Your career spans medical diagnostics, retail wholesaling and trade association. What has that cross-sector journey taught you about leading teams through complexity and change?
Businesses today are navigating a range of complex pressures from geopolitical instability and inflation to supply chain disruption, skills shortages and the rapid pace of technological change. Many of these challenges are shared across industries, regardless of sector. In my experience, complexity often intensifies when external pressures intersect with internal challenges, particularly when organisational systems, processes or structures are not fully aligned. One consistent theme I have spoken about in recent industry thought leadership articles is the importance of organisational agility. The ability for leaders and teams to reassess, adapt and respond quickly has become a defining capability in today’s economic environment and will continue to be so.
Working across medical diagnostics, manufacturing, retail and trade associations has reinforced the value of both deep industry expertise and cross-sector leadership. The most effective organisations recognise that real strength lies in combining these capabilities. Teams that balance deep sector knowledge with broader cross-industry perspectives are often better positioned to strengthen decision-making, encourage innovation and remain responsive to change.
What’s something your team achieved in 2025 that made you proud?
One of the achievements that stands out in 2025 has been the continued development of practical resources and initiatives designed to support members in their day-to-day operations. A good example is the launch of the Cleaning Times Metric Edition, a comprehensive guide providing accurate tools, task benchmarks and workloading information to help businesses plan and manage cleaning operations more effectively.
Another highlight is the continued strength our industry platforms provide to pull the sector together. Investment in INCLEAN magazine through its weekly newsletter and quarterly publication continues to provide a trusted channel for industry insights, education and thought leadership. The annual ISSA Cleaning and Hygiene Expo also remains an important meeting point where businesses, professionals and suppliers can connect, share knowledge and showcase innovation.
Seeing the industry actively engage with these initiatives and use them to strengthen their businesses is something the team is incredibly proud of.
As Oceania Manager at ISSA, how do you balance global strategy with the very specific realities facing cleaning and hygiene professionals in this region?
Operating within a global association provides the advantage of a shared vision, collective expertise and access to insights from markets around the world. As outlined in ISSA’s mission, the association aims to leverage the strength of its global cleaning community to elevate the value of cleaning as an investment in human health, the environment and organisational performance.
The sector in Oceania operates within a distinct environment, shaped by regional regulatory frameworks, labour market pressures, geographic scale and location and industry structure. Balancing global strategy with regional realities means ensuring international priorities remain relevant and practical for professionals operating across the region.
This involves maintaining strong alignment with global objectives while remaining closely connected to the needs of local members and stakeholders.
How do you measure success beyond revenue?
While financial sustainability is important for any association, there are also additional meaningful measures of success. A stronger indicator is the value delivered to members and the broader industry, including how effectively the association supports professional development, fosters collaboration and provides a trusted platform for knowledge sharing.
Member engagement is a key signal of this impact. At the end of the day, we are here to support our members. Participation in education programs, industry initiatives, publications and events demonstrates whether the association is delivering practical value.
Success also lies in the strength of the industry community itself. Continued membership retention and steady growth across the region indicate that members see value in being part of the association. When professionals feel supported, connected and represented, it reflects an organisation that is not only financially sustainable but genuinely advancing the sector it serves.
The cleaning and hygiene sector continues to evolve in visibility and expectation. What do you believe leaders must do now to elevate both the work
The sector has gained significantly greater visibility as organisations place increasing emphasis on workplace health, sustainability and operational standards. As the industry continues to grow in scale and importance, leaders have an important role to play in elevating both the workforce and the broader perception of the profession.
A key priority is continued investment in people. Education, training and career development pathways will be essential to ensure professionals are equipped to operate increasingly sophisticated equipment, data-driven systems and new hygiene protocols.
We must also continue to advocate for the true value of cleaning. By promoting innovation, encouraging collaboration and strengthening professional standards, we can ensure the cleaning and hygiene sector continues to grow not only in scale, but also in influence, professionalism and recognition.
