I managed 200 people across four sites before I ever had the word "HR" in my title. That's the difference between knowing the theory and knowing the work.
Most HR professionals have worked alongside operations. I ran them — hiring, onboarding, disciplining, developing, and retaining the people who made the business function, every single day.
I'm a People & Performance Specialist based on the Sunshine Coast, actively seeking a senior HR or People & Culture role where operational experience is an asset, not a footnote. I'm currently completing a Bachelor of Business (Human Resource Management) at Swinburne University — building the academic foundation to match what I've spent 16 years doing on the ground.
My background is multi-site operational leadership at McDonald's Australia, most recently across four locations with approximately 200 staff. I've managed recruitment pipelines, run workplace investigations, interpreted Modern Award obligations, led performance management processes, and built training systems from scratch — not as policy, but as operational necessity.
I want to bring that depth into a team that values people who've actually done the work. Open to full-time employed positions on the Sunshine Coast and Southeast Queensland, and remote or hybrid arrangements nationally.
I'm a second dan black belt in Go-Kan-Ryu karate — returned to competition after a 20-year break and earned it back. That kind of recommitment to hard things doesn't stay in the dojo.
I understand what it actually costs when a manager leaves mid-service, when onboarding fails, or when a performance issue goes unmanaged. I've lived those consequences, not just theorised about them.
Practical experience interpreting Modern Awards, managing investigations, issuing formal documentation, and navigating Fair Work obligations — in real time, with real stakes.
My approach centres on fixing the system before blaming the person. Retention is a design problem, not a hiring one.
Managed complexity that rivals organisations three times the size, with a fraction of the resources. I'm used to building solutions, not inheriting them.
Bachelor of Business (HR Major), Swinburne University — combining academic grounding in HRM theory, employment law, and organisational behaviour with 16 years of applied practice.
Testimonial coming soon — if you've worked with Tarni and would like to provide a reference, please get in touch.
Progressed from crew to Restaurant Manager to multi-site leadership across four locations with approximately 200 staff. Accountable for full-cycle people management — recruitment, onboarding, training, performance, ER matters, and workforce planning — alongside full operational and commercial accountability.
Using my career break to complete my HR degree and apply that knowledge through independent HR advisory projects — conducting health checks, building policy and compliance frameworks, and providing ER guidance for small businesses. This period has sharpened my HR expertise and confirmed I want to bring these skills into a dedicated employed P&C role.
Hands-on experience managing workplace investigations, issuing formal warnings, running PIPs, navigating unfair dismissal risk, interpreting the Fast Food Industry Award and broader Modern Award obligations, and advising on IFA arrangements. Experienced in both prevention and resolution.
Designed and ran end-to-end recruitment and onboarding systems for high-turnover, high-volume workforces. Developed training frameworks, structured 30/60/90-day pathways, manager coaching programs, and capability-building initiatives that reduced early attrition and improved team consistency across sites.
If you're looking for an HR professional who understands what people management looks like under real operational pressure — not just in policy documents — I'd like to hear from you.
Actively seeking senior HR and People & Culture roles. Open to full-time employed positions on the Sunshine Coast and Southeast Queensland, or remote / hybrid arrangements nationally. Available for conversations immediately.