algorithmic accountability, and transparency, frame the assurance challenges. A set of twelve principles is proposed tfor practitioners to guide their AI assurance, emphasising causal factor representativeness, comprehensive metric selection, human-autonomy trust contracts, and disciplined engineering workflows.

For safety-critical and mission-critical applications, the presentation identifies additional requirements: explainable AI (XAI) for validating algorithmic triggers, antifragility testing using black-swan and gray-rhino scenarios, and out-of-distribution detection with human-alert mechanisms. These approaches integrate modern AI techniques with proven systems engineering and test-evaluation practice. The resulting framework supports robust, traceable, and ethical AI development suitable for regulated or risk-intensive domains.

About this Speaker

Dr Keith Joiner, CSC, PhD, MSc, MMgmt, BEng, CPPD, CPEng, F.ITEA. Dr Keith is the current Chief Editor of the Journal of Testing and a Fellow and Board Member for the International Test and Evaluation Association. Dr Joiner was an Air Force aeronautical engineer, project manager, and teacher for 30 years, culminating in his last four years as Australia’s all-domain Director General of Test and Evaluation. He has led trials on satellites, ships, land vehicles, missiles, drones, aircraft, helicopters, artillery, soldier protection, ammunition storage, base security, rifles, ICT, counter-IED, counter-CBRNE, and subsea capabilities. He was awarded a U.S. Meritorious Service Medal, an Australian Conspicuous Service Cross, and was commended twice by Service Chiefs. In the last decade at the University of New South Wales, he has authored over 120 peer-reviewed articles and graduated nine doctoral students. His research and teaching of efficient test design, aircraft design, governance of capabilities, and assurance processes for AI-enabled and cyber-resilient systems.

Masterclass Abstract

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Masterclass Abstract

Delivering substantial complex defence programs that meet the desired capability, on time and within budget is critical to maintaining Australia’s strategic advantage.

The Integrated Baseline Review (IBR) is a proven mechanism for both Defence and Industry to validate the Performance Measurement Baseline (PMB), ensuring that scope, schedule, cost, and risk are fully integrated and achievable.

This masterclass will demonstrate and explore how IBRs enhance Australian Defence capability by improving transparency, accountability, and confidence in project planning and execution.

Attendees will gain insights into:

The Core Purpose of an IBR:Establishing a realistic, executable baseline for defence programs, with or without an formal EVM requirement
Driving Value for Defence:How IBRs support compliance with Earned Value Management (EVM) and Defence project governance frameworks.
Driving Success for Industry: How the IBR can support the validation of the planning and execution plans, enabling better workforce planning and decision making
Risk Identification and Mitigation: Leveraging IBRs to proactively manage risks in complex acquisition and sustainment projects.
Lessons Learned from both Defence and Industry perspectives: Practical strategies to avoid pitfalls and accelerate success.

By the end of the class, participants will understand how an effective IBR process strengthens both Defence and Industry’s ability to deliver capability on time, within budget, and with reduced risk, ultimately supporting Australia’s national objectives.

About these Speakers

Brad has more than 30 years’ experience in senior leadership, program and project management, PMO and project controls, primarily within the Australian Defence sector. He has worked across Defence primes and directly with CASG and the LAND, SEA, AIR and JOINT domains, supporting the delivery of large, complex programs. Brad specialises in PMO design and uplift, planning and scheduling, Earned Value Management, project controls and independent assurance, including Integrated Baseline Reviews for ASDEFCON and AS4817 compliant Defence projects. He is the Founder and Managing Director of Scope Works, a national consultancy providing experienced practitioners across the full project and program lifecycle.

Meri has more than 27 years’ experience in program controls, PMO and governance, and currently works in the defence consulting sector. She has led the development and implementation of project management frameworks, governance systems and scalable PMOs across not for profit and government owned organisations, with a career spanning Defence, Aerospace and Telecommunications in both consulting and in-house roles. Meri specialises in improving program performance through effective PMO, governance, EVM, scheduling, risk and project controls, and is certified in Integrated Program Performance Management.

Masterclass Abstract

Elemental Projects presents Mencken Madness, an immersive gamified simulation that brings project management capability uplift to life through team-based experiential learning. Inspired by the hit series Mad Men, the simulation is set in the glamorous world of the 1960s New York advertising sector, where participants compete as rival advertising agencies to secure the coveted Mencken Account.

