Fiona Wallace

• Prioritise and organise teams tasks to efficiently accomplish service goals.
• Monitor workflow and workloads across growth and retention teams
• Contributed innovative ideas and solutions to enhance team performance and outcomes.
• Demonstrated strong problem-solving skills, resolving issues efficiently and effectively.
• Identified needs of customers promptly and efficiently.
• Provide specialised knowledge and advice to colleagues to support project objectives and deadlines
• Contribute to continuous improvement supporting the growth and retention strategy
• Ongoing development of processes
• Identify risks and compliance issues

• Scoped finance practices for future platform integration.
• Oversee execution of daily NDIA claims and provider payments
• Created comprehensive documentation of integration processes and procedures.
• Monitored performance of integrated solutions, identifying enhancement opportunities.
• Executed data analysis to identify potential income loss areas and implement preventative measures.
• Identified compliance-related risks to mitigate operational challenges.
• Coordinated interdepartmental communication concerning finance operations impacting teams and NDIS participants.
• Led the team through integration and provided hypercare to ensure smooth transition.
• Support participant novation project

Nib Thrive acquired 5 NDIS plan-management businesses, including All Disability Plan Management. I remained as the General Manager in All Disability Plan Management until appointed into the role of Establishment Manager for the future integrated state of nib Thrive.

• Scoping of future state of function
• Development of position descriptions
• Process development and review
• Recruitment

• Lead the team to ensure high levels of service, member retention and market-leading outcomes in a collaborative, solution-focused manner
• Implement and embed business values and workplace culture
• Establish operational strategies to improve efficiency, reduce costs and maximize customer satisfaction.
• Continual review, development, implementation and leadership of relevant business processes, policies and procedures.
• NDIS operational compliance
• Fraud reporting
• Maintain relevant NDIS Workers checks, HR information and Policy and Procedures as per scope of verification audit for registration purposes.
• Development of Policy and Procedure implementation and record keeping
• Diversification of marketing and Member growth and engagement
• Workforce planning and leadership development

• Developed and implemented operational procedures and practises to ensure quality standards are met.
• Monitored and improved efficiency of processes, team performance, and customer service.
• Team Leadership and development
• Process efficiencies
• Workforce planning, recruitment and resource management
• Policy and procedure implementation
• NDIS Compliance and registration verification
• Daily Operations
• Performance coaching and management

• Development and implementation of annual programs for 3 Leisure Centres and a Youth and Community Centre including rehabilitation services, personal training, group fitness program, seniors programs, children's programs, community programs and childminding
• Lead and manage team of 60 Dry Recreation service staff
• Disability Inclusion and Action Plan representative for the Leisure Centres
• NDIS compliance to meet requirement of full certification audit.
• Financial management - budget forecasting of salaries and wages, income, expenditure and reporting
• Tender process evaluations and grant applications
• Facility Management - daily operations
• Customer experience - feedback and complaint handling
• Development, implementation and biannual review of policies and procedures
• Recruitment and selection
• Development and Implementation of new systems
• Performance measurement and management
• Event management
• Marketing and promotion
• Implementation of department WHS responsibilities
• Participation in WHS audits

• Launch of New Build
• Recruitment and training and development of team

• Launch of New Build
• Recruitment of team
• Sales training
• Daily operations

• owned by the Hilton Group
• 7 Premier facilities in Sydney and Queensland
• Development and launching of national monthly sales campaigns
• Negotiations with product suppliers
• National sales forecasts
• Pre sales for new builds
• Recruitment and selection of sales teams
• Sales Training of Sales managers and staff
• Support Centre managers
• Performance management
• Reporting
• Prepare budgets and approve budget expenditures.