Sally Rayner
Brisbane,QLD
Summary
I am a Chief Operating Officer–level leader with more than 20 years’ experience building and leading complex, multi-site operations in regulated environments. My career has focused on translating strategy into disciplined execution, designing the operating systems, governance and performance cadence that enable organisations to scale with confidence while continuing to operate safely, reliably and with purpose. I am known for systems thinking and simplification. I connect strategy, people, data, decision rights and frontline execution into clear operating models that teams can use. I specialise in designing practical playbooks, best practices and ways of working that create consistency, enable continuous improvement, and performance uplift. I have led end-to-end transformation and operating model builds, from enterprise strategy and prioritisation through to execution, embedment and business-as-usual performance. This includes establishing strong portfolio governance and delivery rhythm, aligning finance and operations on trade-offs, and providing leaders with a single, trusted view of priorities, risks, interdependencies and outcomes. Known for calm, principled leadership, I bring clarity without bureaucracy and structure without rigidity. I lead comfortably from the boardroom to the frontline, creating the conditions for effective delivery in purpose-led organisations where accountability, care and long-term impact matter.
Overview
14
14
years of professional experience
1
1
Certification
Work History
Frontline Operations | Regulatory & Environmental Leadership
Earlier Site Based Roles (Rio Tinto, Jacobs, Anglo American, Environmental Protection Agency - EPA)
- 24/7 Operating Environments
- Built deep frontline foundations across large-scale operations, projects, consulting and regulatory environments, working directly with site leaders, clinicians/technicians, regulators, communities and Traditional Owners. These roles developed a grounded, practical leadership style and a strong appreciation for how systems, standards and leadership behaviours play out in real, high-consequence, 24/7 operations.
- Rio Tinto: Manager Health, Safety, Environment and Communities - Projects Sep 2008 – Apr 2011
- Rio Tinto: Senior Environment Specialist – Rio Tinto Coal Australia Jun 2006 – Aug 2008
- Jacobs (formerly Sinclair Knight Merz): Project Manager – Mining and Environment Feb 2005 – June 2006
- Anglo American: Environment Superintendent – Moura and Theodore Mines Jan 2002 – Feb 2005
- Environmental Protection Agency, Emerald: Senior Environmental Officer July 1999 – Dec 2001
Executive General Manager, Organisational Readiness
Queensland Hydro
Brisbane, QLD
01.2023 - 08.2025
- Enterprise Strategy & Roadmap | Operating System Design | Portfolio Governance & Delivery
- Reporting to the CEO, performed a COO remit, accountable for developing enterprise strategy and transformation roadmap and establishing the operating system required to support a multi-billion-dollar program with six direct reports and a strong influencing and partnership role with the Board, Executive Leadership Team and Government.
- Key Achievements
- Developed the enterprise business strategy and multi-year transformation roadmap, translating strategic intent into operating priorities, sequencing and delivery milestones.
- Designed and embedded scalable operating model clarifying accountability, decision rights and interfaces across corporate, program and delivery functions.
- Established enterprise portfolio governance and execution cadence (prioritisation, stage-gates, benefits tracking, dashboards), materially improving executive visibility and decision quality.
- Led cross-functional execution across operations, workforce, commercial, digital and risk, embedding new ways of working into business-as-usual while maintaining safe, reliable operations.
Chief Operating Office | General Manager – Operational Excellence
Rio Tinto
12.2021 - 04.2024
- Strategic Portfolio Management Office | Business Change & Performance Uplift | Global Operating Systems
- Reporting to the Group COO, led enterprise-wide operational excellence across 80+ global operations as a P&L leader, with accountability for productivity, cost and capital efficiency across multi-billion-dollar operating portfolios, leading five direct reports and partnering with the Executive Committee and Board.
- Key Achievements
- Translated enterprise strategy into sequenced, value-driven portfolios, spanning operating model uplift, business change and digital enablement across sites at different maturity levels.
- Designed and embedded a unified global operating system, establishing clear standards, decision rights, performance rhythms and governance while allowing for local context.
