Ann: Appointment of Independent Non-Executive Director, page-46

The Performance Rights shall vest as follows:
i. Tranche 1 Performance Rights: the successful launch of the first 50 satellites of its Pearls constellation, and the satellites to achieve operational success;
ii. Tranche 2 Performance Rights: upon the Company securing a material financing package totalling A$50,000,000 as currently planned for the Pearl constellation deployment, and also signing a major telecommunications customer;
iii. Tranche 3 Performance Rights: if the Company is successful in the launch of 100 satellites into its Pearls constellation and the satellites achieve operational success; and
iv. Tranche 4 Performance Rights: if the Company achieving $100,000,000 in annual gross revenues.

How does a non-executive director add value to a board?
The perceived advantage of non-executive directors is their independence and objectivity – their ability to act in the best interests of the company is not compromised. Other ways in which non-executive directors add value include:
• bringing an independent and fresh perspective to decision-making;
• demonstrating relevant competency, experience and ethical behaviour;
• challenging, questioning and monitoring the CEO and senior management;
• their external networks which are of use to the company; and
• supporting and mentoring the CEO.

https://aicd.companydirectors.com.a...-tools-bc-non-executive-directors_a4_web.ashx

Her relevance:
CoInvest

Independent Non Executive Director
Chair of Remuneration Committee,
Member of Finance and Investment Committee
Member Audit Committee​

Telstra

-Led Telstra Wholesale’s Commercial Operations business. This function supported the achievement of $2bn in annual revenue.
-Accountable for the construction and fiscal management of commercial bids & contract negotiations to deliver revenues in excess of $2bn pa.
-Led an organisation wide review of the sales bidding process that resulted in process improvements and subsequent reduction in bid time from 40 days to 22 days.
- Led customer contract redesign project. As part of the organisational drive to improve customer satisfaction and increase revenues I led a project to develop a shorter, simpler customer contract. Stakeholder management, change management and business process redesign resulted in a new contract format reducing no. of pages from 46 to 4. Customer feedback cited that barriers to purchasing had been resolved.
-Significant changes to the industry necessitated a review of the organization structure and operating model. I led the review that resulted in the implementation of an organizational redesign with the outcome being an increase in customer advocacy scores, employee engagement and sales revenue.​