A LOOK BACK AT THE YEAR
If I had to describe this year honestly, I’d say it was a year of growth that asked more than I expected. We supported around 160 percent more legends, doubled our team of heroes, expanded into Bendigo, and welcomed a cohort of La Trobe University public health students. On paper, those are good things. They are things to be proud of. In practice, growth came with weight.
A bigger team meant more questions, more support, and more responsibility to get things right. It meant tightening our governance, building better systems, and constantly adapting to NDIS changes, reforms, and shifting funding periods. All of this happened in a sector where the financial settings often do not reflect the realities of being a registered provider. The price guide has not changed, SCHADS obligations have increased, and delayed or unpaid invoices have become a regular part of operating. Most of that work is invisible.
This was the most demanding year I’ve had as a CEO. There were countless hours behind the scenes just to keep things stable and to make sure service quality never slipped. Fielding complaints, responding to compliments, refining systems, rolling out group training, and holding space for a growing team all at once. Toward the end of the year, I had to confront something uncomfortable. I wasn’t always practicing what I encourage our team to do when it comes to managing burnout. I’m now dealing with the consequences of that, and I’m taking that lesson seriously.
One of the hardest decisions I’m making, and will be announcing formally, is placing our pro bono offering on hold. This was not an easy call. We are proud of the gaps we’ve bridged and the support we’ve provided when others could not. But in the current climate, continuing to absorb the impact of systemic delays without meaningful cooperation is not sustainable. Sometimes leadership means recognising limits, even when your values are pulling you in another direction.
This year also required firmer boundaries. That meant having difficult conversations with stakeholders and declining referrals we could see would not be the right fit. Going forward, we will be more intentional in how we screen referrals. Alignment matters. Doing the right work well matters more than doing more work.
There were quiet wins that meant a great deal to me. We passed our NDIS Midterm Audit with zero major or minor non-conformances, with particular strength noted in our quality management and continuity of supports. More importantly, I saw our systems hold under pressure and our team grow in confidence and capability.
My leadership has changed because of this year. Ideas only matter if they can be shared, taught, and carried by others. When something breaks now, I don’t just fix it. I build a process around it so it doesn’t rely on one person holding it all in their head.
Looking ahead, the focus is stability. Growth that feels natural and sustainable. Work that stays aligned with why we exist in the first place. Making a difference not by trying to change everything, but by making sure people feel seen, respected, and supported.
As I look toward 2026, I’m also giving myself permission to slow down a little and actually enjoy the work. Not because it matters less, but because it matters enough to do properly, for the long term.