A move into housing

Those early experiences in community-based children’s services would eventually lead her into community housing, although not through a deliberate career plan. Whilst still in local government, Julie came across an executive role with Hume Community Housing. As she read through the position description, she was struck by how closely it aligned with the work she had already been doing.

“There was the property and asset management side,  maintenance and capital upgrade programs, the governance and compliance regimes and government partnerships and the focus on the customer and their aspirations and connection to community. When I looked at it, I could see so many connections to the work I had done in local government. It felt like there was a real opportunity there.”  Another commonality was the high female representation in the workforce.  I have always been passionate about coaching and mentoring emerging talent, with a particular focus on driving leadership, professional development, and recognition within sectors with high female representation.

What was initially a new direction to explore became almost ten years with Hume, during a period of significant growth and transformation for the organisation.

Like many people who find their way into housing, Julie quickly became passionate about the sector.

“Housing gets under your skin. There’s something about it that keeps people there despite the challenges.”

For Julie, part of the attraction was the balance between tangible outcomes and long-term community impact.

“I loved that community housing had both aspects. On one hand, you’re building homes and creating something you can physically see and touch. On the other hand, you’re working alongside people and communities, and those outcomes can take years to unfold. Sometimes you never see the end result, but you know you’re contributing to something important.”

While she is proud of the growth achieved during her time at Hume, what stands out most is the organisation’s commitment to ensuring that growth remained connected to purpose.

“It’s very easy to get lost in growth for growth’s sake. One of the things I valued most was that we always tried to stay focused on social impact and the outcomes we were there to achieve.”  Customers were the drivers for the holistic services and programs we designed and the development of new social and affordable housing across Greater Western Sydney and regional areas created the foundation for building stronger communities.”

Recognising the professionals behind the work

Across both local government and housing, a common theme has been Julie’s belief in recognising the professionalism of people working in community-focused roles.

In local government, she worked closely with early childhood educators and centre directors, advocating for greater recognition of their expertise and the important role they play in children’s development and community wellbeing.

“We spent a lot of time talking about education as well as care, because these were highly skilled professionals. That shift changed the relationship with families and helped create stronger partnerships around children’s learning and development.”

Education has remained a consistent thread throughout Julie’s career. Whether working with early childhood services, supporting the development of staff and future leaders, or more recently contributing to the vocational education sector, she sees education as one of the most powerful ways to create opportunity and choice.

“Education creates choice for people. That’s what I’ve always valued about it. When people have accessible resources and learning and development opportunities, it opens doors and gives them more control over the direction of their lives. It’s a purpose that’s easy to connect with.”

She sees a similar professionalism in housing. “Housing professionals have the privilege of being invited into people’s homes. That’s something I’ve always taken seriously. It’s about treating people with respect, understanding their circumstances and being clear about the role you can play in supporting them to achieve their goals.”

The reward of seeing people grow

When asked about her proudest achievements, Julie doesn’t point to a particular project or development, she talks about people.

Throughout her career, she has mentored and supported countless team members, many of whom have gone on to senior leadership positions.

“Watching people grow has probably been the most rewarding part of my career. I’ve worked with people who started in frontline roles and progressed into senior management and executive positions. Being able to support people as they build confidence and develop their careers is incredibly rewarding.”

She believes there is a direct connection between employee fulfilment and organisational impact.

“When people feel supported and fulfilled in their roles, they’re more engaged with the purpose of the organisation and that flows through to better outcomes for customers, clients and communities.”

Strengthening the backbone of organisations

In recent years, Julie has focused on consulting, professional development and project-based work, including a recent 18-month project management role with TAFE. Working with project leads and managers across the organisation, she supported the delivery of strategic initiatives while helping teams build capability in project and change management.

The role gave her the chance to combine what she enjoys most: strategy, transformation, capability building, and mentoring others.

“I still found myself coaching, mentoring and helping people navigate change, but without the day-to-day operational responsibilities. It reminded me how much I still want to contribute directly into an organisation, and helped me think about what I want the next stage of my career to look like.”

Julie’s experience has given her a clear view of where she can make the strongest contribution.

While operations has been a major focus throughout her career, she is increasingly drawn to strategy, transformation and organisational change. This is influenced by the organisation wide view that’s essential for a COO and the work with peer Executives, the Board and reflection on the work that most challenged and inspired her.

The phrase she keeps returning to is “strengthening the backbone” of an organisation.

“I’m most interested in contributing to strengthening an organisation’s foundations so they can grow, adapt and succeed over the long term. That’s where I feel I can make the greatest contribution, bringing together strategy, transformation, governance and organisational capability to create clarity and direction.

What I’ve learned over time is that the strongest organisations balance structure with flexibility. They have a clear sense of purpose and good governance, while still creating space for innovation, continuous improvement and genuine responsiveness to their customers, communities and stakeholders. Helping organisations find that balance is the work I’m most passionate about.”

Looking ahead

Julie is now seeking an executive or senior leadership opportunity where she can apply her experience in strategy, transformation, organisational development and leadership to strengthen an organisation’s foundations and position it for sustainable growth.

If this story resonates and you can see a potential opportunity for Julie within your organisation or network, we’d love to put you in touch.