During the simulation, participants move through a full project lifecycle, producing key project management documents to progress through phase gates, negotiating with demanding stakeholders, navigating shifting priorities and ultimately presenting a winning pitch to their prospective client, Miss Mencken. The blend of humour, pressure, interpersonal complexity and strategic decision making creates an environment that mirrors real-world project dynamics while remaining engaging and irresistibly fun.

This masterclass demonstrates why gamified simulations are a powerful tool for capability uplift. They enable learners to practise technical, behavioural and leadership skills in real time; strengthen team cohesion; highlight cultural traits and behaviours that support or hinder delivery; and create shared language and alignment within and across project teams. Mencken Madness reveals insights into how teams respond to uncertainty and unexpected issues, how leadership behaviours influence outcomes and how project management capability can be developed in ways that are memorable, practical and immediately transferable to real projects.

About this Speaker

Kestrel Stone is the CEO of Elemental Projects, a multi-award-winning training and consulting firm specialising in project, program, portfolio and PMO capability uplift. She has extensive experience designing and delivering high impact learning programs for government and industry, with particular expertise in experiential and gamified learning. Kestrel is known for translating complex project management concepts into accessible, engaging experiences that build confidence, competence and organisational alignment. She is an Industry Partner of the John Grill Institute for Project Leadership at the University of Sydney, where she lectured in the Master of Project & Program Management for several years, a Board Member of the Global Alliance for the Project Professions (GAPPS) and Fellow of the International Project Management Association (IPMA Australia).

ProjectChat 2026 Keynote Speakers

About this Speaker

Chris Deeble is the Deputy Secretary of the Capability Acquisition and Sustainment Group (CASG) in the Department of Defence.

Chris has extensive experience spanning the defence, industry and commercial sectors and working with Government. He also served for 37 years in the Australian Defence Force, most notably as an Air Vice-Marshal.

His most recent appointment was Chief Executive at Northrop Grumman Australia. Prior to that he worked for Airservices Australia as the program executive for OneSKY, responsible for delivering the Civil Military Air Traffic Management System for Australia.

Chris returns to CASG after previously holding the role of Senior Program Manager where he managed more than $25 billion of complex acquisition and sustainment programs including the Joint Strike Fighter, Wedgetail Airborne Early Warning and Control, Multi Role Tanker Transport and Collins Class Submarine.

Chris has a bachelor’s degree in mathematics from the University of Sydney. He was awarded the Conspicuous Service Cross (CSC) in 2007, and recognized in 2016 as an Officer of the Order of Australia (AO).

Chris is married to Donna and they have five adult children. They enjoy travel, movies and spending time with family.

About this Speaker

Ian’s distinguished career spans nearly four decades in Defence, electronic warfare and space across the public, private and not-for profit sectors.

As Executive Director Defence and Industry for Defence SA, Ian is responsible for delivering initiatives that support the growth of South Australia’s defence and space sectors whilst strengthening relationships with internal and external stakeholders.

Ian’s entry into the Defence industry began as a rifleman in the Army Reserve in his teenage years before transitioning into the Royal Australian Navy where he served for 22 years as a Sailor and Aerospace Engineer.

After leaving service, Ian continued his dedication to Defence as a senior Navy electronic warfare systems engineer in the Australian Public Service.

In 2015, he founded a consultancy specialising in electronic warfare (EW) systems and went on to establish a business focused on advanced technology solutions for satellite applications in 2019.

Through executive leadership roles and directorships, notably as CEO of a Defence SME, Ian spearheaded ground-breaking initiatives, expanding teams and driving innovation in electronic warfare technologies.

His consultancy work on major Defence acquisition programs, together with hands-on experience within the Navy, underscores his adeptness in navigating complex stakeholder environments and ensuring operational excellence.

In 2007, Ian relocated his family to South Australia which they have since made their permanent home. As a father of five, Ian is a passionate advocate for his adopted state. He is dedicated to fostering community and collaboration within the defence and space industries and actively serves his local community.

He holds a Bachelor of Engineering in Aerospace, Aeronautical and Astronautical Engineering from RMIT University and a Certificate IV in Computer Science, Technical and Scientific Communication from RMIT TAFE.

lan is a member of Defence SA’s Executive Team.

