50 CEOs and Executive Directors in WA Health Systems
Last updated: 11 August 2026.
Western Australia’s health system is led through a network of health service providers and system support organisations. That means leadership is spread across hospital groups, specialist services, clinical portfolios, people and culture, digital systems, finance, infrastructure and transformation.
This list brings together 50 current executives across Western Australian health organisations. The roles vary from chief executive and executive director to area director, chief officer and other executive portfolio roles, because complex health systems need more than one kind of leadership.
Why WA health system leadership matters.
Health leadership is unusually visible in the quality of everyday life. Decisions about workforce, access, safety, digital systems, facilities and clinical services eventually become real experiences for patients, families and staff. Executive leaders have to hold those connections together while working inside a system that is large, specialised and under constant pressure.
The people below are useful to study because their roles reveal how that work is divided. Some hold whole-system accountability. Others carry a specialist portfolio that affects whether the system can plan, improve, support its workforce and deliver care. Taken together, the roster is a map of shared responsibility.
1. Robert Toms
Robert Toms is listed as Chief Executive at North Metropolitan Health Service. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Robert Toms’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
2. Tina Bertilone
Executive Director, Consumer Experience and Clinical Excellence at North Metropolitan Health Service
Tina Bertilone is listed as Executive Director, Consumer Experience and Clinical Excellence at North Metropolitan Health Service. The portfolio is responsible for clinical quality, service standards and patient experience. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around clinical quality, service standards and patient experience. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
3. Claire Chapman-Diaz
Claire Chapman-Diaz is listed as A/Executive Director, Commissioning and Redevelopment at North Metropolitan Health Service. The portfolio is responsible for the planning, commissioning and agreements that connect need to service delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
4. Renee de Prazer
A/Executive Director, Sir Charles Gairdner Osborne Park Health Care Group at North Metropolitan Health Service
Renee de Prazer is listed as A/Executive Director, Sir Charles Gairdner Osborne Park Health Care Group at North Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
5. Michelle Gillam
Michelle Gillam is listed as A/Executive Director, People and Culture at North Metropolitan Health Service. The portfolio is responsible for workforce capability, culture and the experience of people who deliver care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Michelle Gillam’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
6. Scott Goder
Scott Goder is listed as A/Chief Corporate Operations Officer at North Metropolitan Health Service. The portfolio is responsible for financial stewardship, corporate support and the choices that keep services sustainable. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around financial stewardship, corporate support and the choices that keep services sustainable. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
7. Graham Martindale
Graham Martindale is listed as A/Area Director, Nursing and Midwifery Services at North Metropolitan Health Service. The portfolio is responsible for nursing capability, workforce leadership and the quality of care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
8. Mark McAndrew
A/Executive Director, Mental Health Services and Dental Services at North Metropolitan Health Service
Mark McAndrew is listed as A/Executive Director, Mental Health Services and Dental Services at North Metropolitan Health Service. The portfolio is responsible for mental health service delivery and the needs of people using those services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
9. Ian Sheldrake
Ian Sheldrake is listed as Executive Director, Strategy and Transformation at North Metropolitan Health Service. The portfolio is responsible for strategy, change and the work of turning priorities into delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Ian Sheldrake’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
10. Jeffrey Williams
Jeffrey Williams is listed as Executive Director, Women and Newborn Health Service at North Metropolitan Health Service. The portfolio is responsible for specialist care for women, newborns, children and families. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around specialist care for women, newborns, children and families. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
11. Simon Wood
Simon Wood is listed as Area Director, Clinical Services at North Metropolitan Health Service. The portfolio is responsible for clinical quality, service standards and patient experience. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
12. Neil Doverty
Neil Doverty is listed as Chief Executive at South Metropolitan Health Service. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
13. Mark Cawthorne
Mark Cawthorne is listed as Executive Director, Corporate and Finance at South Metropolitan Health Service. The portfolio is responsible for financial stewardship, corporate support and the choices that keep services sustainable. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Mark Cawthorne’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
14. Hannah Whiting
Executive Director, Clinical Service Planning and Population Health at South Metropolitan Health Service
Hannah Whiting is listed as Executive Director, Clinical Service Planning and Population Health at South Metropolitan Health Service. The portfolio is responsible for clinical quality, service standards and patient experience. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around clinical quality, service standards and patient experience. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
15. Bryan Cook
Bryan Cook is listed as Executive Director, Contract Management at South Metropolitan Health Service. The portfolio is responsible for the planning, commissioning and agreements that connect need to service delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
16. Emma Davies
Emma Davies is listed as Executive Director, Transformation at South Metropolitan Health Service. The portfolio is responsible for strategy, change and the work of turning priorities into delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
17. Rachel Zombor
Rachel Zombor is listed as Executive Director, Mental Health at South Metropolitan Health Service. The portfolio is responsible for mental health service delivery and the needs of people using those services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Rachel Zombor’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
18. Luke Dix
