20 Health Service Executives at Queensland Hospitals.

Why health service executives matter in Queensland hospitals.

Queensland’s hospital system is spread across services with very different geography, workforce conditions and community needs. A regional executive may be responsible for tertiary care, small hospitals, community services, remote outreach and partnerships with Aboriginal and Torres Strait Islander organisations at the same time. That makes the executive job a practical leadership problem. Leaders have to set direction while staying close to what patients, clinicians and communities experience. They also need to make improvement real through workforce planning, clinical governance, digital tools, infrastructure and service design. The people in this list show why health service leadership cannot be reduced to one job title. A chief executive may be accountable for a whole network. A medical executive may shape workforce and clinical standards. An allied health executive may redesign access. A First Nations health executive may lead work that changes how services listen and respond. For readers, the value is simple. These profiles give you a map of the work behind regional hospitals and a set of questions to ask about leadership in any complex service. Where is the decision made? Who owns the patient experience? Which part of the system needs better connection? Those questions are useful far beyond healthcare.

1. Lisa Blackler.

Health Service Chief Executive, Central Queensland Health.

Lisa Blackler is the Health Service Chief Executive at Central Queensland Health. The role places Lisa in the leadership of a service that supports communities across Central Queensland, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Appointed in April 2024 and brings more than 20 years of executive and senior leadership experience across regional, rural and remote health settings. That matters because her regional experience makes the role a useful lens on access beyond metropolitan hospitals. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

2. Amy Holmes.

Executive Director Clinical Governance, Quality and Safety, Central Queensland Health.

Amy Holmes is the Executive Director Clinical Governance, Quality and Safety at Central Queensland Health. The role places Amy in the leadership of a service that supports communities across Central Queensland, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has led national health programmes and helped establish Queensland Virtual Hospital. That matters because her work connects executive leadership with safer access and new models of care. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

3. Leena Singh.

Chief Executive, Cairns and Hinterland Hospital and Health Service.

Leena Singh is the Chief Executive at Cairns and Hinterland Hospital and Health Service. The role places Leena in the leadership of a service that supports communities across Cairns and Hinterland, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Commenced as Chief Executive in February 2023 after senior executive roles across health systems in New South Wales, Queensland and New Zealand. That matters because her cross-system experience is relevant to leaders working across a large regional service. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

4. Jenelle Matic.

Chief Operating Officer, Cairns and Hinterland Hospital and Health Service.

Jenelle Matic is the Chief Operating Officer at Cairns and Hinterland Hospital and Health Service. The role places Jenelle in the leadership of a service that supports communities across Cairns and Hinterland, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Previously held senior roles including General Manager of Westmead Hospital and has led critical care, patient safety, medical operations and surgical services. That matters because her background shows how operational leadership links care quality with day-to-day delivery. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

5. Annette Scott.

Health Service Chief Executive, Darling Downs Health.

Annette Scott is the Health Service Chief Executive at Darling Downs Health. The role places Annette in the leadership of a service that supports communities across Darling Downs, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Led the Premier’s award-winning Telehealth Pre-admission Clinic at Toowoomba Hospital and was the service’s COVID Health Incident Commander. That matters because her work shows how regional leaders can combine clinical insight, innovation and system coordination. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

6. Hwee Sin Chong.

Executive Director Queensland Rural Medical Service, Darling Downs Health.

Hwee Sin Chong is the Executive Director Queensland Rural Medical Service at Darling Downs Health. The role places Hwee in the leadership of a service that supports communities across Darling Downs, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has held senior medical leadership roles with Darling Downs Health since 2011 and previously led medical services at Toowoomba Hospital. That matters because her role puts rural medical workforce design at the centre of executive work. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

7. Rachel Phillips.

Executive Director Toowoomba Hospital, Darling Downs Health.

Rachel Phillips is the Executive Director Toowoomba Hospital at Darling Downs Health. The role places Rachel in the leadership of a service that supports communities across Darling Downs, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Was appointed in 2023 after more than two decades in Queensland Health across acute, ambulatory, primary care and mental health settings. That matters because her wide clinical and executive background is relevant to complex regional hospitals. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

8. Ron Calvert.

Chief Executive, Gold Coast Health.

Ron Calvert is the Chief Executive at Gold Coast Health. The role places Ron in the leadership of a service that supports communities across Gold Coast, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Leads the service’s operational strategy and day-to-day running across a broad regional health network. That matters because his remit illustrates the scale of executive responsibility across hospitals and community care. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

9. Matthew Lunn.

Executive Director Nursing, Midwifery and Patient Experience, Gold Coast Health.

