Business & Operations Management

Sean Wilson has a strong background in business and operations management, with more than 20 years of executive and commercial leadership experience, including over 10 years in CEO, Managing Director, COO and Group Executive roles.

He has managed complex organisations across HR, technology, healthcare, recruitment, media, retail, professional services, government and not-for-profit sectors. His experience includes full P&L accountability of up to $89 million, leadership of teams exceeding 300 people, multi-site operations and responsibility for aligning business strategy, people, systems and resources.

Sean's management experience spans strategy, sales, marketing, finance, HR, IT, product development, legal services, governance and service delivery. He has led national and international organisations through growth, transformation, restructuring and turnaround, including businesses experiencing declining revenue, operational inefficiencies and financial losses.

As a Board-appointed CEO and hands-on operator, Sean combines strategic direction with practical execution. He works across the whole business to identify problems, establish priorities, strengthen management systems, improve accountability and ensure people and resources are focused on the activities that deliver the greatest value.

He has also served on more than 20 boards and committees and holds qualifications spanning business, management, marketing, legal studies and technology, together with governance and company director education.

Proven Impact & Results

BetterHR: Scaling a national technology and advisory business

As COO and later CEO and Managing Director of BetterHR, Sean managed the overall business, including strategy, finance, sales, marketing, HR, technology, product development, customer service and employment law advisory operations.

He led cross-functional teams and implemented systems and processes to strengthen operational efficiency, customer retention, financial management and organisational performance. The business grew to more than 60,000 users and over 300 partners, including Telstra, ADP and leading franchise groups.

During his tenure, revenue and gross profit doubled, share value increased by more than 150%, and the company continued to develop its technology and advisory services through changing market conditions, including the COVID-19 pandemic. Sean also helped lead the business through a successful exit.

Zonda: Turning around underperforming operations

As Group CEO, Sean led Zonda Global and Zonda Care, alongside related businesses within the wider portfolio. The group operated across healthcare staffing, recruitment, disability and support services, with a workforce of more than 300 people across the portfolio.

He strengthened financial reporting, improved visibility of operational performance, addressed compliance and management issues, and focused the businesses on customer service, commercial discipline and profitability. At Zonda Global, these changes helped move the business from losses to a 34% gross profit margin within nine months.

His responsibilities included coordinating national operations, improving recruitment and service delivery, managing workforce requirements and aligning the businesses with group-wide priorities.

Venturely Group: Shared services and multi-business operations

Within the private-equity-backed Venturely portfolio, Sean held Group Executive and COO/CEO responsibilities spanning businesses including Zonda, Zonda Care and Marine Seven.

He worked across operations, technology, HR, sales, marketing and shared services, including oversight of an in-house IT managed services team. The environment included multi-site retail, office and workshop operations across NSW, SA, Queensland and Victoria.

His responsibilities connected day-to-day operating requirements with group-level priorities, systems, infrastructure, financial reporting and organisational change.

Marine Seven: Acquisition integration

Sean's group leadership included the integration of Marine Seven and associated acquisitions into a broader operating environment. His experience spans post-acquisition integration, aligning people and processes, coordinating systems and shared services, and bringing acquired operations into a more consistent management framework.

This work required balancing the needs of individual businesses with group-wide operational standards, commercial priorities and performance expectations.

Housing Industry Association: National commercial and operational transformation

As National General Manager Sales & Marketing at HIA, Sean led a substantial national operation involving more than 300 employees across 23 offices and a commercial portfolio of up to $89 million.

He led a national restructure that moved previously fragmented regional operations towards a more consistent operating framework. His responsibilities covered membership, field sales, retail operations, the national member service centre, Home Ideas Centres, marketing, publications, events, training and other member services.

The transformation helped reverse declining membership and revenue, restore profitability and deliver double-digit revenue growth. HIA grew to more than 50,000 members, expanded its training delivery to more than 500 courses and 8,000 participants, and supported more than 600 apprentices.

Sean also established a national business partner program that grew to more than 10,000 members.

Sensis: National sales operations and service delivery

As National Sales Director at Sensis, part of Telstra, Sean led sales and commercial operations within a major advertising and information services business.

He managed national teams, developed major customer relationships, established a dedicated government sales and service capability supporting more than 5,000 accounts, and worked across complex operational and commercial requirements involving Sensis and Telstra.

The role required strong management disciplines, coordination across multiple business units, reliable digital service delivery and clear accountability for commercial outcomes.

Kolling Foundation: Governance and organisational management

As CEO of Kolling Foundation, Sean led a healthcare research fundraising organisation working alongside NSW Health and the University of Sydney. His responsibilities included organisational leadership, financial oversight, governance, stakeholder relationships and people management.

He addressed financial reporting and banking control issues and helped establish a new team associated with the launch of the $100 million Kolling Building for Medical Research, supporting the organisation's work with clinicians, researchers and healthcare stakeholders.

Government and regional infrastructure

Sean's earlier government experience included IT management, information systems, technology modernisation and participation in boards and committees. He worked in regional water authority and infrastructure environments, where accurate information, asset management, operational systems and service delivery were essential to organisational performance.

He also contributed to government consultative and structural reform committees, including initiatives involving competency-based pay and organisational amalgamations.