I never set out to be in real estate. My career began in nursing, which shaped my understanding of people, leadership, and the importance of care in any professional setting. I transitioned into management roles in health, workforce planning, and education, but over time, I wanted more control over my own business and future—rather than being bound by the constant shifts of the public health system and government changes. That desire for independence and ownership over my career led me to real estate. Once I committed, I knew I wanted to lead, not just sell. The most rewarding part of my journey has been building a high-performing team where people feel supported, challenged, and valued. Seeing agents, property managers and the administration team grow in their careers, achieve results they didn’t think possible, and create lasting success is what drives me. Leadership is not just about hitting targets; it’s about fostering a culture where people thrive. I take pride in knowing that my role extends beyond sales or rentals—it’s about shaping careers, elevating standards in the industry, and ensuring that those around me succeed.

Real estate has changed, but leadership roles have historically been male-dominated. Early on, I doubted whether my leadership style—focused on empathy, relationships, and care—was enough. There was a moment where I thought I had to be tougher, more detached, or fit a certain mould. That didn’t last long. I realized my strength came from leading authentically, and that caring for my team wasn’t a weakness—it was my superpower. I overcame challenges by backing myself, delivering results, and building a culture that prioritizes performance without compromising values.

Don’t wait for permission. If you want something, set a goal and work towards it with conviction. Confidence isn’t something you’re given—it’s something you build by doing the work. Learn from those who are where you want to be, but don’t feel like you need to emulate them. And most importantly, believe that you are capable of more than you think.

I am lucky enough to have many inspirations, sometimes you are not aware of them until you actually take the time to consider an impact someone has had on you. Firstly, my mother, Phyllis Brooks, she raised us as a single working parent, working hard without a safety net. There was no space for self-doubt or limitation—she just got on with it. That shaped my mindset & work ethic early on. I never grew up thinking there were jobs that women “couldn’t” do because there was no one else to do them. It taught me resilience, independence, and the importance of backing yourself.

I have also been fortunate to have strong female nurse leaders shape my early career. Carolyn Ryan, my first Charge Nurse in New Zealand, took a chance on me, offering me my first Staff Nurse role. When I failed my final exams, she supported me with care, guidance, and a no-shame approach—something that meant the world to me. She likely never realised the lasting impact she had, nurturing in me resilience and the importance of learning from failure while maintaining confidence in myself. In Melbourne, Fran Pearce, another Charge Nurse, nurtured my professional growth mindset and instilled in me the drive to keep learning. Their leadership reinforced the power of self-belief, mentorship, and the lasting influence of those who lift others up.

Now, I look to my daughter, Courtney Vernon, as an ongoing inspiration. Watching her navigate the world with confidence, intelligence, and a sense of possibility reminds me that the next generation of women are not just following paths—we are raising them to forge their own. She challenges me to think bigger, embrace change, and ensure that the work I do today helps create opportunities for the women of tomorrow.

Support shouldn’t be superficial—it needs to be built into the structure of an organisation. Clear career pathways, mentorship, and access to leadership roles should be based on capability, not just visibility. Flexibility matters, but equally important is creating an environment where women don’t feel they need to prove themselves twice as much to be taken seriously. Real empowerment comes from ensuring women have influence at the highest levels, not just representation.

International Women’s Day is an opportunity for all of us to pause and acknowledge the progress that has been made. While change has often been slow and uneven, there has been real movement in my lifetime, and that deserves recognition. I celebrate the women before me who fought to ensure we have fundamental rights—many of which we now take for granted. Their efforts paved the way, but there is still work to be done. True progress isn’t about symbolic gestures; it’s about ensuring women are valued equally in every aspect of society. That means pay parity for equal work, being recognised for our capabilities rather than assumptions about gender, and having more women in positions of influence where decisions are made. The focus should be on tangible outcomes, not just discussions. International Women’s Day is both a moment of reflection and a reminder to

keep pushing forward—not just for us, but for the next generation.