Please contact our CEO, Natalie Carrington to start a conversation. Click here to schedule a call with Natalie or drop an email to hello@bloomhr.com.au.

The post Career Story: Julie Bojarski – Finding Purpose Through Community appeared first on Bloom HR.

A settlement has been paid. A release has been signed. Surely that means the dispute is over?

Not necessarily.

A recent Victorian decision provides an important reminder that a settlement only resolves the claims captured clearly by its terms. If the release is confined to one proceeding or one area of law, another existing claim arising from the same events may still continue.

The Case

The worker had two different legal proceedings arising from the circumstances of her employment.

One was a common law damages claim brought in the County Court under Victoria’s Workplace Injury Rehabilitation and Compensation Act, known as the WIRC Act.

The other was a proceeding in the Victorian Civil and Administrative Tribunal under Victoria’s Equal Opportunity Act. That proceeding included serious allegations of workplace misconduct and discrimination connected with pregnancy and the subsequent termination of the pregnancy. These remain allegations. The Tribunal’s decision was about whether the proceeding could continue, not whether the allegations were established.

Importantly, the Equal Opportunity Act proceeding had been filed in October 2021. It was therefore already underway before the workers’ compensation matter was settled and the release was signed in January 2026. The employee did not sign a release and then commence a new discrimination proceeding.

The County Court claim settled for $362,500. The employer and other respondents then argued that the release signed as part of that settlement also prevented the worker from continuing her Equal Opportunity Act proceeding.

VCAT did not accept that argument.

The Background

This case is easier to understand when the two proceedings are separated.

The County Court claim

The County Court proceeding was a workplace injury claim under the WIRC Act. It sought common law damages for injury, including damages for pain and suffering and economic loss.

The release referred specifically to that legislation and defined the relevant claim by reference to the application for common law damages under the WIRC Act.

The VCAT proceeding

The VCAT proceeding was brought under the Equal Opportunity Act. It concerned alleged breaches of statutory protections relating to workplace discrimination and other alleged unlawful conduct.

Pregnancy is a protected attribute under Victoria’s Equal Opportunity Act. The discrimination component of the proceeding concerned the worker’s allegation that she had been treated unlawfully because of her pregnancy and its subsequent termination. The available reporting does not provide enough detail to say precisely what treatment or employment decisions formed that part of her case, so it would not be appropriate to speculate.

The important legal distinction is that this was a statutory discrimination proceeding, not a common law damages claim under the workers’ compensation legislation.

Although the two cases arose from related workplace circumstances, they existed under different legislation, pursued different legal rights and could provide different remedies.

That distinction became decisive.

Why the Release Did Not Stop the Other Proceeding

The release said that the worker would not bring further claims or legal proceedings concerning the matters that were the subject of the defined claim.

The respondents argued that this wording was broad enough to end the Equal Opportunity Act proceeding as well.

VCAT Member Michael Bevan found that, read as a whole, the release was confined to the WIRC Act claim and its associated common law damages. The definition of “claim” did not include statutory claims arising from the events and did not expressly identify the Equal Opportunity Act proceeding.

The Tribunal also rejected the argument that the worker needed to have expressly carved out her right to continue the discrimination claim. On VCAT’s interpretation, the Equal Opportunity Act proceeding was never captured by the release in the first place. There was therefore no need to exclude it.

There was another practical problem. A director who was a respondent in the Equal Opportunity Act proceeding was not included in the release. The Tribunal considered this a further indication that the parties had not intended the release to bring the whole Equal Opportunity Act matter to an end.

The respondents therefore failed to establish that continuing the VCAT proceeding was an abuse of process. The underlying claims can now continue to be heard, but their merits are still to be determined.

How To Do It Better

The lesson is not that every release must contain one sweeping sentence releasing “all litigation”.

The lesson is that the parties must be absolutely clear about what is being settled, which claims are being released, which proceedings are being discontinued and who receives the benefit of the release.

Before finalising a settlement, employers should identify:

• every current legal proceeding;
• every actual or reasonably contemplated cause of action;
• the different jurisdictions involved;
• each individual and entity that needs to be protected;
• whether existing proceedings must be withdrawn or discontinued;
• whether the release covers common law, statutory and equitable claims;
• whether any claims are deliberately excluded; and
• whether the wording accurately reflects the settlement the parties have negotiated.

This matters because one workplace dispute may involve several independent legal pathways. A workers’ compensation damages claim, discrimination proceeding, general protections application or another statutory claim may arise from overlapping facts, but that does not automatically make them the same legal claim.

A release drafted around only one proceeding may settle only that proceeding.

The Bloom HR Take Away

A significant settlement payment does not, by itself, buy finality.

This employer had paid $362,500 to settle a common law workplace injury claim, but the release was interpreted by VCAT as being confined to that claim. It did not expressly dispose of the separate Equal Opportunity Act proceeding that was already on foot.

The decision does not determine whether the worker’s underlying allegations are true. What it determines is that the release did not prevent those allegations from proceeding to be heard.

For employers, the practical message is clear: never assume that settling one claim resolves every legal issue arising from the same workplace events.

