More than a first job: How graduate programs launched these industrial careers

Four women. Four successful careers. One powerful starting point: a graduate program.

For WIN members Tara Starr, Alisha Galea, Ellen Slaven and Grace Shipway, those early opportunities opened doors and revealed career paths they had not known existed.

Here, they share where their graduate experiences led them – and their advice for the next generation of women entering industrial.  

An unexpected direction: Tara Starr, Greystar

When Tara Starr started university, she thought a career in property meant only one of two things: residential real estate or valuation. She had no idea industrial development was even an option.

But an opportunity with private developer Tipalea gave her a glimpse of something broader – and helped her secure a graduate role at The GPT Group.

‘I started in retail asset management,’ Tara recalls. ‘Then COVID hit, and it became an unexpected education in navigating a crisis. I worked in lean teams, stretched across parts of the business I hadn’t anticipated.

‘That eventually led me to industrial development – and something clicked immediately. The pace, the variety… I knew I wanted in.’

She went on to join GPT’s industrial development team before a connection through WIN introduced her to Greystar. Today, as Development Manager, Tara oversees the company’s industrial portfolio.

She believes the graduate program was instrumental in helping her get to where she is today.

‘The rotational structure gave me visibility across the business that would have taken years to build otherwise. By the end of the program, I knew more people across GPT than some of my managers, simply because I’d had the chance to move through so many teams.’

This exposure opened the door to a career Tara hadn’t considered.

‘I’ll be honest: I thought development was a pretty blokey world. I wasn’t sure it was a place for me. But meeting female mentors through the grad program who were genuinely thriving changed that. It made development feel like a real path I could pursue.’

Her advice to students and graduates is simple: stay open.

‘Take every rotation seriously, even the ones that don’t seem relevant. Some of my most formative experiences came from the places I least expected. And if you’re unsure whether property or industrial is really for you, that uncertainty is exactly the reason to apply. There is genuinely no downside to finding out.’

Learning by doing: Alisha Galea, Vaughan Constructions

For Alisha Galea, the best place to begin a career in construction was right in the middle of it. And her graduate role at Vaughan gave her that opportunity from day one.

‘When I started as a Graduate Contract Administrator, I was lucky enough to work on an award-winning project: a state-of-the-art, six-level education facility.

‘Spending three days a week onsite really accelerated my learning. I was on the ground working alongside experienced site managers, a Senior Project Manager and a Senior Contract Administrator, while watching the building take shape around me.

‘Juggling multiple responsibilities was challenging. But the experience was invaluable.’

That early exposure gave Alisha the confidence to take on every opportunity that followed – including relocating to Brisbane to explore a different market and delivering a $60 million education project in Melbourne.

The graduate role also gave her a strong support system.

‘The people I worked with as a graduate had a significant impact on my development, both professionally and personally. Having a supportive team around you makes all the difference when you’re starting out.

‘Many of the relationships I formed then have continued to grow, creating opportunities and connections that have shaped my career.’

Now a Senior Contract Administrator, Alisha still draws on the breadth of experience she gained during those early years.

‘Wearing multiple hats in my grad role gave me a well-rounded understanding of how everything fits together. That’s one of the biggest advantages of these kinds of programs. You become more effective in your chosen field because you’ve gained insight into the needs, challenges and priorities of the different teams around you.’

From graduate to General Manager: Ellen Slaven, Goodman

When Ellen Slaven was studying Property Economics at UTS, she knew she needed to build a strong foundation for her future career. But she didn’t yet know which direction was right for her.

The Goodman Graduate Program gave her the chance to find out.

‘The rotations on the program helped me better understand my strengths and which area of property interested me most,’ she explains. ‘I found I had a passion for Asset Management – something I may not have discovered without the graduate program.’

The program also allowed Ellen to build a network that would lead to an exciting opportunity.

‘Meeting influential people from across the industry at the very start of my career helped me form connections that opened doors for me later. Like the chance to move to London for a four-year secondment to support Goodman’s expansion in Europe.’

Today, Ellen is General Manager of Property Services, overseeing the strategy and operations of Goodman’s multibillion-dollar Western Sydney logistics, commercial and data centre portfolio.

Twenty-three years after the program, she still believes graduate roles are among the best ways to transition from university into the workforce.

‘Grad programs give you unique insight into different parts of the property sector, helping you discover what interests and motivates you in a structured and supportive environment.

‘My advice is to stay curious, be open to every experience and use the program to explore paths you may not have previously considered.’

The sector that stood out: Grace Shipway, Charter Hall

When Grace Shipway applied for Charter Hall’s internship program, she didn’t know she’d end up in industrial. She was simply looking to explore the property industry.

‘My goal was to build a long-term career in property and gain hands-on experience across the full asset lifecycle. Rather than moving straight into a specialised role, I wanted a chance to learn from experienced professionals and develop a well-rounded understanding of the industry.’

The program gave Grace broad exposure across different teams and asset classes. Through that experience, Industrial and Logistics emerged as the area that best aligned with her interests.

‘One of the most valuable parts of the grad program was seeing how Industrial and Logistics assets support tenant customers business operations. I was particularly drawn to the sector’s scale and diversity, the functionality of industrial sheds and the critical role they play in supporting supply chains and the broader economy.’

The internship led to a full-time role at Charter Hall, where Grace has since progressed to Assistant Asset Manager and Customer Engagement Coordinator.

Her advice to future graduates? Do your homework.

‘Find a graduate program that genuinely aligns with your interests, rather than applying broadly. Research the company, its work, its culture, and the opportunities available. That will give a better sense of whether it’s somewhere you can see yourself growing in the long-term.’

Thinking about a career in industrial? Follow WIN on LinkedIn for career advice, member stories and opportunities to connect with women across the sector.

‘All roads lead to industrial’: Jessica Topelson’s unconventional career journey

There’s no single pathway into industrial – and Jessica Topelson is proof of that.

Before joining Vaughan Constructions seven years ago, her career was rooted in advertising, branding and property marketing.

Today, she’s delivering major logistics facilities as a development manager, while leading the way for more women to dive into an industrial career.  

A non-traditional pathway into industrial

Jessica Topelson didn’t plan on a career in logistics and construction.

Her professional life began in advertising, then branched into branding and communications, working with household names like Brand Tasmania and Tennis Australia. Over time, she found herself drawn towards property-focused projects.

‘I had a lot of exposure to architecture, engineering, landscape architecture and placemaking,’ she says. ‘That whole built-form environment really interested me.’

That interest led Jessica client-side into property development and construction marketing. But after returning from maternity leave during a downturn in the residential apartment market, she found herself having to reassess her next move.

That’s when an opportunity at Vaughan Constructions caught her attention.

