Why were you interested in getting involved with MJF and Key Assets?

The Martin James Foundation and Key Assets represent a distinctive and impactful model within the global child protection and care sector. The integrated approach to family-based care offers valuable insights that could significantly inform and strengthen government strategies worldwide.

This mission resonates deeply with my broader experiences and past roles, where I have championed both operational delivery and high-level policy reform. My experience spans direct implementation of family-based care as well as strategic contributions to global frameworks, including the Kigali Declaration on Child Protection and Care Reform and the Global Charter on Care Reform.

I am committed to learning from the exceptional teams at MJF and Key Assets, whose work continues to inspire and innovate. At the same time, I hope to contribute meaningfully through my international governance experience and global perspective, ensuring our collective efforts drive sustainable, systemic change for children and families across diverse contexts.

What is your vision for MJF?

I am deeply mindful of the significant legacy and progress that precedes my tenure. My role, as I see it, is to steward and strengthen a vision that is already being realised, ensuring continuity while identifying opportunities for deeper impact.

A key priority for me is to reinforce the reciprocal relationship between the Martin James Foundation and Key Assets. Their shared mission and complementary strengths offer a powerful platform for mutual learning and innovation. I believe that listening is the foundation for accountability, so I was incredibly fortunate to attend the MJF Symposium in Canberra in November, where I met so many wonderful leaders in our work. I am particularly keen to see greater exchange of insights between Key Assets and our global partners, fostering a more cohesive and informed community of practice.

Despite the complex global landscape, I believe there is real potential to grow MJF’s philanthropic model. By strategically mobilising new funding streams, we can direct resources to areas of greatest need and amplify our reach.

I am also a strong advocate for the localisation agenda. Our governance structures must reflect the diversity of our partners and the communities we serve. An increasingly representative Board will not only enhance our legitimacy but also enrich our decision-making with lived experience and local expertise.

How will you ensure good governance and transparency?

This is fundamental to any Chair role. I am committed to upholding the highest standards of accountability, ethical leadership, and inclusive decision-making.

This begins with fostering a culture of openness, where clear communication, rigorous oversight, and accountability are embedded across all levels of the organisation. I will work closely with the Board and executive leadership to ensure that governance structures are not only robust but also responsive to the evolving needs of our partners and the communities we serve.

Transparency must also extend beyond internal processes. We will continue to strengthen our reporting mechanisms, engage meaningfully with stakeholders, and ensure that our philanthropic and programmatic investments are guided by evidence, impact, and equity.

Finally, I believe that good governance is inseparable from representation. As part of our commitment to the localisation agenda, I will advocate for a Board that reflects the diversity of our global partnerships, bringing in voices with lived experience and regional expertise to inform and enrich our strategic direction.