If the commercial intention is to settle all litigation between the parties, the document needs to clearly identify:

the claims, the legislation, the proceedings, the parties and the intended scope of the release.

It should also deal expressly with the withdrawal or discontinuance of every existing proceeding intended to form part of the settlement.

Before signing, ask:

Does this document clearly end every proceeding we intend to settle, or does it only release the claim named in the document?

If the answer is not immediately clear, the release is not ready to be signed.

Bloom HR supports organisations to navigate complex workplace matters, strengthen their people practices and reduce uncertainty before disputes escalate. For a free and confidential 30 minute consultation use this link to schedule a time with our Founder and CEO Natalie Carrington.

The post Fair Work Friday: A $362,500 Settlement Did Not End the Litigation appeared first on Bloom HR.

The Employer of Choice Award celebrates businesses that demonstrate a genuine commitment to creating workplaces where employees can thrive. At Bloom HR, we have always believed that great workplaces are built on trust, flexibility, professional growth, wellbeing and strong values. These principles guide the way we work with our clients and the way we support our own team.

This achievement reflects the culture we have worked hard to create and the incredible people who contribute to it every day. Our team’s dedication, expertise and commitment to supporting our clients and the communities they serve are at the heart of everything we do.

In addition to winning the Employer of Choice Award, Bloom HR was also recognised as a finalist in the Outstanding Business Leader Award and Excellence in Small Business Award categories, making it a memorable evening and a wonderful acknowledgement of our growth and impact.

We would like to thank our team, clients, candidates, partners and supporters who have been part of our journey. This recognition belongs to all of you.

We are incredibly proud of what we have achieved together and look forward to representing the Sydney region at the NSW Business Awards state finals in October.

The post Bloom HR named Employer of Choice at the NSW Business Awards appeared first on Bloom HR.

But a recent Fair Work Commission decision should make every employer stop and ask an important question:

Are your casuals genuinely casual, or are they permanent employees in disguise?

In one of the first significant decisions under the new Employee Choice Pathway provisions, the Fair Work Commission ordered Macquarie University to convert a long-serving casual academic to permanent part-time employment. The decision provides valuable guidance on casual employment, but it also reinforces a much broader lesson about the National Employment Standards (NES).

The Case

Gregory Baker had worked as a casual academic in Macquarie University’s School of Computing since 2023. He taught the same core subject across multiple semesters and was allocated the same teaching work again for future semesters.

Using the Employee Choice Pathway, Mr Baker notified the University that he believed his position no longer met the definition of casual employment and requested conversion to permanent employment. The University refused, arguing that its Enterprise Agreement did not permit a teaching-only role to be engaged on a permanent part-time basis.

The Fair Work Commission rejected that argument.

Commissioner Crawford found that the employee’s work was regular, predictable and ongoing, formed part of the University’s core operations, and was substantially similar to work performed by permanent employees. In practical terms, the arrangement looked much more like ongoing part-time employment than genuine casual employment. The Commission subsequently ordered the University to convert Mr Baker to permanent part-time employment.

Why This Decision Matters

Many employers still assume that if someone signs a casual contract, receives casual loading and works under separate engagements, they will automatically remain a casual employee.

This decision reinforces that the Fair Work Commission looks beyond the label and examines the reality of the working relationship. If work is ongoing, predictable and forms part of an organisation’s regular operations, calling someone a casual may not be enough.

The decision is particularly relevant for employers operating around school terms, funding cycles, seasonal demand, recurring projects or program-based work. A break between periods of work does not automatically preserve casual status if the overall pattern points to continuing and ongoing employment.

For many organisations, especially in education, community services, disability services, childcare and not-for-profit sectors, that is a significant takeaway.

The Most Important Lesson: The NES Always Comes First

While most commentary has focused on casual conversion, I think the most significant aspect of this decision is what it says about the National Employment Standards.

Macquarie University argued that its Enterprise Agreement prevented the employee from being converted because the agreement did not permit a teaching-only part-time role. The Fair Work Commission found that argument could not succeed because an Enterprise Agreement cannot remove or limit rights provided under the National Employment Standards. To the extent that a provision conflicts with the NES, it has no effect.

That’s a principle every employer should understand.

The National Employment Standards sit at the foundation of Australia’s workplace relations system. Whether it’s an employment contract, workplace policy, Enterprise Agreement or simply a workplace practice that has existed for years, none of these arrangements can remove or restrict a minimum entitlement provided by the Fair Work Act.

This is why compliance reviews should never focus solely on employment contracts. Enterprise Agreements, workforce models, classification structures, rostering practices and internal policies should all be reviewed from time to time to ensure they remain aligned with current legislation.

How To Do It Better

This case is a timely reminder for employers to look critically at their casual workforce. If employees have been engaged for years, work regular patterns, return every term, season or funding cycle, or perform work that is essential to the organisation’s operations, it may be worth re-assessing whether those arrangements still reflect genuine casual employment.

It is also a good opportunity to review contracts, policies and Enterprise Agreements to ensure they continue to align with legislative requirements. Many organisations are surprised to discover that a workplace practice that has existed for years no longer reflects current law.

The best time to identify these issues is before an employee raises them.

The Bloom HR Takeaway

There are really three lessons in this case.

