I am a mental health nurse with a long history of working in a variety of mental health settings. My focus for the past 17 years has been in mental health workforce development roles. Prior to that I worked in the university sector, and before that in clinical settings. I am passionate about the professional development of other nurses and believe that clinical (strategic/managerial/educational) supervision is a critical and central component of this. I have always engaged in supervision myself, either in individual or group settings, and I am grateful for the significant value add that this has provided me over the years. We learn from each other, regardless of how few or how many years working in mental health; my position is to listen, hear, and support by being available, curious, and questioning.

 Director, Centre for mental Health Learning (This role ended on 30/06/25 due to the decommissioning of the CMHL)

 Manager, Western Mental Health Learning and Development Cluster

 Director, Reducing Restrictive Interventions Project

 Lecturer and Subject Coordinator (Centre for Mental Health Nursing, University of Melbourne Health)

Prior to this I worked in team leader, unit manager, shift leader, and clinician roles in the following clinical areas:

 Parent/infant

 Aged Persons

 Eating disorders

 Adult psychiatry

My most recent role as the Director, Centre for Mental Health Learning, ended on 30/06/25 due to the decommissioning of the CMHL). I am currently considering my employment options.

From the roles that I have worked in over the years, the expertise, skills, and knowledge that I bring to supervision would especially support those who are working in, or looking to advance their careers, towards management, training, strategic, and/or leadership roles. My specific areas of expertise include: leadership development; project establishment and management; strategy and policy, training design and delivery, working effectively with others; conflict resolution, building and managing highly effective teams; prioritising, and decision-making.

In the 2000’s I completed the Centre MHN supervision training, both for supervisees’ and as a supervisor (previously the CPN at the University of Melbourne) - since then, I have learnt much through my own supervision, and the supervisory relationships that I have had with others.

Other training that I have completed that also adds strength to my skills and knowledge includes:

 PhD that focused on leadership, clinical governance, and team communication (University of Melbourne)

 Masters in Nursing, (Preceptorship)

 Various leadership training opportunities over the years that have consolidated my knowledge and strengthened my understanding of what good leadership looks like (University of Melbourne; Melbourne Health)

 Health Program Evaluation (University of Melbourne)

 Belbins Team Role Inventory (TRI) trained

I always start from a position of trust and compassion, trust in the supervisee and trust in the supervisory relationship. This relationship should be driven by what the supervisee wants and needs, by their goals. Essentially, I use an integrated strengths-based approach to supervision where the supervisee is centred in the relationship. Supervisee needs are varied, and situations change over time; by using various methods, I can adapt to these changing needs.

I also love bringing systems thinking to supervision, this creates a space for conversations about a supervisee’s issues or ‘curious puzzles’ to be explored holistically; identifying, connecting, and unpacking any potential system factors that may be an influence. For me, curiosity is key, as is support, prompted reflection, and as needed, an action-oriented approach. My aim as a supervisor is to support the development of the supervisee, to see someone grow over time, this is what excites me and provides satisfaction. I am also motivated by the learning experience, by exploring what and how people learn, and finding ways to support an individual’s unique ways of learning.