What’s one of the most rewarding engagements you’ve worked on at Diversity Partners?
“It’s always encouraging when clients pay close attention to our research findings, implement recommendations, and see a positive impact almost immediately.
“We saw this last year with a technology firm when we undertook extensive research (through focus groups with staff as well as data analysis) and presented the findings to senior leaders and board members. We coached those leaders on inclusive leadership practices and helped them develop business unit plans. As they implemented a range of targeted actions, they started to see more diversity among new hires.”
Any challenging assignments you can share?
“I reflect on our work with a law firm many years ago when some of the partners vigorously questioned our research findings. At the time, I wanted the floor to open and disappear. But I realised this was the first time a group like this would have heard this type of feedback. Defensiveness is an understandable reaction.
“Fortunately a senior leader encouraged them to listen, and we ended up working with this group (and the law firm) for many years. Over time, the representation of women partners went from 18 per cent to 40 per cent, and they implemented many initiatives to support LGBTIQ+ inclusion, cultural diversity, and greater flexibility in general.”
Any memorable moments?
“About a decade ago, I was up on a mine site in northern NSW co-facilitating five workshops over two days. The participants were mostly men, and they were all wearing their protective gear, having just finished their shifts.
“At one point, we had them moving around the room and sharing their stories, and I can remember a distinctive moment being surrounded by them – I felt very small, in awe that I had the opportunity to work on the front-line. I don’t think those men would have ever had those types of conversations about diversity and unconscious bias before.”
What’s the best part of leading Diversity Partners?
“I didn’t set out to start a consulting firm. In 2009, when I left NAB, I just wanted to keep doing the type of work I’d been doing inside large corporates for some time, but with more flexibility.
“As the business grew, we had the opportunity to bring together talented and generous people who could work collaboratively and independently. That’s brought the most joy and learning. I had to work on my own leadership skills and hone the inclusive practices we teach. I’ve made many mistakes and missteps along the way, but it’s the team collaboration that really stands out.”
Are there any industries where you’ve specialised?
“Initially, a large part of our work was with resources organisations and law firms. This was 15 years ago, and they were still noticeably male dominated, particularly at leadership levels.
“Since then, we’ve worked with 750 organisations across almost every industry, from manufacturing, rail, retail, technology, media, to sports and entertainment, and across the public sector too. That diversity keeps things interesting!”
How do you see diversity and inclusion work evolving in 2026?
“We’re anticipating more focus on psychological safety. When we go to work, we all want a speak-up culture – for safety, integrity and respect – but there are so many factors that lead people to hesitate in sharing ideas, questions and concerns.
“Those factors can be especially challenging for people from under-represented and marginalised groups. I’m fascinated by business psychology, which grounds all the work we do.”
