Janine MacDonald

Reporting to the Franchisee, the Studio Manager (part-time) is responsible for the day-to-day operations of the studio, ensuring alignment with and achievement of strategic growth objectives. This role places a strong emphasis on initiatives that enhance client care, nurture a supportive and inclusive culture, and drive the development and execution of sales and marketing strategies. Additionally, the Studio Manager oversees human resource management and fosters a welcoming atmosphere that cultivates a strong sense of community.

• Direct reports: 14
• Budget responsibility: $500k
• Achievements: In 8 months implemented highly effective sales and marketing campaigns resulting in increased client attraction, engagement, conversion and retention achieveing revenue growth of 20%
• Responsibilities: Develop and execute comprehensive marketing and sales strategies, focusing on client retention, expanding the client database, local area marketing, and identifying collaboration and partnership opportunities.
• Regularly assess studio performance, including revenue, sales, and marketing efforts, and report findings to the Franchisee.
• Manage the team, including recruiting and onboarding Instructors and Sales Consultants, allocating annual scholarships for Platinum Instructor training, rostering, scheduling, and facilitating team meetings and professional development sessions.
• Oversee performance management, mentorship, KPI monitoring, and conduct annual performance appraisals for all team members.
• Champion the Studio Pilates methods and processes, ensuring consistent delivery of high-quality services.
• Identify and implement opportunities to improve the performance and efficiency of studio operations.
• Conduct weekly reviews and provide feedback for Instructors to ensure continuous improvement.
• Maintain ongoing professional development, including instructing classes and completing weekly PD modules provided by SP Global Support.

Instructor:

• Lead reformer classes for up to 12 clients, adhering to

the Studio Pilates instructing system.

• Provide exceptional client care throughout each session.
• Ensure client safety by monitoring equipment, adjusting resistance levels, and overseeing proper client positioning and exercise technique.
• Assess and adjust spring resistance levels as needed to suit each client’s needs throughout the class.
• Offer exercise corrections for each participant, ensuring safe and effective technique.
• Modify exercises to accommodate client injuries and ensure optimal results.
• Foster a high-energy, positive atmosphere that motivates and engages clients.
• Meet or exceed client participation benchmarks and key performance indicators (KPIs) for each class.
• Participate in team professional development sessions, as well as social events.

Sales Consultant

• Achieve monthly sales targets as set by management.
• Maintain a high conversion rate for both new and existing client leads.
• Conduct and review mystery shop assessments to ensure quality standards.
• Expand the client database through targeted sales efforts.
• Address and resolve client queries or complaints promptly and efficiently.
• Drive LAM campaigns, monitor their effectiveness, and enhance community awareness.
• Cultivate strong relationships and partnerships within the local community and with businesses, identifying opportunities to increase sales and expand the studio’s client base.

Reporting directly to the CEO, the Chief Growth Officer carried responsibility for growth across the disability portfolio of CareChoice. This included nurturing premium stakeholder relationships, strategy development and implementation, monitoring growth and generating new initiatives for business development.

• Direct Reports; 3 Managers and a Client Engagement team of 6 and Support Coordination team of 8
• Budget responsibility; growth target of $30M
• Responsibilities; The CGO was responsible for overall adherence to business performance targets, the development and implementation of the annual strategic plan, stakeholder engagement, market analysis, maintenance of the sales pipeline, tender submission, managing occupancy of the company’s Specialist Disability Accommodation (SDA) and overseeing the onboarding of complex 24/7 programs.
• CareChoice relied heavily on its SDA business and building delays caused by COVID impacted projected revenue significantly in FY 22-23. This, coupled with the loss of a major Government contract in child protection led to a company-wide rationalisation of resources and 8 positions were made redundant including the CGO.
• Achievements; Complete divisional restructure resulting in significant operational and financial efficiencies, reducing annual salaries by circa $400k pa.
• Relaunched the Rapid Hospital Discharge program, targeting tertiary hospitals in Melbourne, resulting in 10 highly complex 24/7 referrals successfully transitioned to medium term accommodation/specialist disability accommodation/home and contributing to annual revenue circa $5m.
• Re-engagement and nurturing of strategic relationships with TAC, injury compensation lawyers, hospital and rehabilitation CEO’s, Department of Justice.
• Successful stakeholder relationship management with SDA partners resulting in the 100% tenancy of two single occupancy robust developments (4 units each) and two High Physical Support developments (3 rooms/home). All achieved within 30 days of build completion and equating to annual revenue circa $5.7m (combined SIL and SDA revenue).
• Established successful new partnerships with resulting collaboration agreements with three SDA providers in view to expansion interstate, securing 4 new developments for promotion to potential tenants.
• Review and refinement of all onboarding processes and procedures, including a weekly new client pipeline meeting for all sales staff, ensuring smooth implementation of new programs.
• Review and implementation of operational guidelines for Support Coordination team, resolving issues of non-compliance.
• Annual budget build and oversight/reporting.
• Proposed new service streams – Behaviour Support and Allied Health – now implemented across the company.

Reporting to the Executive General Manager Operations, the General Manager Consumer Directed Services had responsibility for the development of reform, innovation, and growth of this newly established division encompassing disability, community aged care and employment services. The disability sector was significantly impacted by the COVID pandemic. Disability was the largest portfolio for the CDS division, with 24 group homes across Victoria and a Support Coordination arm. After almost 12 months of intensive work to remediate financial losses, the Board made a strategic decision to exit disability and transitioned these services to Yooralla and Scope. Additionally, Uniting Vic Tas transitioned its community aged care portfolio to its sister organisation Uniting AgeWell. These transitions allowed UVT to focus on what it saw its core services as – homelessness, affordable housing, domestic violence, social enterprise, rehabilitation for alcohol and other drugs and mental health.