- Strengthened portfolio governance, performance reporting and benefits realisation, driving measurable improvements in productivity, reliability and execution consistency.
- Coached and held regional and functional leaders accountable for performance, capability uplift and standard adoption, building stronger succession, decision ownership and enterprise leadership depth.
Group Finance | General Manager – Global Assurance
Rio Tinto
12.2018 - 12.2021
- Enterprise Operating Assurance | Portfolio Governance | Board & Executive Influence
- Reporting to the CFO and Board Audit Committee, led enterprise transformation assurance across major operating, technology and capital programs, managing six direct reports and ~100 consulting partners, and advising the Board, Executive and P&L leaders on governance, prioritisation and execution of large-scale change.
- Key Achievements
- Provided enterprise-level assurance over major transformation, technology and capital portfolios, strengthening operating governance, decision quality and execution discipline across frontline-intensive environments.
- Identified systemic inefficiencies and commercial leakage across portfolios, enabling $400M+ in value uplift through improved prioritisation, cost discipline and benefits realisation.
- Designed integrated Board and executive reporting, linking delivery progress, financial performance, risk and ESG into a single, decision-ready view, improving clarity, focus and accountability.
Group Finance | General Manager – Operational Risks
Rio Tinto
07.2014 - 11.2017
- Enterprise Risk & Change Readiness | Strategy Sequencing | Delivery Confidence
- Led enterprise-wide operational risk and change governance for major transformation, technology and capital initiatives, managing six direct reports and 20+ consultants, with accountability for ensuring new operating models, systems and assets were integrated safely and sustainably into operations.
- Key Achievements
- Embedded enterprise risk and change-readiness frameworks that improved how transformation initiatives were sequenced, governed and integrated into live operations across a decentralised, multi-site portfolio.
- Led scenario planning and risk-based prioritisation, informing investment decisions, delivery sequencing and trade-offs across competing strategic initiatives.
- Provided forward-looking insight to Executives and the Board on emerging operational, workforce and system risks, enabling earlier intervention and more predictable delivery outcomes.
Technology & Innovation | Chief Advisor – Organisational Effectiveness
Rio Tinto
03.2013 - 06.2013
- Operating Model Design | Governance Simplification | Execution Alignment
- Engaged as a senior internal advisor to design the future-state operating model for a complex, enterprise Technology & Innovation function supporting 24/7 operations. The role focused on simplifying structure, clarifying services and governance, and aligning demand, capability and execution.
- Key Achievement
- Designed and secured executive endorsement for a service-based operating model and transition roadmap, improving prioritisation, accountability and execution alignment between central functions and operational sites.
General Manager Projects (HSES, Engineering, IST, Risk Governance, Assurance)
Rio Tinto
04.2011 - 03.2013
- Major Program Delivery | Operational Readiness | Multi-Site Integration
- Reporting to the Managing Director, served as a P&L leader for a $3B+ multi-site capital portfolio, leading end-to-end delivery from feasibility through commissioning and transition into live operations. Accountable for safety, engineering, systems, supplier governance and operational readiness, leading nine direct reports and a multidisciplinary team of ~60 to deliver stable, repeatable 24/7 operations, including disciplined post–go-live stabilisation into steady state.
- Key Achievements
- Delivered a $3B+ multi-site portfolio safely and predictably, using disciplined program governance, stage-gates and executive performance reporting to maintain control across concurrent builds.
- Embedded operational readiness and 90-day stabilisation disciplines, ensuring new assets, systems and teams were integrated smoothly into 24/7 operations without disrupting performance.
- Strengthened supplier and commercial governance, improving contractor performance, risk management and value for money across complex delivery partnerships.