‘At the time, industrial wasn’t on my radar,’ she says. ‘I hadn’t worked in the sector, so I wasn’t sure how I’d go or what it would be like.’

But the more she looked into industrial, the more it appealed to her.

‘I was drawn to the fact that industrial development underpins so much of everyday life, from warehousing and logistics to food and medicine distribution,’ she explains.

‘It’s an industry built around solving real-world challenges, with long-term relevance, stability and impact – and that was something I wanted to be part of.’

So she backed herself and went for the role.

Navigating a completely new industry

The transition into industrial wasn’t easy. Jessica joined Vaughan as a Bid Manager while navigating life with a 13-month-old daughter at home – and learning an entirely new industry from scratch.

‘Initially it felt overwhelming,’ she admits. ‘But I had great support from colleagues and mentors at Vaughan.’

Determined to learn quickly, Jessica immersed herself in every part of the business. She sat in meetings with architects, engineers and subcontractors, attended client site visits, and picked the brains of colleagues across the design and construction departments.

‘I just said yes to everything and figured it out as I went,’ she says. ‘You have to trust the process, be inquisitive and not be afraid to admit when you don’t know something.’

Seven years on, Jessica still believes authenticity and curiosity are essential.

Transferable skills matter more than you think

The idea that industrial only suits people with technical or construction backgrounds is a misconception Jessica wants to challenge.

She explains, ‘In my experience, the skills that matter most are transferable. Skills like relationship management, negotiation and communication – all of which were a huge part of my background.

‘You can learn the technical side over time if you’re willing. But the baseline skill set is really a customer-centric mindset.’

That perspective helped shape Jessica’s own career progression at Vaughan. After starting in bid management, she gradually built confidence, developed strong client relationships and began winning projects for the business. Soon, she decided to step into development management.

‘I definitely felt out of my comfort zone,’ she says. ‘But getting uncomfortable – and becoming comfortable in the uncomfortable – was a big part of the growth.’

That growth eventually led to one of her proudest career moments: helping deliver the Synnex Logistics Distribution Centre in Oakleigh South, Victoria.

The 34,000m² facility includes a 35-metre-high, 4,283m² highbay warehouse with integrated robotics. And Jessica was involved from the very first conversation.

‘Being involved from the initial phone call through tendering, negotiations and construction was incredibly rewarding,’ she shares.

And now, every time she drives past the facility near where she grew up, she sees the tangible outcome of years of collaboration and problem-solving.

A lot more than steel and concrete

Like many people outside the industry, Jessica once viewed industrial through a fairly narrow lens.

‘There’s still this stigma that it’s just steel and concrete warehouses out in the western suburbs,’ she explains.

But today’s industrial facilities are sophisticated and thoughtfully designed around the needs of end users. Robotics, automation, sustainability and advanced operational design are reshaping the sector as ecommerce continues to accelerate.

And that complexity is exactly what makes industrial so exciting.

‘One of the things I value most about this industry is the variety,’ Jessica says. “No two projects are ever the same. From cold storage facilities and automated high-bay warehouses to freight, logistics and manufacturing infrastructure, the work is far more dynamic and innovative than most people realise.

‘What also stands out to me is the critical role industrial plays in everyday life. It’s often the unseen part of the built environment, quietly keeping supply chains moving and supporting the systems communities rely on every day.’

Why more women should consider industrial

The move into industrial was a career pivot that paid off – completely reshaping how Jessica viewed the sector and her own future within it.

She believes industrial offers enormous opportunities for women, especially those who may not come from traditional industry pathways.

‘In my experience, the sector is open to people from different backgrounds,’ she says. ‘And women help make this industry even more vibrant. We bring fresh perspectives.’

Her advice for women considering a move into industrial? Stay open-minded.

‘If you’re someone who thrives on critical thinking and enjoys dynamic, fast-paced work, industrial is an incredibly rewarding industry to be part of,’ she says. ‘There are so many moving parts and so many high-performing people to learn from. And every project brings new challenges.

‘What I value most is the sense that you’re contributing to something bigger than yourself – being part of teams that come together to deliver outcomes with real impact.’

It’s also why Jessica values Vaughan’s ongoing support of women in industrial and the company’s partnership with WIN.

‘Vaughan has backed me personally, and they’ve backed Women in Industrial,’ she says.

That support, combined with industrial’s long-term growth and diversity of opportunity, is why Jessica believes more professionals will continue gravitating towards the sector.

As she aptly puts it: ‘All roads lead to industrial.’

Want to hear more inspiring stories about women in industrial? Connect with WIN on LinkedIn.

Finding her place in property: How mentorship grew Celine’s career ambitions

For many students, industrial property can feel like an unfamiliar corner of the industry – one that rarely receives the same spotlight as residential or commercial real estate.

But for UTS student Celine Bazouni, the WIN x UTS Mentorship Program offered the chance to step inside the sector.

The experience reshaped her perception of the industry, expanded her career ambitions and introduced her to the women leading the future of industrial property.

Opening the door to industrial

Celine Bazouni had never seriously considered a career in industrial property. Like many students, she saw the sector as unfamiliar territory – one that she assumed would be heavily male-dominated and difficult to break into.

But while studying her double Bachelor of Property Economics and International Studies at the University of Technology Sydney (UTS), she came across the WIN x UTS Mentorship Program. It was an opportunity that offered:

• Hands-on experience in leasing, research, marketing and client engagement
• Rotating work placements across four leading industrial firms
• A $5,000 grant to support her studies

‘I applied because the program offered a rare opportunity to explore a new area,’ Celine says. ‘At university, there was a much bigger focus on residential.’

The experience ultimately gave her a very different perspective on the sector: it was collaborative, relationship-driven and far more diverse than she expected.

‘The biggest surprise was seeing how many women were working across the industry and how supportive everyone was,’ she explains. ‘There was a real willingness to share knowledge and perspectives.’

Exposure across the industry

For Celine, the biggest drawcard was the opportunity to gain firsthand experience across four of Australia’s top industrial firms: CBRE, JLL Australia, Knight Frank and Cushman & Wakefield.

Stepping beyond theory, the two-month program covered everything from site inspections and client meetings to analyst work, capital transactions and market strategy.

At CBRE, Celine was introduced to the foundations of industrial property. She gained insight into the day-to-day life of an agent, attending multiple site inspections across western Sydney. A standout was visiting a multi-level industrial warehouse – an experience that highlighted the growing complexity of industrial infrastructure.

‘Site inspections completely changed the way I view industrial property,’ Celine says.

‘It was interesting to realise that so much – if not everything – that we consume passes through a warehouse.’

Her time at Knight Frank had her rotating across the firm’s different service lines, with a one-on-one with CEO James Patterson standing out as a particular highlight.