About this Speaker

Drew is an executive leader with over 23 years of experience in the defence industry across both Australia and the United Kingdom. He has held technical, management, and strategic leadership roles ranging across Shipbuilding, System Design, Combat Systems, Maritime Sustainment, and Aerospace.

Drew has significant experience in complex project planning and controls, PMO establishment, schedule risk analysis, and change management. His skills range from devising schedule development strategies through to fully integrated project controls solutions.

Prior to taking up his current role as a Director at TBH, Drew led a large multi-national project planning and controls organisation responsible for developing and maintaining the highly complex Hunter Class Frigate Program Schedule and integrating with the broader Global Combat Ship Program

Drew resides in Adelaide but leads a national program assisting clients across the country deal with big challenges. Drew is passionate about the defence industry and enjoys working with government, business, and industry stakeholders at all levels to deliver efficient and effective business and project outcomes.

Drew’s Experience Includes

Establishing schedule frameworks for high complexity program schedules
Leading the development of complex program schedules for major programs of work
Assessing maturity and quality of schedule, project control, change control, and risk analysis models, processes, and deliverables
Schedule dependency and integration reviews and improvement actions
Preparation for internal and external audits including Earned Value System Reviews and Integrated Baseline Reviews
Schedule Risk Analysis network development, analysis, and iteration
Risk and Complexity Management

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ProjectChat 2026 Event Speakers

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Patrick Weaver, PMP, PMI-SP, FCIOB, is the Managing Director of Mosaic Project Services Pty Ltd, an Australian project management consultancy business specialising in project control systems and administration. He is a Fellow of the Chartered Institute of Building (FCIOB), and a member of the PMI.

Patrick has over forty-five years’ experience in the Project Management industry. His career originally focused on the planning and managing of construction, engineering, and infrastructure projects initially in the UK and then Australia. The last twenty-five years has seen his businesses and experience expand to include the successful delivery of project scheduling services and PMOs in a range of government, ICT and business environments; with a strong focus on project management training during the last decade. His consultancy work encompasses: developing and advising on project schedules, managing the development of internal project control systems for client organisations, and assisting with dispute resolution and claims management.

He is currently working to implement an AI support system to enhance access to a client’s triple ISO certified management system documentation and relevant legislation, codes and guides needed for the performance of the client’s work in a highly regulated environment.

Presentation Abstract

While there are a few highly specialized AI tools built around neural-networks that display attributes of intelligence, most currently available tools are built on LLM. The strength of the LLM approach is its ability to engage conversationally with a user, and its ability to elegantly find and combine information from diverse sources into a straightforward statement or diagram. The problem is this process is built around understanding and matching patterns in the source materials (as a starting point this means the whole of the WWW). The basic tools have little or no ability to understand the meaning of words or apply intelligence to eliminate wrong information. To a LLM, one piece of written or diagrammatic information is as good as another, what matters is matching patterns and how often the information is repeated in the LLM’s training materials and reference sources.

This interactive workshop will look at presenters’ journey to build a custom AI system, using ChatGPT, based specifically on the documentation set used by the client organization. Along the way, the strengths, and weaknesses of the LLM concept will be discussed and the solutions implemented to overcome the challenges of hallucinations and incorrect training information will be outlined. The solution can be adapted to meet many project organization needs including making ‘lessons learned’ easily accessible and supporting estimating and risk assessment functions.

Attendees are invited to bring their experiences and solutions to the discussion.

Knowledge Hub Abstract

Reporting is not Controlling. In far too many projects the concept of project controls has shifted from being a control function focused on changing future outcomes to a reporting function focused on accurately reporting the past in great detail. These sessions will look at reframing the project controls process to provide management with useful information.

The concept of MVP has wide application!

A robust tool to identify the current situation, trends and importantly, highlight problems and opportunities in a timely way. The information is needed within a few days of the end of a reporting period to allow management actions to be planned and implemented.
A flexible tool to help plan and optimize future work to make the best use of the available resources, lock in opportunities and mitigate issues.
A set of precise tools to monitor and record actual details of project performance and expenditure to support good governance and audit requirements.

These three functions are mutually exclusive and cannot be run through the same project management tool without seriously compromising one or more of the three requirements above.

The first session will look at:

Defining the needs outlined above in more detail.
The current ‘state-of-play’ including planned and actual updates to the core EVM standards.
Accepting risk and uncertainty – no one can accurately predict the future.
Why managing to deliver on-time is more important than on-budget, time is money!