Luke Dix is listed as Executive Director, Fiona Stanley Fremantle Hospitals Group at South Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around operational leadership across hospitals, campuses and connected services. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
19. Kellie Blyth
Kellie Blyth is listed as Executive Director, Peel Health Campus at South Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
20. Asheila Narang
Asheila Narang is listed as Executive Director, Rockingham Peel Group at South Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
21. Mark Monaghan
Mark Monaghan is listed as Area Director, Clinical Services at South Metropolitan Health Service. The portfolio is responsible for clinical quality, service standards and patient experience. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Mark Monaghan’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
22. Peta Fisher
Peta Fisher is listed as Area Director of Nursing and Midwifery at South Metropolitan Health Service. The portfolio is responsible for nursing capability, workforce leadership and the quality of care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around nursing capability, workforce leadership and the quality of care. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
23. Joel Gurr
Joel Gurr is listed as Chief Executive at East Metropolitan Health Service. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
24. Neil Cowan
Neil Cowan is listed as Executive Director, Finance and Business Performance at East Metropolitan Health Service. The portfolio is responsible for financial stewardship, corporate support and the choices that keep services sustainable. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
25. Doris Lombardi
Doris Lombardi is listed as Executive Director, Nursing and Midwifery Services at East Metropolitan Health Service. The portfolio is responsible for nursing capability, workforce leadership and the quality of care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Doris Lombardi’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
26. Ben Noteboom
Ben Noteboom is listed as Executive Director, Royal Perth Bentley Group at East Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around operational leadership across hospitals, campuses and connected services. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
27. Grant Waterer
Grant Waterer is listed as Executive Director, Medical Services at East Metropolitan Health Service. The portfolio is responsible for a defined executive portfolio inside a large health system. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
28. Chris Barton
Chris Barton is listed as Chief Information Officer at East Metropolitan Health Service. The portfolio is responsible for information, digital systems and the infrastructure that supports safe care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
29. Ann Blunden
Ann Blunden is listed as A/Executive Director, Strategy, Planning and Performance at East Metropolitan Health Service. The portfolio is responsible for strategy, change and the work of turning priorities into delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Ann Blunden’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
30. Chandima Hiyare-Hewage
Chandima Hiyare-Hewage is listed as Executive Director, Infrastructure at East Metropolitan Health Service. The portfolio is responsible for the places, assets and facilities that make care possible. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around the places, assets and facilities that make care possible. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
31. Alisha Thompson
Alisha Thompson is listed as EMHS Winter Commander at East Metropolitan Health Service. The portfolio is responsible for short-term system coordination during a period of seasonal pressure. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
32. Anne-Marie Presho
Anne-Marie Presho is listed as Director, Office of the Chief Executive at East Metropolitan Health Service. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
33. Sarah-Louise Laing
Sarah-Louise Laing is listed as A/Executive Director, Armadale Kalamunda Group at East Metropolitan Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Sarah-Louise Laing’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
34. Sandra Miller
Sandra Miller is listed as Executive Director, Mental Health at East Metropolitan Health Service. The portfolio is responsible for mental health service delivery and the needs of people using those services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around mental health service delivery and the needs of people using those services. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
35. Wade Emmeluth
A/Executive Director, Corporate Services and Contract Management at East Metropolitan Health Service
Wade Emmeluth is listed as A/Executive Director, Corporate Services and Contract Management at East Metropolitan Health Service. The portfolio is responsible for financial stewardship, corporate support and the choices that keep services sustainable. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
36. Zi Foo
A/Executive Director, Patient Experience and Clinical Excellence at East Metropolitan Health Service
Zi Foo is listed as A/Executive Director, Patient Experience and Clinical Excellence at East Metropolitan Health Service. The portfolio is responsible for clinical quality, service standards and patient experience. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
37. Valerie Buić
Valerie Buić is listed as Chief Executive at Child and Adolescent Health Service. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Valerie Buić’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
38. Clare Matthews
Clare Matthews is listed as Executive Director, Medical Services at Child and Adolescent Health Service. The portfolio is responsible for a defined executive portfolio inside a large health system. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around a defined executive portfolio inside a large health system. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
39. Judith Stewart
Judith Stewart is listed as Executive Director, Child and Adolescent Community Health at Child and Adolescent Health Service. The portfolio is responsible for a defined executive portfolio inside a large health system. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
40. Jill Pascoe
Executive Director, Child and Adolescent Mental Health Services at Child and Adolescent Health Service
Jill Pascoe is listed as Executive Director, Child and Adolescent Mental Health Services at Child and Adolescent Health Service. The portfolio is responsible for mental health service delivery and the needs of people using those services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
41. Tony Dolan
Executive Director, Perth Children’s Hospital and Neonatology at Child and Adolescent Health Service
Tony Dolan is listed as Executive Director, Perth Children’s Hospital and Neonatology at Child and Adolescent Health Service. The portfolio is responsible for operational leadership across hospitals, campuses and connected services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Tony Dolan’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
42. Marie Slater