‘It was such a great opportunity to gain valuable insight into his leadership style and the values shaping the firm’s culture.’

Meanwhile, at Cushman & Wakefield, exposure to analyst workflows and market data gave Celine a stronger understanding of the role analytics plays in supporting agency teams. Site visits across South Sydney also broadened her perspective on the diversity of industrial markets.

At JLL Parramatta, Celine experienced a highly collaborative team culture while learning about emerging sectors – including data centres and digital infrastructure.

‘It was interesting to see how industrial real estate intersects with technological demand, particularly as businesses require more data storage and digital infrastructure,’ Celine shares.

The power of mentorship

Beyond industry exposure, it was the mentorship that left the biggest impact on Celine. Learning from women already thriving in industrial property made the career path feel tangible.

‘The women I met were inspiring and helped me build confidence and clarity,’ Celine says.

Throughout the program, Celine shadowed professionals including Caris Kinsella and Janet Jolijan at CBRE, Christiane Younes and Greer McLeod at Cushman & Wakefield, and Alexandra Nakhoul at JLL.

‘I was actively engaged with all of these agents. I had the chance to follow their work and attend site inspections with them. I asked questions about their career journeys and learned about their personal pathways into the industry,’ she says.

‘I also received mentorship from early-career analysts, which gave me a deeper understanding of their future goals and ambitions.’

Seeing women genuinely enjoying their work and building long-term careers in the industry gave Celine greater confidence in her own future within the sector.

The experience also reinforced how relationship-driven the sector is.

‘Every firm had a different culture, but across all of them, communication and relationships were incredibly important,’ she explains.

Looking ahead with confidence

What began as curiosity has now become a clear career direction for Celine.

Before the scholarship, agency had always felt intimidating from the outside. But after spending time inside the industry, her perspective completely changed.

The experience opened her eyes to the breadth of opportunities within industrial property and reinforced the importance of representation as the sector continues to evolve.

‘As the industry changes, diverse perspectives help businesses better understand clients, opportunities and the sector’s future,’ Celine says.

‘When women are visible across leadership and client-facing roles, it encourages younger women to see the industry as somewhere they can succeed too.’

The program also helped shape Celine’s long-term career ambitions, comfirming that industrial property was something she could pursue.

‘I can definitely see myself starting in an analyst role and potentially moving into agency or capital transactions in the future.’

Her advice for students considering the program? Don’t hesitate!

‘It’s such a unique opportunity to experience different firms, make meaningful connections and understand what career pathways are available.’

Keen to start your career in industrial? Follow WIN on LinkedIn to hear about upcoming mentorship and work placement opportunities.

Rethinking support for women at work: How three of our partners are doing it differently

Meaningful support for women at work needs more than good intentions.

It requires deliberate policies, supportive leadership and a workplace culture that recognises careers don’t exist in isolation from life.

Across the industrial property sector, three WIN partners are redesigning how that support shows up in practice.

Mirvac: Designing flexibility with intention

Flexibility built on trust

At Mirvac, flexibility is embedded as a principle rather than a perk. Employees are encouraged to discuss with their manager ways to embed flexibility into their roles.

As Casey Aladic from the Culture and Capability team puts it, it’s not a fixed formula.

‘Flexibility in itself needs to be flexible,’ she explains. ‘The aim is to find an arrangement that works for the individual, the team and the business – and to revisit it as needs evolve.’

Leadership role-modelling is a key part of this process. Senior leaders are encouraged to openly share how they structure their work around life commitments, including what Casey calls ‘leaving loudly’ – stepping away without apology or secrecy.

For Casey and colleague Olivia Aviv, flexibility is also a lived experience. The pair share one strategic role in a job share arrangement, each working part-time while maintaining full coverage across the function.

‘You don’t typically see job shares in the type of role that we do,’ Olivia says. ‘Yet, with deliberate role design and structured collaboration time, the arrangement supports both performance and business outcomes.’

The benefits – and the work required

But sometimes, flexibility is easier to promise than to operationalise.

‘Not every role can work remotely,’ Casey acknowledges, particularly in construction and site-based environments. ‘The key is to look for what is possible and design roles intentionally around that.’

Olivia explains how there are common misconceptions, including the stereotypes that someone working from home isn’t productive and that part-time roles can’t deliver impact.

‘If a role is designed appropriately and you have the right support, you can very effectively work part-time,’ she says.

In their own job share, the benefit goes beyond coverage. Casey and Olivia’s weekly crossover day is used to collaborate on more strategic pieces – not just as a handover – bringing diversity of thought into decision-making.

Another common risk? People reducing days without reducing workload. Without early conversations and realistic expectations, flexibility can quickly turn into burnout.

At the end of the day, success relies on trust. ‘One should always come from a place of trust at first,’ Olivia says, ‘supported by clear boundaries, transparent calendars – and open performance conversations when needed.’

Enabling women to participate and progress

For women in particular, flexible working can be the difference between staying in the workforce and stepping away altogether.

‘We’ve heard through survey feedback that without this flexibility, some women wouldn’t be able to continue working,’ Casey shares. ‘Personally, if I wasn’t able to work two and a half days a week, then I wouldn’t be able to work at all.’

Flexibility also supports more equitable sharing of care. When men are encouraged to take up flexible arrangements, caring responsibilities can be split more evenly – reducing the disproportionate burden often carried by women.

The business impact is also clear. When employees are asked why they join and stay at Mirvac, the most consistent themes are ‘flexibility and culture’.

Ultimately, says Casey, ‘meaningful support needs to start with safety and respect.’

Women – and all employees – must feel physically and psychologically safe to contribute fully. When that foundation is in place, flexibility becomes an enabler of belonging, retention and high performance.

Cushman & Wakefield: Parental leave that works

A policy shaped by listening

When Cushman & Wakefield revised its parental leave policy, it did so with a clear acknowledgement: it could do better.

‘After completing extensive market research and mapping, and gathering employee feedback prior to the revision, we were aware that our Parental Leave offering had room for improvement,’ says Amanda Carter, People Partner Director ANZ & North Asia.

Working closely with its Women’s Integrated Network, the organisation focused on what employees valued most: meaningful paid leave, financial support and confidence in returning to work.

The revised policy now includes:

• 20 weeks’ paid Primary Carer Leave
• 4 weeks’ paid Secondary Carer Leave
• Superannuation contributions for up to 12 months
• Inclusive eligibility for adoption and surrogacy
• Flexibility to transition from secondary to primary carer within entitlements

The continuation of superannuation contributions was a deliberate inclusion, supporting long-term financial wellbeing and contributing to reducing the gender superannuation and pay gap.

Supporting fee earners to return – and accelerate

In a commission-driven property environment, returning to client-facing sales roles can present additional financial pressure.

