Can you tell us about your promotion to People and Culture Manager?
I’ve been with Binah for nine years, witnessing its remarkable growth into the incredible organisation it is today. Having established and built the Brand and Communications department, I’ve been very fortunate to play a role in shaping Binah’s brand and articulating the company’s culture.
This experience revealed my passion for the internal aspects of our brand—how employees experience our values daily. The move to People and Culture felt like a natural evolution for me – a chance for me to nurture and protect that brand while this organisation embarks on an ambitious growth trajectory.
I’m so proud to be part of a company with authentic brand values, and leading People and Culture gives me the opportunity to create a workplace where people genuinely enjoy being.
What is your vision for the People and Culture department?
My vision for People and Culture at Binah is all about growth—both for our employees and for the company. I want to shape the development of our people so that they achieve outstanding results, all while loving what they do.
To do this, I'm focused on partnering with our executives and management team to implement strategies that attract, engage, and develop our talent. My goal is to build upon the high-performance culture we've already started and make it even stronger, ensuring that every employee feels valued and has the opportunity to grow.
How has your experience in Brand and Communications prepared you for this new role?
Building the Brand and Communications department from the ground up gave me invaluable experience in understanding what makes Binah unique. I was heavily involved in creating and reinforcing our brand values, and that naturally led me to work on our company’s culture as well. This role required me to think about how every decision—whether it was a marketing campaign or an internal event—would affect our culture.
How do you plan to enhance employee engagement within the company?
Enhancing employee engagement and is something I’m really passionate about. My approach involves focusing on each employee’s development plan and ensuring they have the training and support they need to succeed. I plan to work closely with our management to activate these plans, ensuring that everyone has regular check-ins and mid-year and end-of-year reviews. It’s about creating a clear process that managers can follow so they’re equipped to support their teams.
What initiatives or programs do you plan to introduce to support employee development and growth?
We already have several strong programs in place, so my focus isn’t on introducing new ones right now. Instead, I’m looking to consolidate and fine-tune the existing programs to ensure they’re working hand-in-hand and meeting both our company’s goals and our employees’ needs.
What are your primary goals in the first six months of your new role?
In the first six months, my primary goals include finalising and implementing our onboarding process, supporting management in creating high-performing teams, and redefining the recruitment process to better align with our company’s needs. I’ll also be focused on consolidating our development plans and ensuring that all reviews and assessments are conducted effectively. Establishing clear culture standards across all our projects, both in New South Wales and Queensland, is another critical focus area for me.
What are you most excited about in this new role?
I’m most excited about the opportunity to be part of building a strong, sustainable structure for Binah’s future. We’re in a period of rapid growth and being able to contribute to creating a concrete foundation that supports our employees and aligns with our company’s goals is incredibly rewarding. It’s not just about getting things done—it’s about knowing that we’ve built something that will last and continue to benefit everyone involved
Can you share a personal philosophy or motto guiding your work and leadership approach?
One quote that really resonates with me is from Simon Sinek: “Let us all be the leaders we wish we had.” This is something I strive to embody every day. My experiences with less supportive managers in previous companies have shaped my leadership approach, and I’m committed to being the kind of leader who genuinely cares about the people I work with. It’s about serving others, helping them grow, and creating an environment where everyone can thrive.
