Hills Football is seeking an experienced and visionary Chief Executive Officer to lead the strategic direction of our growing football community in the Hills District. The CEO will be responsible for driving the organisation’s long-term growth, strengthening relationships with key stakeholders, and fostering a positive and inclusive football culture.

This is an exciting opportunity for a proven leader with strong commercial, governance, and community engagement skills to shape the future of grassroots and elite football in one of NSW’s fastest growing regions.

Purpose of this role

Provide visible, values-based leadership and co-create the organisation’s development strategy in conjunction with the Board, then deliver it through an aligned, data-driven organisation that serves member clubs, players, coaches, referees and the wider community.

The CEO role required is a transformational leader and change manager, focused primarily on strategy, governance, stakeholder outcomes and uplift - while day-to-day operations are delivered through the leadership team.

Statutory & constitutional responsibilities

• General Manager functions: The CEO will exercise the roles and responsibilities conferred on the General Manager under the Company’s Constitution and governance instruments.
• Public Officer / Company Secretary: If required by the Board, the CEO will also serve as the Organisation’s Public Officer and Company Secretary, including lodgements, statutory registers, meeting records and related compliance.

Key outcomes (over the term)

• Safer, better-managed matchdays - consistent ground-official processes, incident reporting and community standards across all clubs.
• Stronger club governance & sustainability - a club support model and regular CEO–President touchpoints that lift capability and clarity.
• Transparent performance monitoring - simple organisation/club dashboards and regular Board reporting.
• Clear, inclusive player pathways aligned to Football NSW / FA frameworks.
• Professionalised structure & delegations - clarified roles/decision rights and an instrument of delegation between Board and management.
• Improved reputation & trust - targeted communications, digital engagement and participation/retention lift.
• Expanded community & council engagement - facilities planning and grants progressed with local government partners.
• Technology & data uplift - modern tools, reporting and streamlined workflows to free staff for member-facing work.
• Sustainable finances & fair fees - diversified revenue (sponsorships, grants) and transparent fee settings aligned to member value.

Key accountabilities

Strategy, transformation & planning

• Co-lead with the Board the development, review and execution of the Organisation’s three-year development strategy with annual operating plans and a rolling five-year view.
• Stand up a time-bound transformation program (structure, tech/data, club performance, matchday safety, pathways, Board enablement) with a simple benefits-tracked roadmap.
• Define and embed a balanced reporting pack for Board and stakeholders

Governance with the Board

• Provide the Board with timely, decision-ready information; support Board committees; maintain policies, risk registers and delegations; ensure legal/regulatory compliance and contractual adherence.
• Company Secretary and Public Officer functions if assigned: prepare agendas/minutes, maintain registers, manage meetings and filings;
• Model the distinction between governance (Board) and operations (management)
• Model the distinction between governance (Board) and operations (management)

Finance & risk

• Lead budgeting and long-term financial planning; meet agreed targets; ensure controls, audit and transparent reporting to the Board.
• Grow non-fee income (grants, sponsorships, programs) and align fees to value and equity goals.

People, culture & capability

• Build a high-performing, collaborative culture; recruit, coach and develop leaders; maintain succession and workforce plans.
• Introduce modern tools and routines (cadences, SLAs, automation, analytics) to raise service quality and capacity.

Football development & pathways

• Oversee participation growth, coach/referee development and representative/pathway programs aligned with FNSW/FA in conjunction with the management team.
• Market clear, affordable pathways from community to performance.

Competitions, member services & community

• Ensure safe, fair, well-run competitions and consistent community standards; deliver registration campaigns and targeted digital engagement.
• Establish a Club Support Model (diagnostics, action plans, shared services, volunteer pool) and proactive inter-club collaboration.

Stakeholder leadership

• Serve as the Organisation’s primary spokesperson; manage senior relationships across FNSW/FA, councils, MPs, sponsors, schools, referees and our a representative pathways.

Facilities & infrastructure

• Lead facilities strategy, council partnerships, utilisation & access, and grants for new/upgraded grounds and hubs.

Key relationships

• Board (via the Chair) and Board Committees
• Member Clubs (Presidents/Executives), Referees’ via their existing structure, Representative pathway, Football NSW/FA, local/state/federal government, commercial partners, schools, community organisations.

Decision rights & delegations

• Financial and contractual authority per the Board’s Instrument of Delegation; all commitments within approved budgets, policies and risk appetite.
• Constitutional alignment: The CEO’s decision rights encompass any General Manager authorities under the Constitution or Board-approved delegations, and (if assigned) Company Secretary/Public Officer statutory responsibilities.