‘From our position in the property industry, we are very aware of the importance of advocating for women in property, and the unique challenges faced by parents in the industry,’ Amanda explains.

Hence, the key differentiator in the revised policy: the Fee Earner Return to Work Scheme.

Eligible primary carers returning from parental leave receive a nil commission threshold for six months, enabling them to earn commission on any deals completed during that period. The intent is clear: reduce financial uncertainty and support momentum during reintegration.

The initiative aligns with a broader strategic priority to increase female brokers within the organisation and across the industry – shifting parental leave from a potential career disruptor to a supported transition point.

Extending support beyond leave

Cushman & Wakefield’s approach spans before, during and after parental leave.

Employees can incorporate flexible hours, reduced hours, job-sharing, compressed work weeks or remote work into personalised return-to-work plans.

Up to 10 paid ‘keeping in touch’ days are also available by mutual agreement, allowing employees to maintain connection in a way that suits their circumstances.

Although only recently launched, the organisation has already set executive-backed targets to increase uptake among men and non-birth partners by at least 15% in the first year – reinforcing that parental leave is a shared responsibility.

For Amanda, one lesson stands out from the process: intention alone isn’t enough.

‘While many organisations are well-intentioned with their policies and practices, it’s very important that women are heard, understood and consulted in matters that concern them and their families.’

Meaningful support, she emphasises, starts with listening – and designing policies with those directly impacted at the table.

Charter Hall: Career progression in parenthood

Protecting career growth

At Charter Hall, maintaining career momentum begins well before parental leave starts. Employees are encouraged to have proactive career conversations with their leaders to align on role scope, development priorities and future opportunities.

The goal is to keep people connected to meaningful work, visible to decision-makers and progressing at a pace that reflects their capability and contribution – not their life stage.

The company recently updated its parental leave policy to reflect this approach. Employees now have greater flexibility in taking leave, including the option to use it in blocks or on a part-time basis. The company also continues to pay short-term incentives for employees on parental leave.

The key principle underpinning this approach is choice. Staff can choose to step away fully, or remain engaged in ways that feel right for them through keeping in touch days and staged return arrangements.

Either way, through proactive planning, employees feel reassured they remain part of the organisation’s future.

A supported return to work

Returning to work after parental leave can be a complex transition. Charter Hall aims to make this an intentional and supported process.

Employees are guided before, during and after leave with Parental Transitions Coaching. The program focuses on maintaining employee confidence and clarity around career direction.

A key part of the process is encouraging leaders to hold formal career planning conversations when staff return. Too often, return-to-work discussions are solely about logistics – hours, flexibility and handovers. Charter Hall instead encourages managers to focus on ambition and professional development.

This approach recognises that people don’t come back to work less capable. And taking the time to understand what’s changed and what someone wants next can make a meaningful difference to retention and engagement.

Ensuring leave doesn’t impact opportunity

To ensure parental leave doesn’t become a career setback, Charter Hall is taking steps to prevent employees from being inadvertently disadvantaged in performance and promotion decisions.

Review periods and KPIs are adjusted to reflect the time actually worked, with performance measured by outcomes, not presence.

Leaders are encouraged to challenge their unconscious bias – particularly when parental leave coincides with promotion opportunities. Decisions are grounded in evidence of capability and readiness, rather than assumptions about future availability or flexibility.

This approach has enabled employees to take on expanded responsibilities or step into promotions both before going on leave and soon after returning. One example is WIN board member Stephanie Petrevski, who returned from parental leave into a promotion to Deputy Fund Manager for Charter Hall Prime Industrial Fund (CPIF) – its largest industrial and logistics fund.

Ultimately, Charter Hall views work and life as an integration. Parenthood, like other caring responsibilities, is one of many experiences employees will navigate across a long career.

Creating the right culture, supportive leadership and clear processes allows that integration to work in practice.

Because supporting women at work isn’t about special treatment – it’s about removing structural friction so they can thrive.

Calm in the chaos: Grace Shipway’s Sydney to Hobart story

Grace Shipway is a senior property manager at Charter Hall. But when she’s out of the office, she’s a tenacious sailor facing the most brutal waves. And this is no metaphor – it’s raw, open-ocean reality.

Grace recently completed the Rolex Sydney to Hobart Yacht Race, one of Australia’s most demanding sporting events. After four gruelling days offshore, she steered her boat, Love & War, across the finish line.

We sat down with Grace to hear her story – and discover what she’s learned about performing under pressure.

A goal years in the making

Grace Shipway has been sailing since she was five, training with her father in Sydney Harbour.

For over two decades, she would watch as the Sydney to Hobart race began on Boxing Day. And every year, she’d think: One day, I’ll be in that race.

That one day finally came in 2025.

‘It was the 80^th year of the race, so it’s a bit more of a spectacle,’ Grace recalls. ‘And I just thought, this year felt right. It was time for me to do it.’

But why this race in particular? Besides the fact that it’s one of the most iconic ocean races within the sailing community, Grace explains, it’s also one that her father had completed before. Thirty-one times.

‘My dad is a highly respected yachtsman himself, and he’s inspired me to do it. Plus, if he could do it 31 times, I’m sure I can at least do one.’

Then, after a short pause, Grace adds with a smile, ‘Though I’d love to beat his record!’

Preparing for the uncontrollable

From the moment she decided to do the race, Grace knew she had to go all in.

And that meant saying yes – repeatedly. To harbour racing. Coastal racing. Offshore races. Weekends. Afternoons after work. Any opportunity to get on as many boats as possible, in as many conditions as possible.

She also focused on physical endurance, not because it was mandatory, but because she wanted to be the best that she could be, physically and mentally. And that includes completing safety-at-sea and survival training.

‘Going into a race like this, you’re very aware there are elements you can’t control, like the wind and waves and swell,’ she says. ‘So you need to prepare for everything you can.’

Grace’s preparations spanned almost a year. But it was only on race day that they were told about the severe conditions expected in the first 48 hours.

Did she, at any point, doubt that she could do this?

‘I was pretty nervous,’ Grace admits, ‘but I was never wanting to pull out. If anything, it excited me, and I couldn’t wait to get on with it.’

Holding course under pressure

Once offshore, life on board Love & War ran on a strict rhythm: three hours on, three hours off. Sleep was fractured. Meals were often missed. The boat was constantly moving – pitching, rolling, demanding attention.

But the hardest moments came at night.

‘It’s dark, and you’re cold, wet and tired,’ Grace says. ‘You’re also sleep-deprived and sometimes seasick, out on the ocean with no other boats around you… just your thoughts.’

And yet, that was when Grace learned most about herself.

‘I was surprised by how calm I became,’ she reflects. ‘I was concerned that the chaos and challenging conditions would frighten me. Instead, I was able to put that to the side and focus on one thing: getting the boat to Hobart.’

