Leadership from the Heart at ICC Sydney

You’ve stepped into the CEO role after a long tenure with ICC Sydney. What’s your vision going forward?

The foundation laid by my predecessor, Geoff Donaghy, has been exceptional, and the transition between us was both intentional and strategic. Beverly Parker, my Deputy, brings incredible experience in marketing, communications, and stakeholder engagement. Together, we have a powerful mix of operational knowledge and international outlook that positions us to evolve ICC Sydney for the next decade.

At the core of our direction is a simple but powerful philosophy: we are more than a venue. That idea has been in our DNA from day one. It means focusing first on our people and our culture, ensuring we are a workplace where everyone feels empowered and valued. From there, we ripple outward, to our community, our city, and our global clients. We want every interaction, every event, to create lasting impact. When others begin to emulate what we do, subtly and sincerely, that’s the truest mark of leadership.

You’ve mentioned partnerships as a central part of your approach. How are you shaping those to drive future impact?

We look at partnerships through three lenses: economic development, social equity, and long-term value. A good example is our relationship with the New South Wales wine industry. Rather than simply purchasing local products, we’ve become active participants – supporting competitions, collaborating with winemakers, and even adapting our procurement to support the industry after the devastating bushfires a few years ago. We don’t just buy the wine, we back the winemakers.

Our engagement with First Nations businesses follows a similar model. We work with Supply Nation, which connects us with over 7,500 Indigenous-owned enterprises across Australia. The goal is to integrate them into every aspect of our supply chain, from catering to consultancy. But we approach this with rigour – they must be competitive, and we must be accountable. It’s about building an inclusive and commercially viable ecosystem.

How is ICC Sydney embracing innovation, particularly when it comes to risk-taking and testing new ideas?

We take a deliberate, iterative approach to innovation. A great example is Lionel, a robot we developed in-house to automate the marking of rigging and floor plans across the exhibition centre. When the idea was first proposed, it felt risky. But we tested it quietly, demonstrated its potential, and partnered with clients willing to co-develop the concept with us. Today, it’s saving time, reducing energy usage, and setting a new standard in event logistics.

This kind of thinking – what we call CSI, or constant small improvements – is part of our operational culture. We invest in new ideas, not for novelty’s sake, but because we see them as long-term enablers of quality and sustainability. We’re not afraid to ‘pay school fees’, as I call it – the small costs of learning that eventually lead to major breakthroughs.

ICC Sydney has been recognised for its legacy programme. How does that connect to your broader strategy?

Legacy is embedded in how we do business. We don’t treat it as an add-on; it’s built into our client relationships, our procurement, and our partnerships. When major events like South by Southwest (SXSW) come to ICC Sydney, we don’t just provide space – we provide context, community, and connection. We introduce organisers to our First Nations partners, to local universities, to performers and storytellers who can enrich the delegate experience.

This is not something that happens overnight. With events of that scale, legacy develops over time, through shared vision and trust. But the principle is always the same: we equip organisers with the tools to make a difference – whether that’s through sustainable sourcing, inclusive programming, or social engagement. And we replicate this approach across hundreds of events every year.

Are you seeing a shift in the global meetings landscape post-COVID?

Absolutely. The pandemic reset the global events cycle entirely, but we’re now seeing a return to rhythm – albeit a new one. Our international association pipeline for the next three years is looking strong, and our national conference business is thriving. Events like South by Southwest have added a new dimension to our programme, and we’ve hosted over 100 live performances in the past year alone.

But what’s most encouraging is the renewed appetite for connection – face-to-face, cross-sectoral, global. We’re no longer looking in the rear-view mirror. The focus is firmly forward, and the industry is ready to be bold again. That means reimagining what venues can be, embracing innovation, and leading with purpose. For us, it all starts at home. That’s not just a metaphor – it’s our blueprint.