I’ve always believed that leadership is about driving progress — not just for an organisation, but for the people and communities it represents. That’s why I became a member of CEOs for Gender Equity. For me, this commitment is personal, organisational and systemic — and it starts at the top. It starts with me.
I joined CEOs for Gender Equity because I understand the responsibility I hold as CEO of a major sporting organisation. Sport, like so many sectors, has traditionally been male-dominated. But that doesn’t mean it must stay that way.

At WA Cricket, we are determined to challenge the status quo, to break down barriers, and to ensure that opportunities for leadership, influence, and impact are equally available - regardless of gender.

I see this role as both a commitment and a catalyst. A commitment to genuine, measurable change within our organisation, and a catalyst for broader influence across the WA sporting and business landscape. Being part of CGE is an opportunity to learn, to share, and to show that leadership on gender equity isn’t just the right thing to do — it’s the smart thing to do.

Because gender equity is not a ‘nice-to-have’. It’s a strategic imperative. It improves performance, drives innovation, and builds stronger, more resilient organisations. More importantly, it ensures that our workplaces — and the communities we serve — are fairer, more inclusive, and more reflective of the world we want to live in.

When CEOs champion gender equity, it sends a powerful message — to employees, to Boards, to customers, and to the next generation of leaders. We have the platform and the responsibility to create environments where women can thrive, where unconscious bias is addressed, and where leadership is inclusive by design.

The reality is change won’t happen unless we lead it. And if CEOs aren’t actively part of the solution, we risk being part of the problem.

One of my first priorities at WA Cricket was to get clear on where we stood. We needed to understand the data — not just the headline numbers, but the systemic patterns that influence who gets recruited, who gets promoted, and who feels truly included. I made it my prerogative to ask questions and listen carefully to the answers — particularly from the women across our organisation.

From there, we focused on intentional, practical steps:
• Reviewing recruitment processes to ensure inclusive language, diverse shortlists and selection panels.
• Creating internal leadership opportunities and mentoring for women at all levels.
• Embedding flexible work practices that allow both women and men to balance career and caring responsibilities.
• Investing in education — across all levels of staff — to build a culture of respect, allyship and inclusion.

Most importantly, we’ve continued to treat gender equity not as a side project, but as core business.
In recent years, WA Cricket has made significant progress - and it’s something we’re incredibly proud of.
We now have 62% female diversity at Executive Level - a milestone we achieved through deliberate succession planning, leadership development, and values-based recruitment. We also have over 43% of women in senior leadership roles and 44% across the organisation.

We’ve brought gender equity to life in our governance, with stronger representation of women on the WACA Board, led by WACA Chair Gail McGowan PSM. We’ve embedded gender-balanced interview panels and ensured equitable access to learning and development across all departments.

A major focus of our gender equity efforts lies in the professionalisation and financial recognition of elite women’s cricket. As part of the MOU between Cricket Australia and the Australian Cricketers’ Association, we’ve seen a landmark uplift in the total payments to women cricketers - from $80 million to $133 million - reflecting their status as world-leading athletes and role models.

This historic agreement ensures that dual-format domestic female players (those competing in both the WBBL and WNCL) can now earn an average of $151,000 annually, making them the highest-paid female athletes in any team sport in Australia. The WBBL salary cap has also doubled, creating greater earning opportunities and further elevating the league’s global standing.

At WA Cricket, we are proud to implement and support these changes, which not only reward excellence but help remove financial barriers for women aspiring to full-time cricket careers. Fair pay is a critical lever for equity - and we are committed to continuing this upward trajectory.

Our investment in the women’s game has never been stronger - from elite player contracts to broadcast quality, scheduling and facilities. We’ve returned the WBBL to the WACA Ground, given it prime-time billing, and treated it with the same level of planning and promotion as our men’s teams - because that’s what equality looks like in action.

But perhaps most encouraging of all, our culture is shifting.

We’ve seen more women put their hand up for stretch roles, more men embrace flexible work, and more staff across the board speak up for equity and inclusion as a shared value. That kind of shift is both powerful and enduring.

We’re not done. There is still more to do, and we’re not slowing down.

Right now, we’re exploring several new initiatives to drive gender equity even further:
• Developing a gender equity action plan.
• Partnering with community organisations to co-design culturally safe pathways into cricket.
• Creating a sponsorship and mentorship programs for emerging female leaders.
• Continuing our work to bridge the gender pay gap while ensuring transparent reporting.
• Embedding gender equity principles into the redevelopment of the WACA Ground - ensuring our spaces are inclusive, safe, and welcoming for all.

We’re also focused on storytelling - elevating the voices of women in our sport and sharing their experiences, achievements and leadership. Visibility matters. Role models matter. And we want every girl who walks through our gates to know that she belongs here, and that there’s no ceiling on what she can achieve.

Gender equity doesn’t just happen. It takes leadership, accountability and sustained action. I’m proud to stand alongside other CEOs who are committed to this work, and I’m proud of what WA Cricket has achieved so far.

But this isn’t a destination - it’s a journey. One that requires vigilance, humility, and a constant willingness to listen, learn and evolve.

As a CEO, I know that my voice and my actions carry weight. That’s why I’ll continue to use them - not just to support gender equity, but to lead it.