09 Start of a new

1994: Picking up the pieces

While Peter O'Halloran was dying at home I was appointed Acting Executive Director. I already had a full load as Head of the School of Mathematics and Statistics, but realised I would be in both jobs for no more than about a year while the Board looked for a replacement. At first I was not sure I wanted to stay on, as I was motivated where I was, felt it was probably in my best long-term interest to keep a more purely academic career in the Faculty, and had assumed Peter O'Halloran would be in the job for a long time, so hadn't thought about it. Then there was a lot of talk among colleagues about sharing the job. But Don Aitkin made it clear that this would not happen, so I would have to decide to apply fully and relinquish the Head of School position if successful. The word "Acting" was removed at the Board meeting in October, to give me a little more scope, and it was decided to advertise the position internationally early in 1995.

But as time moved on I did decide that I should apply for the Trust position. An initial concern I had was operating in the wake of Peter's strong personality, and whether volunteers were there just because of him or whether it was because of genuine commitment to the aims of the Trust. I soon discovered that almost everyone was genuinely there for the latter reason.

I analysed the immediate needs of the Trust and noted that operationally it was in good shape. The main problem, and one which seemed to need urgent attention, even if I was just to be there for a short time, was the image of the Trust as a whole. The problem was one which might have been addressed in time anyway, but the Trust was operating as though it was still two different organisations. There was no common corporate identity, no common logo, no corporate image, and it may not have been obvious to schools that the AMC, Maths Challenge and Olympiads were run by the same body or how indeed they were related.

Further to this there were few in common to both organisations and in fact people from one organisation virtually didn't know anything about the other, nor even did they know people from the other organisation.

1995: Communication and corporate imaging

So during my possible interim period I certainly started on these two main things. The communications issue was rather quickly solved in the short term. I commenced an 8-page quarterly called The Globe, to help volunteers from across the Trust to be informed across the Trust. The first edition went out in March 1995.

The corporate imaging problem was much more difficult, although initially I under-estimated it, thinking the main thing was just to design a common logo. In fact someone designed a logo within the office, but it was unappealing. Alan Tippett had by now left Westpac but was not yet on the Board. However he remained on the Advisory Committee, where he had been as a Westpac Executive, and provided a lot of useful advice. In fact corporate imaging was his specialty, and he had been close to the red W of Westpac.

Alan consulted the designer of the red W, who was by now semi-retired, and he gave the name of the person who he thought was producing the best corporate imaging in the country. This was Tony Masters at Paddington. Sometimes with Alan, but on many other times without, I would go and discuss the issue with Tony. Eventually the Board was happy to offer the work to Tony, based on some quotation, as long as initial signs were good.

I specified the job by giving him five words. Three of these were "simple", "Australian", and "mathematical" but I do not recall the other two. One of them may have been "dynamic" or "futuristic". However he was given free licence beyond that and given time to come up with his own idea. When the time came there was a choice of four or five he offered, but two stood out. One was the design finally selected, while the other was similar, but was more elliptical. It struck me that if we wanted to change sometime in the future we could change to the other, as they were similar enough for people to see one as a more modern version of the other.

The Westpac logo had taken some time and work before full acceptance so I was not sure how this would go. But it turned out to be very popular quite quickly and has remained part of a very recognisable public image. Most people recognised the map of Australia, but those who didn't reacted positively when they noticed it. The 2011 PwC report noted that we were very recognisable, much more recognisable in schools than I expected, and this image is clearly part of the process.

It did not end up being the finish of the exercise. In fact the whole job added to a six figure sum. To get a good job you have to get all your documentation consistent with the plan. This involved stationery, business cards, book design, mathematical materials and the web site, which we started about that time. It may have seemed expensive, but it was worth getting a good image, and of course it should have lasted some time, so could be amortised to be considered cheaper on a yearly basis.

The Westpac W had taken some time and a lot of work by Westpac to gain acceptance. I found this one took on much more quickly. Most people recognised the map of Australia, or if they didn't got joy at discovering it, and it was also popular with Tasmanians, with Bass Strait there to distinguish their state. I have only heard positive comments, and clearly with PwC concluding we are widely recognised, part of a successful ongoing image.

1995: Appointment and certainty

Of course there were many other things to do, but these I recall as the two most important things which happened during the "uncertain" months of my appointment. The permanent position was advertised about May and I still recall the interview was on a Friday 13th, but I was fortunate to get over this adversity. The position had been advertised at a Professorial level without mention of title. But Don Aitkin called me after the interview, told me I was being offered the position, and he also said they had gone over my CV and the University would award me the Professor title.

So there was now certainty for me and the Trust, and a big responsibility for me to provide leadership over the coming years. The main thing for me was there had been a culture introduced and developed by Peter O'Halloran, and it was important to draw on the best parts and continue with them where possible. A volunteer organisation would be a different thing to deal with than leading an academic department. The volunteers were like a family, and it was important for all to feel a part of moving forward.