That calm was reinforced by the crew around her – 10 other sailors with a combined Hobart experience of more than 150 races.

‘Knowing that I was in safe company eased a lot of those nerves,’ Grace says. ‘They never raised their voices, and were always patient and supportive. It was a very professional crew.’

By the end of the race, something had changed within Grace.

‘Going into it, I doubted myself and how much I really knew. But by the end, my confidence had grown. I realised I actually did have this. I had what it took to do the work.’

Performance over perception

Grace was the only woman on the crew – and the first female to ever sail on board Love & War. Did that bring its own set of pressure and expectations?

‘There was quite a bit of attention on the fact that I’m the first female on such a prestigious boat,’ Grace admits. ‘But once I started racing, for me it became more about competence and performance rather than gender.’

Grace was clear she didn’t want any special treatment. She didn’t want expectations lowered or language toned down. She just wanted business as usual and the focus on the race.

‘In offshore sailing, the ocean doesn’t really care about who you are. It only cares about the job performance. So it doesn’t matter whether you’re a woman or a man – you’ve just got to get from A to B.’

After 4 days, 1 hour and 15 minutes at sea, Love & War crossed the Hobart finish line, with Grace at the steering wheel. It was a significant moment, as her father had sailed the same boat to victory in the 1974 and 1978 races.

‘It’s a boat with extraordinary legacy,’ she tells us. ‘Being part of that – and contributing to it – is something I’m incredibly proud of.’

Offshore lessons, onshore impact

Grace approaches sailing the same way she approaches her career: with intention, planning and discipline.

Offshore racing sharpens decision making under pressure. It demands resilience. Reinforces the importance of teamwork and preparation. And rewards those who stay calm when conditions are at their worst.

‘These experiences feed into each other,’ Grace says, when asked about balancing her work and passion. ‘They make me better – onshore, offshore, and in everyday life.’

If there’s one belief that’s helped Grace succeed – both in the water and at work – what would it be?

Her answer came immediately.

‘You don’t have to feel 100% ready. You just have to be willing. Confidence isn’t something you wait for. It’s something you earn by showing up, doing the work, and staying when things get hard.’

Want to read more about inspiring women blazing trails in the industrial sector? Follow WIN on LinkedIn.

2025: The year WIN expanded reach and doubled down on development

2025 was a year where WIN showed up – and shifted conversations. Across classrooms, campuses and industrial sites, we created practical pathways and real opportunities for women to enter, stay and lead in the sector.

Here’s a look at the standout moments and milestones that shaped our year – and what’s coming next.

Professional development

In 2025, we doubled down on creating spaces for women to grow their skills, test new ideas and step into bigger conversations.

The intent? To lift capability and confidence at every career stage.

Think real-world exposure and real-time growth. And the appetite for learning was loud and clear – from emerging talent to seasoned professionals.

Through our programs, we delivered site tours and workshops, welcoming more than 220 women to these events.

What stood out:

• We delivered a hands-on workshop led by Peter Ferreira from E-Cue at GPT’s Sydney offices. This session helped attendees sharpen their influencing and negotiation skills and build practical strategies to speak and lead with authority.
• We hosted a site tour of Goodman’s mass timber development in Victoria, offering rare behind-the-scenes exposure to innovative and sustainable industrial design.

What we learned:

Interest in professional development isn’t predictable – or linear. We saw women at every level show up, from students and junior professionals to mid-career and senior industrial leaders.

What’s next:

Expect more site tours across landmark industrial developments. We’ll also offer more development opportunities that cater to every stage of career growth.

Schools and universities

This year, we entered classrooms, lecture theatres and expos to give students a clearer picture of what a career in industrial could look like.

We:

• Delivered a guest lecture at Melbourne University for undergraduate property students.
• Progressed conversations to secure long-term collaboration with RMIT, UNSW, Western Sydney University and The University of Melbourne.
• Ran a tailored workshop at UTS to help students explore industry opportunities.

We also built a central register of university contacts and careers calendars – creating a coordinated approach to student engagement for 2026 and beyond.

What stood out:

• We participated in Emmaus Catholic College’s Year 10 careers event to spark early interest in the industrial property pathway.
• We had our first-ever career expo stand at Bond University, a major visibility moment for WIN.

What we learned:

When it comes to engaging future talent, consistency and continuity are key.

We achieve stronger outcomes with coordinated efforts and clear communication, while thoughtful engagement approaches help maximise impact.

What’s next:

Expect stronger partnerships and more sponsored awards and guest speaking programs across universities and schools.

Agency

Our Agency sub-committee focused on refining our scholarship model and sharpening our selection process to create sustainable pathways for women.

We delivered the UTS 2025 Scholarship Program, presented to UTS Property Economics students, and explored more partnership opportunities with The University of Melbourne and RMIT.

What stood out:

• Our inaugural UTS Scholarship Program recipient, Isabella Anello, brought the program to life – adding visibility and credibility to our agency efforts.
• Our early conversations with The University of Melbourne and RMIT secured strong interest in deeper collaboration and future scholarship partnerships.
• We awarded 11 scholarships for the PCA Industrial and Supply Chain Diploma, supporting both emerging and experienced professionals.

What we learned:

Fine-tuning matters – especially when it comes to attracting the right talent.

By sharpening our scholarship selection process, we were able to better support candidates in building long-term agency careers.

It was a reminder that early, targeted engagement creates a stronger pipeline – and sets students up for enduring success in the sector.

What’s next:

The UTS 2026 Scholarship Program will kick off early in the year. Our University of Melbourne partnership is gaining traction, with contractual agreements expected in Q1. And plans are underway for our Annual Agency Lunch in early 2026.

Networking

In 2025, we expanded our footprint, creating powerful moments of connection Australia-wide.

We trialled new venues and formats, and continued to build the kind of spaces for women to be seen, supported and professionally anchored.

And we’re happy to report that we saw strong, engaged attendance and a palpable sense of community at every WIN event.

What stood out:

• We held our first-ever Perth event! This milestone launch confirmed a clear appetite for WIN’s presence in WA.
• Brisbane hit its stride in year two, with standout attendance rates and enthusiasm from peers across the sector.

What we learned:

WIN’s presence and impact is growing.

Across every city, women showed up eager to connect, share experiences and build meaningful professional relationships.

We also learned how much venue choice and atmosphere shape the energy of an event – and how thoughtful planning makes a difference between a ‘good’ and an ‘incredible!’ event.

What’s next:

We’re scheduling an expanded national program of events, with more opportunities for members and industry partners to collaborate, connect and champion one another.

Marketing and brand growth

Our marketing subcommittee focused on amplifying WIN’s voice to strengthen our brand awareness and expand our community across the industrial and logistics property sector.

