Sasha Culjkovic

A global aviation risk management company founded in Australia, with a diverse client base ranging from Government, Aircraft manufacturers, Airlines, and regulators. Contributing to overall business success through expertise in risk management, culture change, training, engineering, management, strategy, and team leadership, reporting to the CEO.

The GRC Institute's mission is to be the preeminent professional body for servicing the needs of compliance and risk practitioners across the Asia Pacific region.

Offering Compliance & Safety consulting services with the specialty areas of Leadership & Culture. Ability to perform cultural assessment, safety audits, and develop & deliver training & development programs.

Part of the world’s largest office products company with 80,000 employees, I'm responsible for Corporate Compliance across Australia and New Zealand.

Managed a global portfolio comprising Compliance & Risk culture, including HR, financial, EHS, Industrial Relations, Privacy, Employee Conduct, and Consumer Protection. Devised global strategy to address identified group-wide challenges while reducing compliance learning expenditure, reducing time spent on compliance learning, and increasing completion rates, and obtained strategy approval from C-level steering committee.

Developed Safety Leadership & Culture program for 3000 people leaders, ensuring fit with Group Strategy.

Used a range of professional communications and marketing techniques to develop and deliver regulatory safety promotion campaigns. Carried out Training needs analysis (TNA) and Capability/Competency Job Framework and improved safety reporting to Senior Executives.

Secondment to build Mentoring & Coaching skills: worked with and influenced leaders (individuals and groups) to achieve their best potential, and steer the business through times of significant change without impacting on safety & compliance

Secondment to build understanding of customer needs: Drove innovative solutions to customers’ ‘pain points’ and longer term strategic questions such as inflight entertainment streaming, catering, and customer loyalty programs.

Managed and led technology initiatives (budget: $14M) from concept to implementation, reducing the relevant budget by 25%

- Managed 39 geographically dispersed staff and a budget of $3.5M - Led business transition from paper to electronic maintenance manuals, and customer acceptance of newly introduced IT system

Ensured compliance with relevant (Airworthiness) regulation, and managed corrective actions

General Management