Scholar Profile - Rohan Braddy PDF Print E-mail
Rohan Braddy

ROHAN BRADDY

Chief Executive Officer, Mambourin Enterprises Ltd

Awarded a Kaplan Business School scholarship for a Master of Business Administration, 2013


What sort of work does your organisation do?

Mambourin’s vision is of a world where all people can live a life they want. Mambourin is a values-driven organisation with the person at the centre of everything we do. We believe everyone has something special to give and strive to connect people with disabilities and others experiencing disadvantage to every opportunity and support them to get what they want out of life. We offer a wide range of services we call choices including life skills support, community and social participation, leisure and recreation, sports and fitness, supported employment opportunities, work readiness training, and VCAL traineeships.

Describe a typical day's work.

Sometimes I describe my role as ‘creating the wherewithal for great people to do amazing things, then getting the hell out of way and letting them do it’ and one of my favourite mantras is ‘only do what only you can do’. Based on these, a working day for me typically involves making major corporate decisions, reviewing overall operational performance and resource utilisation, communicating with and providing support to the board of directors, working strategically to plan and drive improvement, innovation and creativity, building positive relationships with stakeholders, networking throughout the for-purpose sector, the commercial sector, and politically in one way or another, focusing on our teams to ensure they are high-performing, reading extensively, and acting as a digital leader and exploring the potential of data analytics. Through my national roles, I also spend some of each day considering, reviewing, and contributing to the development of policy nationally.

What were some of the key learnings from the Master of Business Administration?

There were many subject-specific learnings e.g. developing a deep understanding of the relationships between the financial statements, the story they tell, and how to use them to create greater value.

More generally, I gained the courage to say I don't know what you are talking about - or I don’t know what I am talking about - and taught me where to find the answers. It gave me the confidence to do the right things and do things right. I developed new leadership practices, knowledge of data and digital management, and better ways to support people to fulfil their potential.

How has it impacted / changed / benefited your role and your organisation as a whole?

The MBA has been nothing less than transformative. There is literally no aspect of my professional role that has not been positively impacted by it – leadership, finance, HR, marketing, knowledge management, operations, governance, understanding economic drivers, gaining insight into customer behaviour and better aligning our products with customer needs, new business perspectives, better communication, coaching and mentoring, focused on creating a more positive culture, the list goes on. We have conducted a digital audit and have a new digital strategy aligned with sales, marketing and operational objectives, we have a data analytics strategy, a VR development program, virtual teams. We continue to explore strategic concepts such as mission focus (and mission drift), market sensitivity, and fit-for-purpose organisational structure. We have probed deeply into the concept that organisations need to matter, and asked ourselves what difference would it make to the people we support if we ceased to exist tomorrow? I take the opportunity to step back from day-to-day pressures to examine and reflect upon new ways of looking at issues and seeking alternative insights. In short, the MBA has been a game-changer.

How did you come to be working in the not-for-profit sector?

My earliest memories involve wanting to help people, to make a difference, to make the world a better place. My first career served this purpose through teaching -which I still love doing – but I felt the need to extend the reach of my impact, and to have more immediate outcomes because of my actions. This led me to the role of an NFP CEO. Through such a role, decisions that we take today have an impact on the people we support and their families tomorrow. The world is rapidly changing and disrupting and by working with and through people to focus on maximising opportunities that arise as a result I can intensify the power of my efforts many fold. I love working with people who are customer-focused and results-oriented, who think strategically to drive desired outcomes, and in a sector that attracts the brightest and best talent who are motivated by their values and not necessarily the mighty dollar; people who feel successful, connected, and satisfied with the work that we do.

What do you feel is most needed to sustain and build the impact of the not-for-profit sector?

Many of the most pressing challenges facing society involve dealing with very complex problems – problems which are go beyond the capacity of any one organisation to solve, often where there is dispute about the causes and the best solutions. Often there is no commercial value in addressing such problems, so this falls to the NFP sector. To sustain and create lasting impact, the NFP sector must be solution-focused, to think beyond the restrictive framework of conventional problem-solving and to empower people to find the right answers through partnerships and collaborations. This requires strong sector leadership willing to ask hard questions; able to articulate a clear theory of change; capable of working with and through others to create lasting change; and prepared to demonstrate authentic leadership built on mutual trust, respect, honesty and integrity. ‘Innovation is key to success’ is a popular adage in business and the NFP sector must truly understand the importance of big data and data analytics as integral to driving innovation and make positive change stick.

What is something interesting / unique / unusual about you?

I love endurance cycling, riding hundreds of kilometres and climbing thousands of metres in a day. In pursuit of goals, I have had six major crashes, been hit by a car three times, had five hospitalisations, had a shoulder, a hand and a finger (on the other hand) reconstruction, had cellulitis in my knee and survived two other major infections. But in keeping with Einstein’s definition of insanity as repeatedly doing the same thing and expecting different results, every time something bad happens all I can think about is how soon I can get back on the bike.



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"The MBA has been nothing less than transformative. There is literally no aspect of my professional role that has not been positively impacted by it..."


ABOUT ROHAN:

Rohan is a strategic thinker with a good balance between social entrepreneurism and robust business planning skills. He has been the CEO of Mambourin since 2002 and is involved with many facets of the NFP and community sector.

In 2013, he was awarded a scholarship to complete a Master of Business Administration (MBA) with Kaplan Business School, which he completed in 2018.

ABOUT MAMBOURIN:

Annual revenue / size:

Large - $5m - $25m pa

Segment of NFP sector:

Social Services

Operating in:

VIC

Website:

www.mambourin.org/