What drew you to pursue a career in the built environment, and how did you navigate your path to becoming General Manager at Underwood?
I grew up in Country Victoria and spent a lot of time on my grandfather’s farm, which initially inspired me to pursue a career in environmental sustainability. As I progressed, my interests evolved to focus on the built environment, particularly on innovations towards minimising the environmental impact of buildings while ensuring they meet the needs of modern life.
Working alongside architecture and construction experts at Underwood, our team delivers projects in the residential and hospitality sectors, with a specialisation in heritage-listed properties. I am particularly passionate about applying my expertise to educate and guide clients through the planning process, helping them to bring their dreams to life.
The transition from environmental specialist to General Manager wasn’t always straightforward. I began my career as an environmental scientist at a water board before moving to Perth during the mining boom, where I was thrown into the deep end leading environmental compliance for construction projects. That experience taught me valuable lessons about leadership, finding answers when you don’t have them, and communicating complex environmental requirements to different audiences – skills that serve me well today.
The biggest challenge has been stepping back from knowing all the details to taking on a broader leadership role. After Covid hit and while working from home, the opportunity arose to join Underwood as General Manager – where I have been able to apply my systematic approach to a small business environment that values innovation.
What has been the most rewarding aspect of leading the team at Underwood, and what unique perspectives do you bring to the role?
Completing projects is incredibly rewarding – especially commercial hospitality spaces. Finishing a pub feels like winning a grand final! The timelines are tight, everyone has a critical role to play, and when we all sit down as a team to enjoy the space we’ve created, there’s such a sense of accomplishment.
Coming from a corporate background, I bring structured systems to a small business environment. I’ve implemented structured goals, targets and performance reviews that individual team members can work towards while maintaining the flexibility that makes small businesses so dynamic. We have a systematic approach to learning from each project, conducting lessons learned at each phase, while still staying open to innovation.
I particularly enjoy being able to relate to everyone on a project team – from the person on the shovel to the architect – by conveying information differently depending on the audience. I am able to harness my ability to digest and simplify complex information and apply it to the planning processes for Underwood’s projects – working through the details to understand what is and isn’t possible, without getting lost in the jargon.
Based on your experience at Underwood, what initiatives have been most effective in supporting and retaining women in the practice?
As a mother of two, I understand the need for flexible working arrangements. We’ve created a family-friendly workplace where children can visit during school holidays or after school, and we understand when someone needs to work from home. My philosophy is “family first” – whether that’s children, parents, partners, or pets. We don’t live to work; we work to live, and this culture has been key to retaining talent.
I’m passionate about Professional Development Plans and encouraging career growth. We conduct quarterly check-ins and support staff in accelerating their careers, even if their path eventually leads elsewhere. For example, whilst essentially performing her role at an architect’s remit one of our project leads didn’t yet complete her formal qualification After our development discussion uncovered her ambition to become a registered architect, we mapped out an 18-month pathway to help her achieve that goal.
We also focus on shared cultural activities that build team cohesion. Rather than formal lunches for our Christmas celebration, we did pottery making – something hands-on that appealed to both our builders and creative team members. These initiatives help create an environment where everyone feels valued and supported.
Have you encountered any barriers in your career progression, and if so, how did you overcome them?
My biggest barrier was lack of confidence, especially in my twenties. I’d sit in team meetings knowing the answers but afraid to speak up. I’d return to my desk, process everything and write a comprehensive report – but by then, someone else had already solved the problem. In my thirties, particularly as a business owner and working mother, I’ve had to trust my instincts more because I simply don’t have time for that level of self-doubt anymore.
I overcame this fear out of pure frustration. What I’d tell my 20-year-old self is: it’s okay to be wrong sometimes. Your solution is usually right, so don’t be afraid to speak up or you’ll get left behind. When we talk about accelerating action, you can’t always wait for the perfect answer.
Another challenge came when I moved back to Melbourne after living in Perth and traveling overseas. Breaking back into the Melbourne workforce without networks was difficult, especially since environmental roles were limited. I overcame this by cross-skilling myself in health and safety to get my foot in the door, then progressed back to my preferred environmental field. Never underestimate the value of gaining new skills to advance your career.
Looking ahead, what changes would you like to see in the industry to create more equitable opportunities for women?
I’d like to see more women in leadership taking on mentorship roles to showcase what’s possible in our industry. We need to focus on making construction sites more approachable and less intimidating for everyone – especially our clients.
We should be encouraging girls in school to consider careers in the built environment through increased work experience opportunities. At Underwood, we take on apprentices and are open to hosting high school students for work experience to help foster the next generation of talent.
Beyond industry-specific changes, childcare reform is essential. As a working mother, you’re often financially penalised the more money you make because of how childcare subsidies are calculated. There’s little incentive to push for career advancement when those salary increases are lost to childcare costs. This systemic issue affects women’s ability to progress in their careers during crucial years.
Any final thoughts?
To any women reading this: don’t be afraid to speak up in meetings. You don’t have to be perfectly correct all the time.
Know your worth and negotiate every cent. I didn’t learn this until my 30s when I was being headhunted and finally had the confidence to name my price. We need more transparency around salaries and more women comfortable with negotiating their compensation. If we want to accelerate change, we also need to be active participants in these conversations.
About Underwood
Founded in Melbourne in 2022, Underwood brings together design expertise and construction knowledge under one roof to transform the traditionally complex journey of custom architectural builds. The firm’s integrated approach delivers exceptional results with certainty through streamlined documentation, cost clarity, and established trade partnerships. Creating spaces that adapt to changing needs while remaining timeless in design, Underwood’s portfolio spans innovative residential solutions and distinctive hospitality venues across Melbourne’s premium sectors. Every project is an authentic response to site context and client aspirations, enhanced by trusted partnerships that ensure consistent quality in execution.