The first is that casual employment is determined by the reality of the relationship, not just the wording of the contract. If work becomes regular, predictable and ongoing, employers should carefully consider whether the arrangement still reflects genuine casual employment.

The second is that the National Employment Standards remain the ultimate workplace safety net. No Enterprise Agreement, contract, policy or workplace custom can take away a statutory entitlement provided under the Fair Work Act.

The third lesson may be the one that shapes workplace disputes for years to come.

Mr Baker reportedly used AI tools to assist with researching legislation, reviewing case law and preparing his arguments. AI did not win the case. The law won the case. However, AI helped make workplace information more accessible to someone who may previously have needed a lawyer, union representative or significant time and resources to develop the same argument.

The balance of workplace knowledge is changing rapidly.

Employees can now access legislation, case law, Fair Work resources and practical guidance in ways that simply weren’t possible a few years ago. The information gap between employers and employees is shrinking.

For employers, the lesson is simple. Don’t assume employees won’t know their rights. Assume they will.

The organisations that will thrive in this environment won’t be the ones relying on technicalities, historical practices or gaps in knowledge. They’ll be the organisations whose employment arrangements are compliant, transparent and capable of standing up to scrutiny.

Because in a world where everyone has access to information, good employment practices matter more than ever.

Need help reviewing your casual workforce?

Bloom HR supports organisations across Australia with workforce reviews, employment compliance, Enterprise Agreement interpretation, workplace investigations and practical HR advice.

📞 02 8114 4449 📧 hello@bloomhr.com.au 🌐 www.bloomhr.com.au

#FairWorkFriday #CasualEmployment #EmploymentLaw #IndustrialRelations #HumanResources #PeopleAndCulture #WorkplaceRelations #FairWorkCommission #BloomHR

The post Fair Work Friday: Think Your Casuals Are Really Casual? The Fair Work Commission Says Think Again appeared first on Bloom HR.

When most employers hear “flexible work request”, they think about changes to hours, working from home arrangements, or adjusted start and finish times.

However, a recent decision involving logistics giant DHL considered whether an employee could use the flexible work provisions of the Fair Work Act to seek an exemption from a workplace mobile phone ban that had been implemented for safety reasons.

The employee ultimately lost the case, but the Commission’s reasoning may have wider implications for employers managing workplace policies.

The Case: A Flexible Work Request or a Challenge to a Workplace Policy?

Mr Thanh Long Duong worked in a DHL warehouse that prohibited employees from carrying personal electronic devices while performing operational duties.

The policy was implemented as a safety measure to reduce distractions and minimise the risk of workplace incidents.

Mr Duong sought an exemption from the ban due to his family circumstances. His children suffer from serious medical conditions, including severe asthma and anaphylaxis, and he wanted to be contactable should an emergency arise.

Rather than simply requesting an exception to the policy, Mr Duong relied on the flexible work provisions under section 65 of the Fair Work Act and argued that being permitted to carry his phone was a change to his “working arrangements”.

DHL argued the request did not relate to a working arrangement at all and that the flexible work provisions were intended to address matters such as working hours, work patterns and work location.

The Background: Why the Decision Matters

Before determining whether DHL was entitled to refuse the request, the Fair Work Commission first had to decide whether the request was capable of being considered under the flexible work provisions.

This was the critical issue.

Deputy President Bell found that the mobile phone prohibition was sufficiently connected to the performance of work to potentially constitute a “working arrangement”.

While the Commission ultimately accepted that DHL had reasonable business grounds to refuse the “flexible work request” due to workplace safety concerns, the decision confirmed that flexible work requests may extend beyond traditional arrangements such as hours and locations of work.

In practical terms, the Commission recognised that workplace policies may, in some circumstances, fall within the scope of the flexible work framework.

For employers, that is arguably the most significant aspect of the decision. Even though in this case the request was denied, the potential that employees may challenge workplace policies through a flexible work request is the issue. It means that flexible work requests are broader than employers previously understood.

How to Do It Better

1. Don’t Assume Flexible Work Requests Only Relate to Hours and Working from Home

Employers should carefully assess the substance of a request rather than dismissing it because it does not fit a traditional flexible work scenario. The Commission’s approach suggests that other workplace arrangements may also require consideration under the flexible work provisions.

2. Ensure Your Refusal Reasons Are Well Documented

DHL was successful because it could demonstrate legitimate workplace safety concerns and reasonable business grounds for refusing the request. Employers should ensure they can clearly articulate and evidence the operational, safety or financial reasons supporting any refusal.

3. Focus on the Process as Much as the Outcome

Even where an employer ultimately refuses a request, the consultation process matters. Taking the time to genuinely consider the employee’s circumstances and explore alternatives will place an employer in a much stronger position if the decision is later challenged.

The Bloom HR Takeaway

This decision highlights how difficult it is becoming for employers to navigate an ever-expanding range of workplace obligations.

Most employers would reasonably expect flexible work requests to deal with issues such as working hours, work patterns or location. Few would anticipate that a workplace safety policy could potentially become the subject of a flexible work dispute.

While the Commission ultimately upheld DHL’s decision, the broader interpretation of what may constitute a “working arrangement” creates further uncertainty for employers already trying to balance operational requirements, employee needs and workplace safety obligations.