The second session will look at:

Outlining a controls system that works.
Shifting EVM towards providing robust information early, including accepting uncertainty.
Using AI to enhance management information.
A brief overview of forward planning options from CPM through lean to agile.
Dealing with the essential governance, audit, and contractual requirements – we still need the project accountants.

We have the tools – this two-part session is focused on adjusting the way they are used to deliver better management and control information when needed. Baselining the right information at the right level of detail is only the start.

About this Speaker

Rob McMartin has over 40 years experience, as portfolio, program project and PMO Manager with expertise across a variety of programs, projects, general, facilities and contract management across a variety of projects from aviation, finance, utilities, property, events, logistics, public transport, environment, software development, defence and aerospace industries.

Rob is an AIPM Victorian Chapter Councilor and the Co-Chair of the International Centre for Complex Project Management (ICCPM), Managing Risk in Complexity (MRC), Special Interest Group (SIG).

Presentation Abstract

Throughout history, we have described periods of human achievement as “the Age of” something. We speak of the Age of Exploration, the Age of Invention, and the Modern Age. Each of these eras is defined by what humanity achieved during that time. In many respects, they could all be described as ages of curiosity.

Historians typically define the Modern Age as spanning from around 1800 to 1945. I would describe the period that followed, from 1945 to the turn of the century, as the Age of Complication. This era was characterised by the ambitious and often unprecedented projects we undertook. We took the knowledge developed during the Modern Age and applied it in entirely new ways. Diving suits were transformed into space suits, submarines inspired spacecraft, fireworks evolved into rockets, and fragile wood-and-fabric aircraft became machines capable of crossing oceans in hours. Sand, glass, copper, and plastic were combined to create the most powerful communication and data storage systems humanity has ever known.

With the arrival of the twenty-first century, I propose that we entered the Age of Complexity.

Projects today are more complex than at any point in history. Where once we built a bridge, a road, or a tunnel, we now deliver interconnected infrastructure systems monitored by sophisticated digital platforms designed to protect both assets and people. Where governments once announced a project and simply built it, we now face extensive consultation processes, environmental scrutiny, regulatory requirements, rent-seeking behaviour, pressure groups, and the amplifying effects of social media.

These factors introduce layers of complexity into every major initiative. This challenge is not limited to infrastructure. Almost any modern project can be affected by complexity, whether it is present from the outset or emerges as the project progresses. Where a nation once built a ship largely in isolation, construction today depends on a highly interconnected network of suppliers, manufacturers, partners, technologies, and systems.

In this presentation, I will explore how projects have become inherently complex, yet many organisations continue to rely on project management approaches that were designed for a far simpler world. In some cases, even the organisations delivering these complex endeavours persist in using outdated tools, systems, and methodologies to attempt projects that, not so long ago, would have been considered impossible.

About this Speaker

Sanjiv Parekh is a seasoned project consultant and advisor with over three decades of experience in transforming complex projects, programs, and portfolios across the public and private sectors. As Director of Zerofloat, he leads with a hands-on, outcomes-focused approach to delivering value through integrated project controls, PMO governance, and performance assurance frameworks.

He is well known for successfully transforming projects, programs, and portfolios by implementing people, processes, and tools for end-to-end project delivery and brings industry practitioner experience gained in the team of owner, EPC/EPCM, consulting, and contractor organisations for their projects, function, and department at the regional, national, and global levels working with industry leaders like Defence CASG, Bechtel, Jacobs, Amentum, Ausenco, Downer, Thiess, GHD, UGL, Rio Tinto and Reliance.

He holds a Bachelor of Engineering (Mechanical), a Graduate Certificate in Business Administration, and a Certificate IV in Project Complexity from ICCPM and a regular speaker, judge and volunteer at zerofloat, Project Controls Expo, PMI and PGCS events and support capability uplift initiatives across government and industry.

He integrates a wide spectrum of processes and practices from a variety of public and private industry sectors such as Mining and Metals, Oil and Gas, LNG, Chemical and Petrochemical, Coal, Power, and Defence.

His key value add is in the field of Project Management Office (PMO), Project Controls, Schedule, Cost, Earned Value, Project Systems, Change, and Risk Management along with reporting, governance, assurance, audit, and training within all aspects of transforming the projects, programs, portfolios.