Marie Slater is listed as Executive Director, Nursing Services at Child and Adolescent Health Service. The portfolio is responsible for nursing capability, workforce leadership and the quality of care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around nursing capability, workforce leadership and the quality of care. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
43. Clare Dobb
Clare Dobb is listed as Executive Director, People, Capability and Culture at Child and Adolescent Health Service. The portfolio is responsible for workforce capability, culture and the experience of people who deliver care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
44. Sam Campanella
Sam Campanella is listed as Executive Director, Safety, Quality and Innovation at Child and Adolescent Health Service. The portfolio is responsible for safety, quality and the experience of people who use health services. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
45. Michael Hutchings
Executive Director, Contracting, Infrastructure, Digital Health and Patient Support Services at Child and Adolescent Health Service
Michael Hutchings is listed as Executive Director, Contracting, Infrastructure, Digital Health and Patient Support Services at Child and Adolescent Health Service. The portfolio is responsible for information, digital systems and the infrastructure that supports safe care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Michael Hutchings’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
46. Anna Barrington
Anna Barrington is listed as Executive Director, Strategy, Planning and Performance at Child and Adolescent Health Service. The portfolio is responsible for strategy, change and the work of turning priorities into delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around strategy, change and the work of turning priorities into delivery. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
47. Michael Roberts
Michael Roberts is listed as Acting Executive Director, Finance and Corporate Services at Child and Adolescent Health Service. The portfolio is responsible for financial stewardship, corporate support and the choices that keep services sustainable. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
There is a practical idea here for any complex organisation. When a portfolio is explicit, teams can bring the right expertise into the room earlier, make trade-offs more honestly and reduce the chance that important work disappears between functions.
48. Giles Nunis
Giles Nunis is listed as Chief Executive at Health Support Services. The portfolio is responsible for whole-system direction, accountability and public trust. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
For leaders watching this space, the useful question is not who has the biggest title. It is how responsibility is shared, how priorities are explained and how the system learns when pressure rises. This role adds one part of that wider picture.
49. Chad Martino
Chad Martino is listed as Acting Executive Director, Transformation and Strategy at Health Support Services. The portfolio is responsible for strategy, change and the work of turning priorities into delivery. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
The leadership lesson is straightforward: a large system needs clear ownership without pretending that one person can hold every answer. Chad Martino’s role shows how specialist responsibility can sit alongside a shared purpose. For leaders in other sectors, that is a useful reminder to name the decision, the owner and the people who need to help carry it.
50. Amanda Mulcahy
Amanda Mulcahy is listed as Acting Executive Director, System-wide Workforce Services at Health Support Services. The portfolio is responsible for workforce capability, culture and the experience of people who deliver care. That makes the role part of the practical leadership architecture of Western Australia’s health system, where priorities have to move from executive decisions into safe, reliable service delivery.
This kind of portfolio also shows why leadership is more than a senior title. It connects people, process and purpose around workforce capability, culture and the experience of people who deliver care. The strongest executive teams make those connections visible, so staff can see how their work contributes to care, trust and better outcomes.
What this roster shows about health system leadership.
A health system does not become coherent because every leader thinks the same way. It becomes coherent when leaders understand the work that sits around them. Clinical quality needs operational support. Digital change needs workforce trust. Strategy needs people who can turn a direction into a service, a process or a decision.
That is the wider leadership pattern in this list. The job is not simply to protect a portfolio. It is to make the connections between portfolios easier to see, especially when the organisation is under pressure. Clear ownership, good handovers and honest trade-offs are not administrative details. They are how a complex system stays human.
How to use this list.
Use this list as a starting point for understanding how senior responsibility is shared across a complex health system. If you are developing leaders, ask what each portfolio must make easier for the people around it and where the handovers between portfolios need to be stronger.
Executive roles change as services evolve. Acting appointments may become permanent, portfolios may move and organisations may refresh their leadership groups, so the most useful lesson is to keep ownership, purpose and communication clear.
Frequently asked questions.
Who is this list for?
It is for people who want a practical starting point for understanding senior leadership across Western Australian health systems, whether they work in health, partner with health organisations or are simply interested in how complex public services are led.
What kind of roles are included?
The list includes chief executives, executive directors, area directors and chief officers. Each entry names the person's portfolio so the reader can see how whole-system, clinical, operational, people, digital and support responsibilities fit together.
Are all 50 people chief executives?
No. The title uses a broad executive idea, while each entry names the person's exact current role and portfolio.
Conclusion.
The most useful picture of health leadership is not a single chief executive at the top. It is the network of people who turn purpose into care, capability, infrastructure, information and trust.
These 50 executives show that leadership in Western Australian health systems is shared work. The practical opportunity for every leader is to make that shared work clearer: explain the priority, name the owner, involve the right expertise and keep the people who use the service in view.
Related reading.
If you are thinking about how senior teams work together, read 25 Ways Working Genius Transforms Executive Teams. For practical alignment ideas, see 11 Proven Ways to Get Your Leadership Team Aligned. You can also explore 100 Proven Strategies for Leadership Team Development.
Work with Jonno.
If your organisation wants clearer leadership, stronger alignment and practical tools for working well under pressure, 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.