The challenge is not that employers are unwilling to provide flexibility. The challenge is knowing where the boundaries are.

When concepts designed for one purpose begin extending into entirely different areas of workplace management, it becomes increasingly difficult for employers to understand their obligations with confidence. If HR professionals, lawyers and Commissioners are debating where those boundaries sit, it is easy to see why many employers are struggling to keep up.

Has your organisation reviewed its flexible work request process to ensure it is equipped to respond to increasingly complex requests? At Bloom HR, we help employers assess flexible work requests, manage risk, and balance compliance obligations with practical operational needs.

Schedule a 30 minute free consultation by calling us on (02) 8114 4449 or booking a meeting with a senior consultant here.

#FairWorkFriday #FlexibleWork #EmploymentLaw #HumanResources #Leadership #WorkplaceRelations #WorkplaceSafety #SmallBusiness #NFP #BloomHR

The post Fair Work Friday: Can Employees Use Flexible Work Laws to Challenge Workplace Policies? appeared first on Bloom HR.

National charity organisation The Smith Family has entered into an Enforceable Undertaking after self-reporting more than $5.9 million in underpayments affecting 784 current and former employees.

The Case: How a Lack of Systems Creates Massive Underpayments

Between 2016 and 2024, staff across multiple departments: including education program workers, managers, engagement advisors, and back-office corporate teams in marketing, accounting, and HR were paid incorrectly.

The charity self-reported the non-compliance to the Fair Work Ombudsman in 2023 after identifying the discrepancies during an internal review. The total back-payments reached $5.912 million, which includes underpaid wages, superannuation contributions, and interest. Individual back-payments ranged from $1 to over $121,000, with an average payout of about $7,900 per person.

The Back-Story: The Two Fatal Compliance Mistakes

The Fair Work Ombudsman investigation found two clear systematic failures that allowed these underpayments to go unnoticed for eight years:

• Award Confusion: The organisation lacked adequate systems to correctly identify which industrial instruments, such as the correct modern award or Enterprise Agreement, applied to specific employees. This meant many staff missed out on minimum rates, overtime, allowances, and public holiday pay.
• The Classification Trap: Even when they identified the correct framework: like the Social, Community, Home Care and Disability Services Industry Award (SCHADS Award): they unlawfully classified employees at a lower grade than was appropriate for their qualifications, experience, or actual duties.

Because the charity failed to conduct regular payroll and classification reviews, these errors compounded year after year.

How to do it better:

• Audit Your Classifications: Never look at a job title alone when determining pay. You must map the actual day-to-day duties, decision-making responsibilities, and required qualifications against the specific Award definitions.
• Implement Automated Systems: Moving away from manual tracking can help, no matter the size of your organisation. Part of The Smith Family’s commitment under the Enforceable Undertaking is implementing an automated time-and-attendance system to ensure proper tracking of hours and overtime.
• Schedule Routine Independent Reviews: Awards and enterprise agreements change regularly. Conducting an annual or bi-annual payroll compliance audit ensures a minor administrative slip-up doesn’t turn into a multi-million-dollar liability.

The Bloom HR Takeaway

In the small business and NFP space, leaders are often operating under tight budgets and managing complex funding models. However, this case demonstrates that compliance cannot be treated as a set-and-forget task.

The Smith Family did the right thing by self-reporting and fully cooperating, which is why they were able to sign an Enforceable Undertaking rather than facing litigation in court. But the financial and operational burden of fixing an eight-year oversight is immense.

The hidden trap here is the classification error. It’s easy for a manager to place a new hire on a baseline level without checking if their qualifications or responsibilities align to the correct classification in the relevant Award. When you multiply that single error across hundreds of staff over several years, the numbers add up quickly.

Ensuring your payroll systems match your actual award obligations is not just a matter of finance; it is about protecting the sustainability of your organisation and valuing the people who deliver your mission.

Are your modern award classifications accurate? At Bloom HR, our HR Advisory service specialises in award mapping and payroll audits to ensure compliance with the Award

Call us on (02) 8114 4449 for a first free consultation | Schedule a time for a chat

The post Fair Work Friday: The $5.9 Million Award Classification Lesson appeared first on Bloom HR.

We’re so lucky to have Mahala on the Bloom team! Once you get to know Mahala and her story, it’s easy to see why.

For nearly four years, Mahala Warren has been at the heart of Bloom’s talent function, supporting clients across recruitment with such a positive and genuine outlook.

Since joining in 2022, she’s built a reputation for delivering thoughtful, high-quality outcomes, and for making the process feel refreshingly human.

With more than 15 years’ experience under her belt, Mahala brings a breadth of knowledge across financial services, government, construction and not-for-profit sectors.

Add to that time spent living and working in Europe, and you get someone who understands people, workplaces and culture from multiple angles.

A career built around people

Mahala’s path into recruitment started with a Bachelor of Business, majoring in Human Resource Management and Industrial Relations, but it didn’t take long for her to find her niche.

“I’ve always enjoyed working with people and helping things come together,” she says. “Recruitment gave me the opportunity to do both.”

That early spark stuck. Even as her career has taken her across industries and continents, the core motivation has stayed the same.