The goal was simple: show up clearly, consistently and credibly – wherever the industry is.

Over the year, we:

• Welcomed four new member organisations – ISPT, Greystar, Mirvac and AsheMorgan.
• Migrated our database to HubSpot, enabling smarter communications, better engagement tracking and stronger cross-committee support.
• Continued to grow our digital footprint, with steady increases in LinkedIn followers, content engagement rates and website traffic.
• Wrote thought leadership pieces in partnership with industry experts, sharing real-life insight and relevant advice.
• Developed a fresh newsletter template and content ready to launch in Q1 2026.
• Kicked off a full website audit to guide an overhaul and revitalisation later this year.

What stood out:

• Our activation at Bond University’s career expo was a valuable learning curve. It reinforced the impact of clear messaging, eye-catching collateral and confident, well-prepared presenters.
• WIN’s presence at the Property Council’s Industrial Outlook event in Sydney and the FuturePlace Industrial Summit delivered strong visibility – and reinforced our position as a trusted sector voice.

What we learned:

Consistency builds credibility.

When our message is sharp, our materials aligned and our people confident, WIN cuts through. We also saw firsthand how the right systems and tools can unlock better engagement and collaboration across the organisation.

What’s next:

In 2026, expect a more refined marketing toolkit, stronger event activations and even clearer storytelling across every WIN touchpoint – all designed to encourage engagement and ensure impact at scale.

Keen to thrive in industrial? Follow WIN on LinkedIn to hear about our initiatives for professionals and students.

Industrial in 2026: What’s rising, cooling and changing

Australia’s industrial and logistics sector is heading into a defining year. After cycles of rent spikes, construction swings and shifting occupier needs, 2026 is emerging as a pivotal moment. One where clarity returns and strategy takes the lead.

Drawing on insights from Cushman & Wakefield, Knight Frank and CBRE, we’ve pulled together the seven trends that will set the pace and opportunities for the year ahead.

1. Leasing demand will improve as certainty returns

After a cautious 2025, occupiers are getting active again. Business sentiment is lifting, enquiries are up, and there’s finally more clarity around what’s available – and what’s worth chasing.

The fundamentals haven’t changed. E-commerce, 3PLs, data centres and urban logistics are still fuelling demand across the Eastern Seaboard, where well-located space remains hard to come by.

And with consumer spending bouncing back from last year’s lows, transport and logistics operators are more confident about making leasing decisions again. Nationally, we’re looking at close to 2 million square metres of space being leased in 2026. That’s a big jump from the quiet year we’ve just had.

2. Flight to quality will take centre stage

Almost 70% of all 2025 leased floorspace has been prime-grade – which is well above the long-term average. This tells us occupiers aren’t just upgrading for the sake of it. They’re choosing smarter buildings that can help them boost efficiency, cut costs and future-proof supply chains.

The tightest competition is in Sydney and Melbourne’s prime infill precincts. So when something good hits the market in these pockets – where space is scarce and every operational advantage counts – it moves fast.

And as land becomes harder to secure across the Eastern Seaboard, businesses are looking for facilities that give them more. This means automation-ready warehouses, specialised layouts and energy-efficient upgrades are becoming must-haves, not nice-to-haves.

A sector to watch? Cold storage.

Large corporates are upgrading fast, because older facilities no longer meet today’s energy efficiency and sustainability standards. And with new and refurbished spaces struggling to keep up with demand, upgraded cold storage is now achieving $350+ per sqm net – a clear sign of just how strong demand is.

3. Tight supply will push more projects into pre-commitments

With land prices still high and construction costs sticking around, developers are thinking twice about which projects to kick off – and which ones to delay.

The numbers say it all:

• Nearly 900,000 sqm of planned supply has already been pushed past 2027.
• Another 2.4 million sqm won’t move unless pre-commitments are locked in.
• Only two-thirds of the 2026 pipeline is actually underway or pre-leased.

It’s no surprise then that most new buildings in 2026 will be pre-committed or build-to-suit – projects designed around tenants from day one, rather than speculative builds hoping to find a tenant later.

We’ll also see more activity shift to the outer precincts, including Melbourne’s West and North and Sydney’s Outer West as that’s where the limited developable industrial land is located.

4. Vacancy will peak (briefly) before falling again

Vacancy is expected to hit its high point in early to mid-2026 – just under 4% – before tightening again as new supply slows. So yes, there’ll be a little more choice in the short term. But it won’t last long.

Importantly, that choice won’t be evenly spread. Areas that have delivered a lot of new stock, especially outer-ring estates, will take longer to rebalance.

On the other hand, established infill markets – like Sydney’s South, Melbourne’s South East and East, and Brisbane’s Trade Coast and Inner North – should hold their ground, thanks to tighter supply and steady demand.

5. Rental growth will split into two speeds

The days of across-the-board rent jumps are behind us. In 2026, rental growth will move at two speeds, with some precincts pulling ahead and others easing off.

In short, expect the gap between the strongest and weakest precincts to stretch up to 10% over the next five years.

Here’s what’s driving the split:

• Incentives will peak in 2026, giving occupiers a short window to secure sharper deals before they tighten again.
• Tight, established infill locations will continue to outperform, while newer estates work through their recent wave of supply.

And for tenants still on pre-2021 leases: renewing or relocating will mean steeper rent increases – simply because the market has shifted so significantly.

6. Investors will double down on industrial

Industrial is still the sector investors trust most. And its steady income and long-term demand are drawing more capital back into the market.

Even as retail and office become more competitively priced, offshore investors are still targeting Australian logistics, showing just how resilient the sector is.

A few big themes are shaping 2026:

• Interest is spreading beyond Melbourne and Sydney to Brisbane and Adelaide.
• Appetite is strong for data centres, cold storage and automation-ready facilities.
• Investors are sharpening their focus on rent reversion in well-located, undersupplied infill markets.

In short, investors will put their money where demand is strongest and supply is tightest.

7. On-shoring will move from ambition to action

After years of talk, on-shoring is finally expected to gain real traction in 2026. A mix of policy support, global trade uncertainty and election-driven geopolitics is pushing more businesses to rethink what they produce locally – and why.

The sectors most likely to lead the shift include:

• Advanced manufacturing
• Green energy
• Critical technologies
• Meditech, life sciences and defence industries

Federal incentives like the $15 billion National Reconstruction Fund are also giving companies a stronger reason to invest onshore.

What does this mean? As local production ramps up, we’ll see growing demand for high-spec, automated and energy-efficient industrial facilities.

BONUS trend: Industrial outdoor storage (IOS) will grow up

IOS is already moving from a stopgap solution to a fully-fledged investment class. And that trend is only set to grow in 2026.