Education
Executive MBA - Enterprise strategy, operating model design, financial performance, scaling organisations, transformation leadership
Harvard Business School
Graduate - Board governance, enterprise risk, fiduciary oversight
Australian Institute of Company Directors (GAICD)
Bachelor of Science - Environmental Studies
Griffith University
QLD11-1999
No Degree - Risk Management And Change Leadership
Harvard Business School
Boston12-2014
ESG Graduate - Sustainable economics, long-term value creation, organisational resilience
University of Oxford (Said Business School)
Skills
- Operations Leadership
- Asset Performance
- HSE strategy, governance and culture
- Board and CEO Advisory
- operational excellence and transformation
- Asset lifecycle and capital governance
- people, culture and leadership capability
- stakeholder engagement
- cost discipline and resource allocation
Accomplishments
- Designed and embedded enterprise operating systems that translate strategy into clear priorities, decision rights and execution cadence, enabling complex, regulated organisations to scale safely and predictably.
- Delivered measurable productivity, reliability and cost uplift across global, multi-billion-dollar operating portfolios (80+ sites) by strengthening portfolio governance, benefits realisation and leadership accountability.
- Provided trusted Board and Executive assurance over major transformation, technology and capital portfolios, enabling $400M+ in value uplift through improved prioritisation, cost discipline and risk visibility.
- Led end-to-end delivery of a $3B+ multi-site capital portfolio, embedding operational readiness, disciplined commissioning and stabilisation to ensure seamless transition into 24/7 operations.
- Built high-performing leadership teams and accountable cultures in high-consequence environments through calm, principled leadership, clear expectations and strong performance rhythms.
Affiliations
- Co-Chair, Women in Mining & Resources Queensland (WIMARQ) – Volunteer executive leader in a purpose-led not-for-profit, focused on strategy, capability uplift and safer, more inclusive outcomes across communities.
- Accredited Executive Mentor – Mentoring emerging and aspiring leaders to build confidence, capability and accountability as they step into senior leadership roles.
- Member, Australian Institute of Company Directors
- Member, Institute of Internal Auditors
Certification
- Project Management Professional (PMP)
- Certified Auditor
- Accredited Executive Mentor
Languages
English
Native or Bilingual
Timeline
Executive General Manager, Organisational Readiness
Queensland Hydro
01.2023 - 08.2025
Chief Operating Office | General Manager – Operational Excellence
Rio Tinto
12.2021 - 04.2024
Group Finance | General Manager – Global Assurance
Rio Tinto
12.2018 - 12.2021
Group Finance | General Manager – Operational Risks
Rio Tinto
07.2014 - 11.2017
Technology & Innovation | Chief Advisor – Organisational Effectiveness
Rio Tinto
03.2013 - 06.2013
General Manager Projects (HSES, Engineering, IST, Risk Governance, Assurance)
Rio Tinto
04.2011 - 03.2013
Frontline Operations | Regulatory & Environmental Leadership
Earlier Site Based Roles (Rio Tinto, Jacobs, Anglo American, Environmental Protection Agency - EPA)
Graduate - Board governance, enterprise risk, fiduciary oversight
Australian Institute of Company Directors (GAICD)
ESG Graduate - Sustainable economics, long-term value creation, organisational resilience
University of Oxford (Said Business School)
Executive MBA - Enterprise strategy, operating model design, financial performance, scaling organisations, transformation leadership
Harvard Business School
Bachelor of Science - Environmental Studies
Griffith University
No Degree - Risk Management And Change Leadership
Harvard Business School
Transformation, Portfolio & Change Capability
- Risk Management & Change Leadership, Harvard Business School – Risk-informed decision-making, large-scale organisational change
- Executing Complex Megaprojects, PMI – Portfolio prioritisation, delivery assurance and value realisation
- Managing Partnerships & Strategic Alliances, INSEAD – Vendor, supplier and ecosystem performance
- Professional Negotiation & Influencing – Constructive stakeholder alignment and issue resolution
- Business Leadership Program, Duke Corporate Education – Strategy execution and enterprise performance
- Executive Leadership Program, Voyager (Mobius) – Leading leaders in complex, high-pressure environments
- Stakeholder Engagement, INSEAD – Executive, regulator and community influence
- Frontline Leadership – Australian Institute of Management: Embedding change where work actually happens