Finding the right fit (and making it count)

While she’s worked across broader HR, recruitment is where Mahala feels most at home.

“At its core, it’s about understanding people and organisations, and then finding the right match,” she explains. “When you get that balance right, it makes a real difference.”

Her philosophy? Keep it simple.

“You don’t have to overcomplicate it,” she says. “Be clear, be honest, and make sure people feel supported. Good communication and genuine care go a long way.”

Why Bloom has been the perfect fit

For Mahala, Bloom brings together everything she loves about recruitment in one role.

“One of the things I value most is the variety,” she says. “Each client brings a different environment, different people, and a different challenge, which keeps the work interesting and meaningful.”

The opportunity to travel across Australia has also been a highlight, offering a deeper connection to the work Bloom supports.

“Getting out to different locations and meeting frontline workers has been incredibly rewarding,” she explains. “You really see the impact these organisations are having, especially supporting some of the most vulnerable people in our community.”

That sense of purpose is what makes the role so fulfilling.

“If we can help them find the right person to join their team, someone who genuinely fits and can contribute, then I feel a real sense of job satisfaction.”

Variety, connection and a bit of travel

While remote work has made it easier to support clients across Australia, Mahala still values face-to-face time.

“Flexibility is great, but nothing quite replaces being there in person and building real connections.”

Her recent work has taken her to South Australia and Melbourne, with Darwin next on the list.

What clients say

Mahala’s impact doesn’t go unnoticed:

“Mahala made the entire recruitment process such a pleasure. She was always so kind and easy to communicate with, and I always had complete faith she was acting in my best interests at all time. It was a pleasure to work with her.”

For Mahala, the most rewarding parts of the job don’t always happen straight away.

“The best moments are when you check in with someone a couple of years later and they’re still in the role and loving it,” she says. “That’s when you realise you’ve helped create something that’s really worked.”

Looking ahead

At Bloom, Mahala continues to strengthen the talent function while helping clients attract and keep the right people.

Her approach hasn’t changed, and that’s exactly the point: understand the brief, build strong relationships, and get the fundamentals right.

Because when you do that well, everything else tends to fall into place.

The post Career Story: Mahala Warren – A career built around people appeared first on Bloom HR.

For more than four decades, Havelock Housing has played a vital role in supporting people experiencing housing stress across Canberra, delivering safe, affordable homes and services that help individuals and families rebuild stability and dignity. 

Under the leadership of CEO Kylie Maidens, the organisation continues to strengthen its service delivery model, culture and operational foundations, with a clear focus on consistency, quality and peoplefirst leadership across the community housing sector. 

Kylie’s career story is a powerful reminder that leadership does not follow a single path, and that belief in yourself can be just as important as any qualification. 

A career built on courage, not credentials

Reflecting on her journey, Kylie admits that taking part in a career story prompted a surprising moment of reflection. 

“It really made me think about how I got here,” she says. “About hard work, about saying yes to opportunities, and about not saying no to myself.”   

Unlike many of her peers, Kylie did not follow a traditional path into leadership. She chose not to pursue higher education, something she is very open about, moving straight into the world of work shortly after high school. 

“When I look at people around me, sometimes I still think, how did I get here?” she reflects. “But what I know now is that someone’s capability is not defined by the certificate is framed on a wall.” 

From early on, Kylie learned to focus not on what she could not do, but on what she could do, a mindset that would define her career and leadership style. 

Finding ambition early

Kylie began her career in the not-for-profit sector in the role of Office Coordinator at Lifeline Australia, and it didn’t take long for her ambition to form.   

“I knew very early where I wanted to be,” she says. “I wanted to be the CEO of a small NFP.” 

That clarity became her compass and over the next two decades, Kylie worked steadily toward that goal, building experience, capability and credibility through hands on service delivery, operational roles and leadership positions across the sector. 

At the same time, she was forming strong views about the kind of leader she wanted to be. 

Leading with empathy

Over the past 20 years, leadership styles have shifted dramatically, particularly within purpose driven organisations. But Kylie’s leadership philosophy was remarkably consistent from the start. 

“I always knew I wanted to lead with empathy and kindness,” she says. “That has never changed.” 

Kylie points to former New Zealand Prime Minister Jacinda Ardern as a key source of inspiration.  For Kylie, leadership is about tenacity and determination, but just as importantly, about humanity. 

A brief detour and a valuable lesson

At one point, Kylie found herself leaving the notforprofit sector, not by choice but due to a departmental closure and redundancy. She took a role in the corporate world, a move that quickly confirmed what she already suspected. 

“My cup was never going to be full there,” she says frankly. 

The experience reinforced something fundamental about Kylie’s values and motivations, showing that purpose mattered too much. As soon as the opportunity arose, she returned to the notforprofit sector, where she now plans to remain for the rest of her career. 

“My work is grounded in a values system,” she says. “That is nonnegotiable for me.” 

Leadership at Havelock Housing

At Havelock Housing, Kylie brings that valuesdriven approach into every aspect of organisational leadership. 

She is particularly passionate about service delivery consistency across the community services sector, believing it to be the cornerstone of sustainable impact. 