• Direct Reports; 4 Group Managers, an Executive Assistant, and divisional workforce in excess of 600
• Budget responsibility; $57M
• Responsibilities: The General Manager was responsible for operational management and outcomes-driven and customer-centric leadership of CDS functions across Victoria in the disability, community aged care, nursing and allied health and employment services portfolios.
• Achievements: Designed and led the implementation of a transformative consumer directed services structure, to be responsive and competitive within new markets and to create opportunities for growth.
• Concurrently reviewed financial and operational strengths and areas for development, putting in place responsive remediation strategies to mitigate areas of high risk identified.
• Formed a strong senior leadership team with a robust and positive culture, that was sustained through a period of intense remediation.
• Provided strategic and risk oversight to Board and Executive.
• Successful leadership of accreditation for disability programs (NDIS reaccreditation) and remediation for Aged Care Quality audit - avoiding potential compliance breach risks.
• Through active monitoring of risk thresholds, identified financial viability tipping point for programs as a result of impacts of remediation and COVID and developed a sound strategy to Executive and Board for exit.
• This strategy was endorsed and saw the transition and/or exit of the Supported Independent Living service, Support Coordination and Home Care Package programs.
• Throughout this process, demonstrated commitment to consumers and staff, successfully negotiating transfer of consumers and where possible, staff.
• Actively led negotiations with new providers and advocated for best possible outcomes for both consumers and staff.

Reporting to the Head of Division, headspace Schools, the National Business and Service Development Manager oversees Be You, a Commonwealth funded program delivered by headspace on behalf of Beyond Blue, in schools across Australia. Be You aims to nurture the mental health and wellbeing of young people, their families and school communities. Headspace Schools delivers the Be You program, a Commonwealth funded initiative aimed at nurturing the mental health and wellbeing of young people.

• Direct reports; 4 and accountability for 70 Consultants nationally.
• Budget responsibility; $26M
• Responsibilities: National administration and program management, Contract and risk management, Financial management, Contract reporting and data analysis, Stakeholder engagement, Business process assessment and improvement in the areas of operations, human resources, IT, policy, and procedure.

Commenced at HammondCare in Aug 2016 as Operations Manager for the Dementia Centre and in Dec 2016 promoted to Head of Operations, a position held until relocation to Melbourne in Oct 2018, appointed Head of Programs. Head of Programs was responsible for managing the delivery of Dementia Support Australia (DSA) against Commonwealth Department of Health and Ageing defined KPI’s and business timelines, driving quality, culture, and clinical standards. aged care and health services.

• Direct reports; 5 and accountability for 120 Dementia Consultants nationally.
• Budget responsibility; $27M
• Achievements: Ramp-up and roll out Dementia Support Australia program (DBMAS and SBRT) Oct 2016.
• Recruitment and management national team of multidisciplinary Dementia Consultants (from 36 to 120 over 2 years).
• Liaison and engagement with a national team of medical specialists, including Geriatricians and Old Age Psychiatrists.
• Oversight of national Dementia Compass program – an accreditation framework for Dementia Consultants.
• Mentorship of 3 senior managers and a team of 10 middle managers.
• Development of a dementia-specific brokerage repository – an online resource hub providing evidence-based resources, references, examples of practical application, case studies and ‘how to’ guides.
• Led DSA continuous service improvement initiatives including a national outreach program to service remote indigenous communities, innovation in person-centred brokerage items, protocols for multiple referrals, improvement of the community client experience, implementation of practice pods (small groups for professional learning, research, and evaluation of resources).
• Implementation of professional coaching program for middle and senior leaders across the Dementia Centre.
• Represented the Dementia Centre at ADI Conference in Kyoto 2017, presenting a paper on the Dogs for Dementia program.

Reporting to the Managing Director, the Business Development Manager (BDM) developed strategies to identify targets for potential new clients in the health and aged care sectors. This short-term contract to secure the new business contract was completed in 6 months.

Reporting to a national team of Adolescent and Young Adult (AYA) Oncologists and Haematologists, the National Service Development Manager led the management of the Youth Cancer Service (YCS), a $17M Commonwealth-funded program administered by CanTeen.

• Direct reports; 1
• Budget responsibility; $17M
• Responsibilities: The National Service Development Manager oversaw the development and sustainability of 5 key jurisdictional services across 17 hospitals, network development involving the establishment of key clinical working groups, strategic planning, professional development, workforce sustainability, patient advocacy and carriage of key national projects designed to ensure coordinated service provision nationally.
• Achievements: Establishment and facilitation National Youth Cancer Patient Advisory Group.
• Development Youth Cancer Care Pathway, endorsed by Cancer Australia and implemented nationally.
• Key operational contact for service input, improvement, and feedback for the program’s AYA Oncologists and Haematologists.
• Development Digital Care Pathway – a comprehensive YouTube channel resource for young cancer patients and their families.
• Development Nurse Research and Clinical Innovation Mentor Program in association with the University of Sydney.
• Leadership annual YCS Scholarships Program.
• Establishment National Education and Training Advisory Group to guide investment and priorities.
• Leadership Inaugural Youth Cancer Summit and International Adolescent and Young Adult Oncology Scientific Congress, Dec 2015.