Profile
“When I think about the thing that gives me the most joy and energy, it is about supporting other staff on their leadership journey and assisting and empowering them to be the best they can be”
Adrian Camm,
Westbourne Grammar School
Gillian Davie has been the director - people and culture at AMP since 2020.
In this role, she oversees and delivers a two-part remit simultaneously:
2300 Meadowvale Blvd., Mississauga, ON L5N 5P9
+61 3 731 9444
gillian@davieadvisory.com
linkedin.com/in/gillian-davie-gaicd-7b865312
amp.com.au
Gillian Davie
Director, People and Culture
AMP
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Bio
Milestones
Profile
Read on
Special Report
Home
Bio
Milestones
Read on
Special Report
Home
Bio
Milestones
“I do everything in my power to become an expert at whatever it is I am pursuing”
Adrian Camm,
Westbourne Grammar School
1995–2003
2004–2009
2010–2014
2015–2023
2021–present
Training and HR Manager
1995–
2003
COE Leader 3
2004–
2009
General Manager HR (NZ)
2010–
2014
Chief People Officer and Director, People and Culture
2015–
2023
VP, Country Head, People and Organization at Novartis Canada
2021–
present
Assistant Vice President and Senior Broker at MJ Hall & Company since 2018
Present
Milestones
Aug 2022
Milestones
Sept 2021
Feb 2022
Apr 2022
Jul 2022
Aug
2022
Suncorp Bank introduces Solar Home Bonus offer for customers who are choosing renewable energy for their homes
Sept 2021
Month-on-month market share growth commences
Feb 2022
Suncorp Bank wins the Canstar award for most outstanding value in investment loans
Apr 2022
Suncorp Bank wins Money Magazine’s Bank of the Year and Business Bank of the Year awards for the fifth year in a row
Jul 2022
Suncorp Bank’s turnaround times are the lowest they have ever been. The lender becomes Australia’s first certified carbon neutral bank for both its operation and transaction services
Aug 2022
Milestones
ensuring the basics are delivered on time and with good quality
managing significant organisational change and disruption
The need for change has been due to AMP embarking on a process of cultural change and rebuilding as an organisation. The requirements to achieve this closely match the skills that Davie has acquired over the course of her 25-year career.
“I’ve always taken opportunities that have allowed me to focus across Centres of Excellence (COE) areas, transactional areas and strategic areas of HR. Over the last five to 10 years, I have found transformation and change, including cultural change, has been a critical area not just for HR but for business leaders. That has been a focus of mine.”
Davie has always been an ambassador for reaffirming that HR leaders are equal members of the C-suite. She advocates that HR cannot be separated from the overall business trajectory.
“I sit at the executive leadership table as a leader of the business first and foremost equally responsible for the financial results, who also happens to have expertise in HR.”
Davie’s development as a standout HR leader has been enhanced by a series of challenging circumstances, which include:
“The common element across all these events, that I am very proud of, is how the HR teams I’ve led have faced some of the toughest business decisions and situations and executed with heart. Having HR teams who treat people with dignity, respect and care is what I’m most proud of in my career.”
Along with her impressive experience, Davie is a graduate of the Australian Institute of Company Directors and a fellow of the Governance Institute of Australia.
Outside of her professional duties, she is a board member of the Ronald McDonald House Charities Greater Western Sydney and will shortly complete her term as a non-executive director of The Scout Association of Australia (Scouts Australia).
Commenting on the legacy that she hopes to leave, Davie adds, “For me it’s about being a commercial leader in a business who also helps people see what they can be, thereby unlocking the full potential of a business.”
leading teams through natural disasters, such as the Christchurch earthquakes
closing an Australian business impacting 7,000 employees
working through a number of mergers and acquisitions
enhancing the business operating model to enable the business strategy