“Service delivery is everything,” she explains. “To do it well, we need strong infrastructure underneath, such as business mapping, clear processes and operational discipline. That is what allows peoplecentred work to truly thrive.” 

Culture, however, always comes first. 

“Culture is the best possible foundation,” Kylie says. “If you get that right, the rest follows.” 

Paying it forward

Some of Kylie’s career highlights are not programs or projects, but seeing what people can achieve. 

Early in her career, she was supported by inspirational leaders who believed in her potential. Now, she is committed to paying that forward through mentoring and peer support. 

“Mentoring is one of the most worthwhile, costeffective and positive things this sector can do,” she says. 

Kylie has mentored colleagues who have gone on to lead major service delivery programs in the Northern Territory, the UK and with the United Nations, with others now operating at executive and senior director level in government. 

“There is honestly nothing that makes me happier than seeing people reach their full potential,” she says. 

She is also passionate about creating exposure for emerging leaders, deliberately bringing junior team members into conferences, government meetings and strategic conversations. 

“They need to see what is possible,” she says. “That visibility can change everything.” 

Advice for the next generation

Her advice is both practical and encouraging.  Think about the career you want and build it deliberately. Do not be discouraged by rejection, a ‘no’ today does not mean you are not good enough. Often, it simply means ‘not yet’. 

“Keep going,” she says. “Next month. Next year. Until you get where you need to be.” 

Looking ahead

As CEO of Havelock Housing, Kylie remains focused on strengthening service delivery, nurturing culture and developing the next generation of leaders within the sector. 

Bloom is proud to support Havelock Housing and grateful to Kylie for sharing her story, her leadership and her belief that life truly begins at the end of your comfort zone. 

The post Career Story: Kylie Maidens – Life begins at the end of your comfort zone appeared first on Bloom HR.

A career of unexpected turns

Caroline describes her journey as “decidedly non‑linear,” beginning in external audit soon after graduating with a degree in Accounting & Finance. Looking back, she says she would reassure her 21‑year‑old self that a non‑linear career is a strength, not a weakness.

“Careers are journeys with intersections, bridges and unexpected turns,” she reflects. “Nothing is finite. Every experience helps shape your next step. Even the roles that don’t energise you help clarify the direction you do want to go, and reveal your real strengths.”

Her first role was with Ernst & Young in Glasgow. Two years in, she accepted a sponsored move to EY Sydney, a temporary relocation that has now been home for 22 years.

Caroline then joined Foxtel, where the culture felt a world away from a ‘Big Four’ accountancy firm. .

“I’ll never forget having a TV on my desk, and a giant slide between floors,” she laughs. “It was a far cry from professional services!”

At Foxtel she worked across major national projects, including the Olympic and Commonwealth Games, new sport channel launches, broadband service launches and digital partnerships with some of Australia’s largest telcos. It was a rewarding commercial career, but a growing interest in purpose‑driven work began to shape her next steps.

A climate wake-up call

In 2018, the release of the IPCC climate report, combined with Australia’s escalating environmental challenges, prompted Caroline to make a bold change. She left Foxtel after 13 years to join Greenpeace Australia Pacific.

Moving from commercial media to a global environmental organisation was a significant shift. Shortly after she arrived, the Black Summer bushfires blanketed Sydney in smoke for weeks, providing a vivid and confronting reminder of the urgency of climate change.

“My time at Greenpeace fundamentally changed my perspective,” she says. “It made the issues impossible to ignore and showed me how purpose‑driven organisations can scale impact in powerful ways.”

Finding the bridge between purpose and commerciality

Caroline joined WorkVentures after an introduction through a professional connection — an opportunity that perfectly aligned her commercial experience with her desire for social impact.

“At WorkVentures, we combine social purpose with a commercial, client‑centred model,” she explains. “It allows us to be sustainable, scalable and focused on quality.”

Her arrival coincided with the onset of the COVID‑19 pandemic. While home‑schooling her two daughters, she witnessed firsthand how deeply the digital divide affected families. “Children without devices or digital skills were falling behind. The digital divide widened overnight.

Programs close to Caroline’s heart

Almost five years into her journey as WorkVentures’ CEO, two initiatives stand out among Caroline’s proudest achievements: the Technology Facilitated Abuse (TFA) Playbook and WorkVentures’ support of The Smith Family’s Learning for Life program.

The Technology Facilitated Abuse (TFA) Playbook addressed a real gap in support available to domestic abuse survivors and caseworkers.  Sadly, this form of abuse is rapidly on the rise, where perpetrators use digital devices, spyware, & social media to control, monitor, or harass victim-survivors; it’s complex, fast-evolving and increasingly common.  The Playbook provides practical tools, safety checklists and step-by-step guidance for caseworkers supporting victim-survivors. The impact was immediate, the Playbook helped frontline workers support more than 1,000 victim-survivors in a single region in its initial rollout.

Equally meaningful for Caroline is the organisation’s work with The Smith Family on their Learning for Life program, an initiative supporting over 70,000 young people  experiencing poverty to stay engaged throughout their education. These children often start school already behind their peers, through no fault of their own, simply because they lack access to the tools and opportunities many others take for granted.

