ABOUT JERAMY
Leadership through complexity, change and growth.
I bring more than 25 years in leadership and management, including 15 years in executive and governance roles. My work connects organisational performance, people and practical reform.
EXECUTIVE EXPERIENCE
Leading organisations, people and reform.
My career spans frontline service delivery, multi-site operations, executive leadership, board governance and national policy advocacy. I have led in disability, aged care, community services and purpose-led organisations, where financial stewardship, quality, safety and the confidence of people and communities are inseparable.
Executive and operational leadership
As former CEO of the SDA Alliance, I led a national peak body through significant disability housing and NDIS reform, working with members, governments and sector leaders. Earlier senior roles across Scope, Ozcare, Multicap, Anglicare and Scripture Union involved leading teams, complex services, stakeholder relationships and organisational change.
Governance and public leadership
I serve as a non-executive director of InLife Independent Living and contribute to the Disability Council NSW and the NDIS Reform Advisory Committee. This work brings together board accountability, policy development, lived expertise and the practical realities of implementing reform.
Selected executive outcomes
$43 million · 400 staff
Held accountability for a $43 million operating portfolio and up to 400 staff across metropolitan and regional disability services, including financial performance, quality, risk and service delivery.
$15 million+ recovered
Across three recovery projects, I worked with managers and finance colleagues to examine contracts, claims, participant funding, payroll and rosters. More than $15 million was recovered, including funds that helped resolve a $10 million shortfall. These figures overlap and are not additive.
30% membership growth
As CEO of the SDA Alliance, grew membership by 30% over two years and nine months and tripled sponsorship revenue, strengthening reach and financial sustainability.
Experience in practice
- Large-scale service operations: Responsible for opening and managing a 155-bed aged care facility, spanning clinical services, hospitality, facilities and operational delivery.
- Complex service stabilisation: Worked across multiple disability service sites to address serious property defects while maintaining essential supports, engaging staff, families, contractors and local communities.
- National reform and housing policy: Led sector engagement on the interaction between disability housing, planning, building standards, investment and participant choice, including government working groups on the transition of public disability housing stock.
- Governance and public accountability: Contributed executive and board perspectives to quality, risk and reform discussions, including parliamentary evidence and government advisory processes.
I have led complex workforce matters involving multiple awards, unions, injury management and staff transferring between organisations. I worked with managers, HR teams and employee representatives to find fair, safe pathways, including sustainable returns to work. My focus was the long-term wellbeing of workers and the safety and continuity of services.
My qualifications include an MBA, Graduate of the Australian Institute of Company Directors (GAICD), Associate of the Governance Institute of Australia (AGIA) and Chartered Manager (CMgr FIML).
WHAT I BELIEVE ABOUT LEADERSHIP
Strong leadership creates the conditions for good judgement.
Purpose & clarity
Leadership starts with a clear mandate, explicit decision rights and shared accountability. I am present with teams, ask questions across all levels and build a culture of reporting and learning. I give capable people the authority and support to lead.
Governance & accountability
I connect governance with the realities of service delivery: quality, safeguarding, financial sustainability, workforce capability and clear accountability. Good decisions must be responsible, defensible and workable in practice.
People & agency
Strong organisations keep people visible. Rights, dignity and agency strengthen judgement and help institutions understand how decisions work in the real world.
LIVED EXPERIENCE
Another lens on how I lead.
My lived experience of disability, including neurological difference, informs but does not define how I lead. It is another source of knowledge I bring to executive judgement.
A policy or operating model can be sound on paper yet work very differently for the people expected to live with it. I look for that gap. Lived experience sits alongside evidence and professional expertise, helping me notice barriers, test risk and keep human impact visible.
HOW I WORK
Understand the problem. Build the way forward.
Clarity & guardrails
We agree the problem, scope, responsibilities and decisions the work needs to support.
Preparation & judgement
I listen to the people affected, examine the evidence and test assumptions before recommending a way forward.
Capability & execution
We turn findings into practical actions, tools and clear ownership, with support through implementation where needed.
WHAT OTHERS SAY
Leadership experienced by others.
“As CEO, Jeramy leads with a collaborative style that earns him respect and loyalty from his team. He creates an environment where staff feel valued and heard.”
Ian Maynard
Board Chair, Non-Executive Director and Executive Coach
“He brings great insights, excellent strategic and government relations expertise, and a strong ability to navigate complexity and foster a collegial board environment.”
David Clarke
CEO, InLife Independent Living
“He makes complex reforms feel possible because he brings the right people into the room, frames the conversation clearly, and builds momentum in the right direction.”
Benjamin Nurmi and Danielle Busby
Chief Executive Officer and Chief Operating Officer, Canopy SDA
WHAT I AM BUILDING TOWARD
Work that leaves something useful behind.
I am drawn to complex work across strategy, reform, commissioning and transformation, where better decisions can strengthen organisations and improve outcomes. I want the work I do to leave stronger people, clearer governance and more capable organisations.
Continue the conversation.
Executive leadership, consulting, governance, speaking or collaboration.