Sites that were once held for future development are now being repurposed into secure, high-load, tech-enabled storage spaces – from container yards to vehicle storage to transitional infrastructure.

Tenants are willing to pay for power, connectivity and site upgrades. And investors are taking notice, viewing IOS as a strategic, flexible and resilient option in land-tight markets.

Put simply, IOS is maturing into a smart, scalable asset class of its own – one that will continue to support industrial growth well beyond 2026.

2026 is the moment to think sharper and move smarter. And for women in industrial and logistics, it means more room to lead, influence and drive change.

To keep up, follow WIN on LinkedIn.

The key industrial events you must have on your radar

Industrial events are where careers accelerate. They’re where trends emerge, major players connect, and future ideas and opportunities are born. Often before they hit the market.

Being at the right event allows you to network. Stay informed. And boost your on-the-ground smarts.

So where should you start? Here’s a list of standout industrial events making waves across the sector.

The Urban Developer Industrial & Logistics Summit

First on our list: The Urban Developer’s Industrial & Logistics Summit.

Think of this as the holy grail of industrial intel.

This is where you’ll hear what’s happening with land supply, capital flows, leasing trends, funding partnerships and the next generation of assets – before it hits the mainstream.

You’ll walk away with a sharper read on where the market is heading, how top investors and developers are positioning themselves and what’s really happening with land access and capital pressure.

And yes, it goes deeper than anything you’ll find scrolling LinkedIn.

Who it’s for:

Anyone building, funding, owning or occupying industrial space. You could be a developer, investor, project manager or adviser.

Find out more at The Urban Developer.

Industrial Real Estate Summit

If you’re looking for the fullest possible read on the Australian industrial market, this is it.

The Industrial Real Estate Summit is one of the country’s biggest and most influential gatherings of developers, owners, investors and capital markets.

The summit digs into what’s driving movement in ecommerce, supply chains and logistics.

So, expect conversations on diverse topics from land supply and asset evolution to sustainability, tenant expectations and innovation.

Speakers often include leaders from ESR, GPT Group, Cushman & Wakefield and other major industrial players.

Who it’s for:

Senior decision-makers across development, investment, asset management, logistics, design, construction, capital and advisory.

Find out more about the Industrial Real Estate Summit.

Property Council Australia – Western Sydney Outlook

Western Sydney is on the cusp of significant transformation. With a new airport in place and industrial land rapidly moving, the region is entering a pivotal phase of economic and housing growth.

And this event is where senior decision-makers come together to unpack what’s shifting beneath the surface.

Expect talk on how investment is moving, where policy needs to accelerate and how industry, education and government can align to deliver better results.

Speakers typically include influential voices who are actively shaping the future of the region.

Who it’s for:

Anyone with a strategic stake in Western Sydney: developers, investors, planners, infrastructure leaders and policy professionals.

Find out more about the Western Sydney Outlook.

Property Council Australia – NSW Industrial & Logistics Outlook

New South Wales continues to set the national pace – and this event digs into the why and how.

There will be discourse around investment behaviour, policy shifts and where developers are moving. But also, why they’re choosing New South Wales over other states.

Expect high-level yet grounded discussions, led by senior economists from top banks and executives in logistics, finance and development.

Who it’s for:

Developers, investors, logistics and capital leaders who want to stay ahead of what’s shaping NSW – not just react to it.

Find out more about the NSW Industrial & Logistics Outlook.

Property Council Australia – VIC Industrial Outlook

Like Sydney, Victoria’s industrial market is moving fast.

The Property Council of Australia’s VIC Industrial Outlook brings the people who are steering that change into one room.

At this event, expect a panel of directors, senior managers and executives to unpack what’s shifting. Key topics normally cover land competition, infrastructure pressure, economic policy and more.

Conversations will also dive into live market forces. Think: data centres, AI automation, freight network constraints, and the reforms needed to keep Victoria competitive.

Who it’s for:

Anyone driving industrial strategy across Victoria: developers, investors, infrastructure leaders, logistics groups and policy decision-makers.

Find out more about the VIC Industrial Outlook.

Want to stay ahead of where industrial is heading? Follow WIN on LinkedIn for conversations you won’t find anywhere else.

Time to own it: Turning performance reviews into strategic career moves

Performance reviews. A time to revisit the past year, measure your contribution, and – inevitably – face some nerves along the way.

But it doesn’t have to be that way.

What if your performance review became less of a feedback session – and more of a strategic checkpoint in your career journey?  

We spoke with Sharon Woodley, HR consultant specialising in the property industry and CliftonStrengths coach, to unpack how women in industrial can take control of the process and use it to drive growth.

Sharon Woodley

First, reframe the review

To make performance reviews work for you, start by shifting your mindset. See them as opportunities to plan what’s next, rather than just meetings where you passively receive feedback.

‘We need to shift from performance reviews to performance development,’ says Sharon Woodley, Consultant Chief People Officer at Paxton Consulting Group.

‘Bring your career aspirations into the room. Learn to say “This is the value I bring today, and here’s where I want to grow next.”’

But that’s easier said than done, especially for women. Sharon has seen many hold back in reviews, often due to:

• Undervaluing their achievements or assuming their work will speak for itself
• Fearing they’ll be seen as pushy when self-advocating
• Over-relying on softer strengths, which can make it harder to build a strong case

But the truth is, advocating for yourself isn’t arrogance – it’s taking ownership of your career.

So go in ready to talk about your goals. Help your manager see how your strengths, contributions and potential fit into the bigger picture. Whether you’re aiming for more responsibility, a career shift or a future leadership role, be bold and make it known.

Ditch the task list and focus on impact

Listing everything you’ve done won’t get you promoted. But showing how your work drives business outcomes will.

‘Women often focus on tasks,’ says Sharon. ‘But performance reviews are about showing your impact.’

What does that mean? Well, instead of saying:

I managed the reports and completed three major projects.

Try:

My reporting reduced processing delays by 20%. That helped the team hit our Q2 target ahead of time.

In the industrial property sector, reviews often skew heavily toward technical outputs. That’s why it’s especially important to translate ‘softer’ strengths – like communication or collaboration – into business language.

‘In male-dominated settings, it’s even more important to own your contributions and make sure your unique strengths are visible,’ Sharon adds.

So yes, bring the list of what you’ve completed and achieved. But back it up with examples, metrics or even feedback from colleagues and clients to show how you’ve contributed to the bigger business outcomes.

Because that’s what gets noticed.

Show self-awareness and a readiness to grow

You don’t have to walk into the room flawless. Because perfection isn’t the goal – growth is.

Instead, walk in with self-awareness.

Sharon encourages women to openly and confidently reflect on their strengths and blind spots. That shows maturity, agility and coachability – all signs of future potential, including leadership.