Working alongside community partners and program specialists, Caroline’s team helped shape a model that delivers not only the digital devices children need for learning, but also the essential digital skills that empower entire families to use technology confidently. For Caroline, the project demonstrated how thoughtful design and technology can improve real-life outcomes for children and their families.

For Caroline, both projects reflect the best of social enterprise.  “This is technology expertise being used for profound human benefit,” she says.

Looking ahead

Caroline’s career shows what can happen when commercial leadership and social purpose work together.

From negotiating Olympic broadcast rights to tackling digital poverty, her journey has been defined by adaptability and a commitment to meaningful change.

Looking ahead, she is focused on scaling Work Ventures’ impact, including the continued growth of the National Device Bank, an initiative aiming to secure one million donated devices to help reduce digital poverty across Australia.

As WorkVentures enters its next chapter, Caroline remains committed to ensuring technology becomes a pathway to opportunity, not a barrier.

Bloom is proud to support WorkVentures and grateful to Caroline for sharing her story and leadership.

Pictured above left, is Caroline attending The King’s Trust Australia Awards and above right, presenting on the National Device Bank to the Women in Tech Fest 2026.

The post Career Story: Caroline McDaid on Leadership, Purpose and Impact appeared first on Bloom HR.

It’s a social enterprise built on community, purpose and social impact. One hundred per cent of HoMie’s profits go towards its mission to support young people affected by homelessness or hardship.

Over the past decade, the organisation has supported more than 4,000 young people, and it’s a story that deserves to be told.

Bloom has had the privilege of partnering with HoMie as their HR partner for the past couple of years. During this time, it’s been a genuine pleasure working alongside, and getting to know, their team. We were delighted when Ryan Neville, HoMie’s Lead Designer, accepted our invitation to share his story.

HoMie’s product design direction is led by Ryan, whose work helps shape a brand where every piece tells a story beyond the fabric.  Ryan has been part of the HoMie journey almost since the beginning, starting as a volunteer before progressing into the role of Product & Design Lead.

In this career story, Ryan reflects on his path through fashion, the responsibility that comes with designing for a not-for-profit label, and how purpose continues to drive HoMie’s creative vision.

A Path Shaped by Purpose

Ryan originally studied graphic design before later specialising in fashion design. Ryan’s earliest roles were spent designing corporate merchandise, working in fashion manufacturing and also some time as PA to a South Australian politician. These early experiences all hold fond memories for Ryan, but he struggled to find a role which he was truly invested in. That was until his path crossed with HoMie, working on a print run of HoMie t-shirts, when he discovered the brand and knew it was where he wanted to be. He began volunteering with HoMie in his spare time, transitioned into freelance work, and eventually moved into a full-time role. Fast forward seven years, and Ryan is now the lead designer in a role that now sees him leading the brand’s product direction.

When Ryan first came across HoMie, its difference was immediately clear.

“HoMie is completely different organisation to any other I’ve come across,” he says, “blending social inclusion and fashion in a way no one else really does.” Ryan firmly believes that it’s that unique quality which is central to HoMie’s success.

Designing for Impact

Working in the not-for-profit sector gives Ryan’s role an added sense of purpose. One of the most rewarding aspects of his work is seeing the progress made by participants in HoMie’s Pathway Alliance and Retail Ready programs.

“It is incredible watching their confidence grow,” Ryan says. “You really see people come out of their shell as they move through the program.”  These experiences influence the way the team thinks about design and the impact each product and the wider team can have.

Creating HoMie’s Best Loved Pieces

Over his seven years with the organisation, Ryan has been involved in developing many of HoMie’s most popular items.

The heavyweight collection is a standout (pictured below), forming a core range of everyday essentials that have become a signature for the brand.

His personal favourite, however, is a new product soon to be released: HoMie’s reversible jackets.   “They are the piece I am most proud of,” he says. “They work well in everyday life but still look polished.”

A Supportive Team and an Inclusive Workplace

While its mission is what initially drew Ryan to HoMie, it’s the people who have made the biggest impression.

“They are the best people I have ever worked with,” he says.“  Supportive inside and outside the workplace.”

As a wheelchair user, Ryan has encountered barriers that exist in many fashion settings, applying to roles that he later discovered were located in small upstairs spaces without suitable access. HoMie approached things differently. Early meetings were held in accessible cafes, flexible work options were built in from the start, and today Ryan splits his time between HoMie’s accessible Collingwood head office and the new Emporium store.

Beyond physical accessibility, Ryan values the collaborative nature of the team. Being part of a small organisation means being involved across the full production process, from concept development and supplier conversations to resolving production challenges and joining photoshoots. That variety has contributed to a role that feels both diverse and rewarding.

Looking Ahead

Ryan’s journey at HoMie highlights what is possible when design and purpose come together. From volunteer beginnings to leading the brand’s product direction, he has helped shape products that support a mission far larger than the clothes themselves.

As HoMie continues to grow, Ryan remains focused on creating work that is thoughtful, practical and aligned with the needs of the young people the organisation exists to support.

Thank you so much Ryan, for taking the time to share your story. 

PS we can’t wait to see the new reversible jackets!

The post Career Story: Ryan Neville – Designing with Purpose at HoMie appeared first on Bloom HR.