From Defence reforms to megaproject delivery, Sanjiv Parekh consistently delivers outcomes that matter.

Presentation Abstract

In the race to digitise, automate, and innovate, organisations often overlook the single most critical factor in transformation success: people. Whether in public or private sectors, projects frequently fail not because of flawed technology or strategy, but because the human elements—trust, culture, and leadership—are underestimated or ignored.

This session challenges conventional thinking by shifting the lens from transformation as a technical or process challenge to transformation as a deeply human experience. Drawing from real-world examples in both government and industry, we’ll explore how emotions, biases, and unspoken fears influence decision-making, adoption, and the ultimate success of change initiatives.

We’ll also examine the contrast between public and private sectors—where government projects often face additional scrutiny, rigid governance, and risk aversion—highlighting how human-centric approaches can bridge these challenges.

Key Takeaway: Successful transformation is not about forcing people through change—it’s about creating an environment where they want to go there with you.

About this Speaker

Nishana is a project leader who believes in the power of adaptability and teamwork. Her passion lies in helping people turn uncertainty into opportunity and structure into success. She’s here to share how a shift in mindset can transform not just projects, but entire teams.

Presentation Abstract

Agile isn’t limited to software; it’s a mindset that empowers any project environment to become more adaptive, efficient, and collaborative. This session explores how Agile principles can be applied to complex, high-stakes projects to improve delivery speed, enhance teamwork, and ensure alignment across diverse stakeholders. Attendees will gain practical strategies to introduce flexibility and responsiveness into structured processes while maintaining discipline, quality, and accountability.

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Amid today’s constant activity, it’s easy to confuse motion with progress.
This session takes participants above the noise to examine performance from a higher vantage point — through the lens of Systems Thinking.

Using a live “3-Part Drill-Down” exercise, we’ll uncover how constraints inside multi-sovereign environments — spanning the Administrator, Capability Operator, and Contractor — silently determine the pace of delivery.

You’ll see how decision latency, requirement churn, and interface friction form self-reinforcing loops that make everyone busy but keep the system late.

More importantly, you’ll learn how to distinguish signal from noise, identify where excuses mask the real constraint, and design changes that restore flow, trust, and momentum across boundaries.

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Presentation Abstract

How would you measure your organisation’s project management capability? If your first thought was a number between 1 and 5, then this session is for you. Traditional maturity models assume that capability progresses in fixed levels, like rungs on a ladder. But this creates a structural problem – you can’t get to “level 4” unless you excel at every capability defined in the model. This means that, in order to show progress, organisations end up investing in areas where a high level of maturity is unnecessary and inefficient, because for some of those capabilities they might be optimal at level 2. The result is capability uplift driven by the maturity model rather than by organisational need.

Excellence models offer an alternative approach. An excellence-based approach treats capability as a system of interconnected components – a jigsaw rather than a ladder. Instead of assuming a uniform target across all areas of capability, an excellence model enables organisations to identify which capabilities matter most for their context, baseline their current performance in those specific areas and define an optimal target that is both realistic and strategically aligned. It supports capability uplift that is targeted, nuanced and more defensible than a single number on a 5-point scale.

This session will provide insight into the work of the Global Alliance for the Project Professions (GAPPS), which is currently developing a Guiding Framework for Organisational Project Management Capability. This excellence-based framework will enable organisations to baseline their capability on a regular basis, uplift capability through targeted training and tooling, and benchmark themselves against their own historical baselines and potentially other organisations in their sector. It’s a game-changer for those who understand that capability is built piece by piece, not rung by rung.

About these Speakers

Daniel Foster

Daniel is a competent and successful project manager and project controls manager who has managed multiple engineering development projects at varying stages of delivery from design through to manufacture. He has also managed improvement, change and strategic change projects with a heavy involvement in the planning and project controls aspects of the projects that he has managed.

He has experience performing consulting roles in many industries including Defence, Rail, Construction, Oil & Gas, Aerospace and Aviation. This is combined with his public speaking engagements to deliver insights into project delivery.

As Managing Partner of Skeiny he manages and delivers consulting and support assignments to clients in these industries. This is alongside managing the team of Skeiny consultants who range from graduate to expert level in their respective project management areas.

