High Performance Leadership for Mining & Resources
Anchored leadership in an shifting landscape
In the mining and resources sector, change is ever present.
From market volatility and restructures to safety mandates and cultural shifts across dispersed teams, leaders in this industry are asked to steer with precision, often in high-risk, high pressure environments.
But the challenge goes beyond operations. Leading people through uncertainty, often remotely and under regulatory scrutiny, makes the leadership load even heavier.
With more than two decades of corporate and transformation experience, including deep work in the mining and resources sector, I understand the unique pressures leaders here face.
Whether it's guiding cultural transformation, implementing new ways of working, or navigating the realities of FIFO environments, I help senior leaders lead with greater focus, adaptability and calm.
My work supports leaders to build leadership capability, manage organisational change effectively, and strengthen team performance, especially when conditions are complex and the pace is relentless.
If you’re leading a restructure, managing site complexity, or working to realign your team culture and performance, this is where strategy meets real-world experience.
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Case Study: Tier 1 Miner, culture change
The case for change
With an ambitious five-year strategy in play, the division was responsible for delivering major infrastructure projects and driving productivity across diverse, cross-functional teams. But without clear expectations or shared behavioural standards, pressure was building. While technical leadership was strong; alignment, engagement, and direction were starting to slip.
The approach
Facilitated leadership workshops to define team values and co-create a behavioural charter
Provided targeted coaching and consulting to embed new ways of working
Partnered with senior stakeholders to design a culture-by-design program aligned with operational priorities
Ongoing support to strengthen communication, accountability, and leadership presence
The outcome
The team established a shared sense of direction, clear expectations, and renewed leadership focus. Culture became a leader-owned responsibility, no longer seen as an HR initiative. Change was structured, supported, and achievable.