‘It’s powerful to say, “I know I can be overly task-focused when under pressure – but here’s how I’m working on it.”’ she says.

‘That shows growth. That shows readiness.’

She adds that promotions go to those who demonstrate performance and potential. So don’t stop at what you’ve done. Show where you’re headed – and how you’re getting there.

Prepare your pitch – early

Your performance review is not the time to ‘wing it’.

Start preparing early by:

• Reflecting on your achievements, especially those with team or business impact
• Collecting data, feedback and examples
• Revisiting your career goals
• Getting clear on what you want from the conversation

‘Preparation is everything,’ Sharon stresses. ‘Give yourself time to reflect. Go through your calendar and emails and check what’s happened over the past year. Don’t just focus on what happened last week.’

And don’t forget your manager needs time too.

Submit your documentation at least three working days in advance so they have time to digest it and have a more meaningful conversation with you.

Be clear and confident about what you want

Promotion? Pay rise? More flexibility? This is your moment to ask – not wait for someone else to raise it.

Not sure how to frame it? Here are Sharon’s tips:

• Start with value, not entitlement: Say, Here’s the business impact I’ve delivered, and here’s where I can add even more value.
• Use a ‘strengths lens’: Say, My drive and strategic thinking have helped me consistently deliver X. In a larger role, here’s how I’d scale that.
• Frame it as a partnership: Instead of I want…, go with Here’s what I bring, here’s what’s next, and here’s how I see my role evolving.

In some companies, performance and pay discussions are separate. If that’s the case, you can ask, ‘When would be the right time to talk about remuneration?’

And if things don’t go the way you want?

‘Be prepared for that, so you can balance your emotions,’ says Sharon. ‘Then ask for specifics and build a plan around what you need to work on to be ready.’

Stay curious – not defensive

Not all feedback will feel good. And that’s okay. Keep in mind that you don’t have to resolve everything in the moment.

‘If something hits hard, it’s okay to pause,’ Sharon says. ‘Tell your manager, “Thanks for the feedback, I’d like some time to process it. Can we follow up in a few days?”’

What if the feedback feels too generic, broad or vague? Ask for clarity.

‘Ask for examples,’ Sharon advises. ‘Ask where things are working. Ask what success would look like from your manager’s perspective.

‘Make it a two-way discussion, so it’s not just a one-way download.’

Final tip: Don’t go it alone

There’s no weakness in feeling nervous – or in seeking support.

If you’re unsure how to handle your upcoming review, talk to other women.

As Sharon puts it: ‘Get advice from someone you admire. Someone who speaks up, owns their value and asks for what they want.’

Remind yourself that performance reviews aren’t a test to pass or fail. They’re your chance to take hold of your career, show your value and shape what’s next.

So when the next one lands in your calendar, don’t shrink back.

Prepare with purpose – and own it.

Want more expert insights to thrive, lead and grow in the industrial sector? Follow Women in Industrial on LinkedIn.

Roadmaps 101: WIN’s secret to driving real change

In just 9 years, WIN has grown from a small, passionate team into a leading voice for women in industrial.

But this growth didn’t happen by chance. It took dedication, determination – and a clear roadmap.

Every year, our committee members come together for a planning session to set bold goals and strategic plans. And the results have been impressive. 

Here’s a glimpse into our planning process – and how it drives WIN’s progress. 

But first, what is a roadmap?

Success (in anything) doesn’t happen overnight. And when you have a goal as big as breaking barriers in a male-dominated industry, you need a solid plan. 

Enter the roadmap.

At its core, a roadmap is a strategic document that helps organisations visualise where they want to be within a specific timeframe. It puts priorities front and centre – and gives you a clear path to your goals.

For WIN, the humble roadmap has become a central part of our progress.

As WIN founding member Charlotte Brabant puts it: ‘We’ve always had big ambitions. But as we grew, we knew we needed more solid structure to support us in getting to where we desire to be.’

And that support came in the form of roadmap consultant, Glen McKernan. 

A glimpse into our process

Since 2022, we’ve been teaming up with Glen to hold our annual WIN strategy day – a powerful session that allows our committee to refine priorities, set goals and track progress. And all our committee members get to have a say.

‘When I first met with WIN’s committee members, I was impressed that they already had their vision set – which is half the battle done,’ Glen shares. 

‘With that in place, WIN’s roadmap sessions are highly focused,’ he adds. ‘We spend a few hours setting priorities, and everyone walks away knowing exactly what they’re responsible for.’ 

Every year, WIN’s roadmap is built around 4 core pillars:

1. Networking and professional development
2. Marketing and brand presence
3. Education and industry engagement
4. Operational growth, governance and internal systems

These focus areas shape the initiatives we take on, like launching new mentorship programs or increasing industry partnerships. 

‘Think of WIN’s roadmap as a four-lane highway,’ Glen explains. ‘Each lane feeds into the ultimate destination of empowering women in industrial – with actionable steps.’

The entire process is highly collaborative and begins long before strategy day, with committee members sharing their insights in a pre-session survey.

And on the day, everyone gets a vote on key initiatives, priorities and goals to tackle. 

The wins from our roadmaps so far 

Since introducing roadmaps to our strategy, we’ve made huge strides in education, advocacy and strengthening our network.

Charlotte lists our achievements: ‘We’re forming strong relationships with universities and property groups. We’re launching scholarships and creating pathways for students. And we’re expanding our following and network. 

‘This has all been a direct result of the focus our annual roadmap provides,’ she stresses. 

Let’s look at those achievements in more detail. In the past few years, we’ve:

• Strengthened partnerships with key organisations like the Property Council of Australia
• Inspired young women to explore careers in industrial by expanding our university and high school outreach
• Launched scholarship and mentorship programs to help women enter the sector or progress their careers
• Fostered stronger connections and deeper learning by shifting to intimate, education-focused networking events
• Created an operations and systems subcommittee to streamline event planning, membership management and marketing
• Established WIN as a leader in our sector through the publication of thought leadership pieces 

Looking back – while always moving forward

One of the best parts of WIN’s roadmap planning sessions? Having the opportunity to reflect on and celebrate our growth – and adapt our next roadmap accordingly. 

As Glen puts it: ‘The best roadmaps shift as an organisation changes its goals – and that’s exactly what WIN does.’

It’s this mindset that’s helped shape the WIN we see today. 

‘Seeing how far we’ve come makes me enormously proud,’ Charlotte says. ‘WIN has become a well-known name in the Australian industrial sector. We’re respected in the industry. And we’re making a real impact.’

And the best part? We’re just getting started.

Ready to help shape WIN’s next chapter? 

If you’re a WIN member who thrives on action, insight and impact, we’d love to have you at the table. Reach out to one of our committee members today.