Matthew Lunn is the Executive Director Nursing, Midwifery and Patient Experience at Gold Coast Health. The role places Matthew in the leadership of a service that supports communities across Gold Coast, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has more than 29 years of healthcare experience, more than 15 years at Gold Coast Health and also serves as its Disaster Management Lead. That matters because his role brings clinical leadership, consumer experience and preparedness together. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

10. Hannah Bloch.

Health Service Chief Executive, West Moreton Health.

Hannah Bloch is the Health Service Chief Executive at West Moreton Health. The role places Hannah in the leadership of a service that supports communities across West Moreton, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has more than 15 years of experience in Queensland’s public health system and previously served on the Gold Coast Health executive. That matters because her career shows how executives can carry system knowledge between regional services. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

11. Jeremy Wellwood.

Chief Operating Officer, West Moreton Health.

Jeremy Wellwood is the Chief Operating Officer at West Moreton Health. The role places Jeremy in the leadership of a service that supports communities across West Moreton, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Is responsible for clinical planning and performance across three divisions and previously led Princess Alexandra Hospital. That matters because his portfolio shows the importance of connecting service design with operating performance. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

12. Claire Barratt.

Executive Director Infrastructure and Facility Services, West Moreton Health.

Claire Barratt is the Executive Director Infrastructure and Facility Services at West Moreton Health. The role places Claire in the leadership of a service that supports communities across West Moreton, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Oversees a major capital infrastructure programme valued at more than one billion dollars and essential facility services. That matters because her work makes the physical environment part of the leadership conversation about safe care. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

13. Anthony West.

Health Service Chief Executive, Central West Hospital and Health Service.

Anthony West is the Health Service Chief Executive at Central West Hospital and Health Service. The role places Anthony in the leadership of a service that supports communities across Central West, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has guided improvements in mental health, maternity, child health, primary care and general practice across remote Queensland. That matters because his focus shows how remote executives work across the whole care continuum. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

14. David Walker.

Executive Director Medical Services, Central West Hospital and Health Service.

David Walker is the Executive Director Medical Services at Central West Hospital and Health Service. The role places David in the leadership of a service that supports communities across Central West, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has lived in Longreach for 14 years and has provided professional leadership for the medical workforce across the health service since 2020. That matters because his local clinical experience gives the executive role a strong community connection. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

15. Anthony Brown.

Health Service Chief Executive, South West Hospital and Health Service.

Anthony Brown is the Health Service Chief Executive at South West Hospital and Health Service. The role places Anthony in the leadership of a service that supports communities across South West, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Joined in 2021 after more than 30 years as a rural generalist and has worked to improve access in rural and remote communities. That matters because his career demonstrates the value of deep rural practice in health service leadership. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

16. Shelley Lawton.

Executive Director Aboriginal and Torres Strait Islander Health and Engagement, South West Hospital and Health Service.

Shelley Lawton is the Executive Director Aboriginal and Torres Strait Islander Health and Engagement at South West Hospital and Health Service. The role places Shelley in the leadership of a service that supports communities across South West, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Coordinates reporting, investment and programmes linked to Closing the Gap and leads the First Nations Health Equity Implementation Plan. That matters because her portfolio shows how health equity becomes a core executive responsibility. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

17. Peter Gillies.

Health Service Chief Executive, Sunshine Coast Health.

Peter Gillies is the Health Service Chief Executive at Sunshine Coast Health. The role places Peter in the leadership of a service that supports communities across Sunshine Coast, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has worked in hospital and general practice roles across four countries and spent more than five years as a Health Service Chief Executive in Toowoomba. That matters because his experience gives a clear example of leadership that moves between regional systems. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

18. Gemma Turato.

Executive Director Allied Health, Sunshine Coast Health.

Gemma Turato is the Executive Director Allied Health at Sunshine Coast Health. The role places Gemma in the leadership of a service that supports communities across Sunshine Coast, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has led allied health at Sunshine Coast Health since 2017 and completed doctoral research on evidence-based allied health leadership development. That matters because her work highlights the strategic value of allied health leadership inside hospitals. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

19. Rex O'Rourke.

Health Service Chief Executive, Torres and Cape Hospital and Health Service.

Rex O'Rourke is the Health Service Chief Executive at Torres and Cape Hospital and Health Service. The role places Rex in the leadership of a service that supports communities across Torres and Cape, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Began as Chief Executive in January 2024 after strategic leadership roles in rural and remote health in Western Australia and the Northern Territory. That matters because his experience is directly relevant to leaders serving remote and First Nations communities. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

20. Marita Sagigi.

Executive General Manager Northern Sector, Torres and Cape Hospital and Health Service.

Marita Sagigi is the Executive General Manager Northern Sector at Torres and Cape Hospital and Health Service. The role places Marita in the leadership of a service that supports communities across Torres and Cape, a setting where hospital care is closely connected with workforce, access and local partnerships. For readers, that makes the role useful to study because it sits between strategy and the daily work of making services easier to use. It also shows why clear ownership matters when hospitals, community teams and specialist portfolios need to move in the same direction.