His experience is backed up by qualifications; Certified Practicing Project Director with the Australian Institute of Project Management, Project Management Professional with Project Management Institute, Diploma of Project Management, P6 Implementation Consultant (Oracle Certified) and PRINCE2 Practitioner. He also has a first class honours in a Bachelor of Aerospace Engineering and a Masters in Aviation Management.

Azahar Pathan

A doer that thinks, a builder that asks questions, and a communicator that translates tech to value.

As a Senior Consultant at Skeiny, I bring over 15 years of expertise in data analysis, project management, business analysis and process improvement to solve complex challenges across diverse industries. Certified in Data Analytics and Project Management, I specialize in tools and frameworks such as Tableau, Power BI, SQL, Snowflake, Power Automate, BABOK and PMBOK.

My career spans delivering impactful results for Fortune 500 companies, Australian Defence and Government Agencies, Telco, and Higher Education sectors, both in Australia and globally. I’ve successfully implemented Agile, Six Sigma, and Lean methodologies to optimize workflows, enhance efficiency, and drive customer value.

As a natural leader and effective communicator, I excel in team and stakeholder engagement. I’ve collaborated with project teams across Data, Training, Quality, Sales, Planning, Resourcing, and Operations, fostering collaboration and empowerment.

My mission is to help organizations harness the power of data and project management to achieve their goals. Let’s connect and explore how we can drive success together!

Presentation Abstract

Project Bee outlines an AI-assisted, human-in-the-loop approach to early project setup, applying project management thinking to transform complex statements of work into usable WBS dictionaries.

About this Speaker

Meri has more than 25 years of experience in Program Controls and PMO and Governance, currently working in the defence consulting field. Most recently, Meri has completed the development and implementation of project management frameworks, governance systems and a scalable PMO in the not-for-profit and government owned corporation domains.

Over the years, Meri has held several positions in the Defence and Aerospace, and Telecommunications sectors, both in consultative and staff roles and enjoys implementing and improving program performance management systems and processes to enhance program delivery, including PMO, Governance, EVM, Project Controls, Scheduling and Risk Management.

Meri is a certified in Integrated Program Performance Management (IPPMTM) and has served on the board of the Australian Performance Management Association and is a long term member of PMI and AACEI.

Presentation Abstract

Gen Z has officially entered the chat, and the workplace.

They’re digital natives, allergic to the telephone, and expect flexibility like they expect Wi-Fi.

So how do we keep them motivated, connected, and thriving?

This session spills the secrets to turning Gen Z quirks into workplace wins.

We’ll cover what makes them tick, what makes them ghost, and how to keep them engaged.

Walk away with practical tips that work in real life—not just on a motivational poster.

Key Outcomes

Decode the Gen Z mindset (spoiler: it’s not just memes and iced coffee).
Learn how to build trust without sounding like a corporate robot.
Discover why flexibility isn’t a perk, it’s how to supercharge productivity.
Create a culture that feels inclusive, purposeful, and maybe even fun.

About this Speaker

Rob is currently the Senior Product Director for Schedule and Risk as well as liaison for Regulatory Compliance within the PPM product suite. Rob has over 35 years’ experience in project management and project management software. Rob worked for Welcom Software for 14 years before consulting to clients in the Construction and Defense Industries. Rob holds a BS Degree in Civil Engineering from the University of Akron (Akron, Ohio) and worked in heavy construction before working in the project management software field. Rob resides in Fort Collins Colorado where he enjoys good food, good drink and hiking in the Rocky Mountains.

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As an Executive Director with Synergy Group, I am pleased to be part of a team providing quality services to Government. I have 9 years Industry experience in the Banking, Insurance and Electricity sectors, followed by over 23 years’ experience in the Government sector. Before joining Synergy in September 2018, I led a team implementing major reform in Project Controls (Cost Estimation and Forecasting, Schedule Management, Risk Management and Workforce Planning and Estimation) for a large Government department. As a leader, I believe in being a positive advocate for my team, enabling their success in delivery, and also encouraging their personal development. The work we do is very important, but the people are more important.

I am proud to support the professionalisation of project controls through my role as a Director of the Program Governance and Controls Symposium (PGCS), as the President of the ICEAA Canberra Chapter, and a vocal supporter of, and participant in the Project Controls Expo.

Together with my husband, I also successfully breed and exhibit purebred Bullmastiffs (GrizzMuffley Bullmastiffs https://www.facebook.com/grizzmuffley.bullmastiffs).

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