Has worked on Thursday Island since 2005 and has led corporate and primary care operations while supporting workforce development. That matters because her local pathway shows how community connection and executive responsibility can grow together. The practical question for any leadership team is how that lesson appears in its own work. Look for the decision, the owner, the handover and the evidence that the change helped people. A good profile is less about status than about the system the person helps other people improve. That is a useful reminder that leadership quality is visible in everyday choices.

What these executives show us about hospital leadership.

Taken together, these profiles show that regional hospital leadership is a network job. The work crosses clinical care, community access, workforce capability, facilities, finance, technology and cultural safety. The executive who owns one portfolio still has to understand how that portfolio affects every other part of the service. A second pattern is the value of leaders who can move between detail and direction. The strongest roles combine a clear professional base with the ability to lead across disciplines. A medical leader needs to understand operations. A workforce leader needs to understand care. An infrastructure leader needs to understand the patient journey. A third pattern is that local connection is not a soft extra. Regional and remote services work better when leaders understand the geography, the workforce and the community context. That connection can come from long service in one region, from clinical practice, from community partnership or from a deliberate focus on equity. The practical lesson is to look for leadership systems, not heroic individuals. Strong services make it easier for executives to share information, make decisions, learn from problems and keep the patient experience visible. That is the kind of leadership capacity that can survive a change of person or title.

How to use this list.

Use this list as a starting point for learning, not as a ranking. If you are preparing for a partnership, begin with the health service rather than the person. Understand the region, the hospitals, the community setting and the portfolio the executive leads. If you are studying leadership, compare the different roles. Notice which responsibilities sit with a chief executive, which sit with clinical leaders and which sit with people, digital or infrastructure leaders. Then ask how those roles would need to work together to improve one patient journey. If you are contacting someone, keep the message specific and respectful. Refer to the service problem or opportunity you can genuinely help with, and make the next step easy to answer in writing. Do not assume a title tells you what matters most to that person. For your own leadership team, the list can also prompt a useful exercise. Map the work your organisation must do, then check whether each part has a clear owner, the right skills and a reliable handover. When responsibility is vague, good intentions are not enough.

Frequently asked questions.

What does a hospital health service executive do? A hospital health service executive leads a major part of a health system, such as the whole service, clinical care, nursing, operations, workforce, finance, digital health or infrastructure. The role combines strategy with day-to-day decisions about safe, accessible and sustainable care. Why are regional hospital executives important? Regional executives often lead across hospitals, community services and remote locations. They have to work with different workforce conditions, travel distances and local priorities. Their decisions affect how people access care close to home and how services connect across a region. What is the difference between a hospital chief executive and a medical executive? A chief executive is accountable for the overall health service or hospital network. A medical executive provides professional and strategic leadership for doctors and clinical care. The two roles need to work together so operational decisions support safe clinical practice and good patient outcomes. What should I look for in a health service leader? Look for clarity about responsibility, evidence of collaboration across disciplines, attention to patient experience and a practical understanding of the local community. Good leaders can explain what must improve, who owns the work and how the service will learn as it goes. How can leadership teams learn from hospitals? Hospital teams make complex work visible. They can learn from the way health services clarify roles, manage handovers, review risk, support frontline professionals and coordinate different expert groups. The useful lesson is not to copy a hospital structure, but to make important work and decisions easier to see.

Conclusion.

The executives in this list show the breadth of leadership required to run hospitals and health services across Queensland. The work is clinical, operational, financial, digital, cultural and deeply connected to the communities each service supports. The most useful takeaway is that leadership is a system of relationships and responsibilities. A service becomes stronger when people know what they own, how decisions move and how different professional perspectives come together around patient care. If you are leading a complex organisation, choose one current challenge and map the leadership around it. Write down the decision, the owner, the people who need to contribute and the next written action. That small act can turn a broad leadership conversation into progress.

Related reading.

If this topic is useful, read the guide to [leadership team development](https://www.consultclarity.org/post/leadership-team-development), explore the [Working Genius implementation guide](https://www.consultclarity.org/post/working-genius-implementation-guide), or learn about a [facilitated team offsite](https://www.consultclarity.org/team-offsite-enquiry).

A practical next step.

If your leadership team is carrying a complex change, I help leaders create clearer decisions, stronger alignment and practical next steps through keynotes, workshops and facilitated leadership sessions. To enquire, email jonno@consultclarity.org.

About the author.

Jonno White is a Brisbane-based leadership consultant, keynote speaker and Certified Working Genius Facilitator, and the author of Step Up or Step Out. He works with schools, corporates and nonprofits around the world. To enquire about a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.