Lisa Wetuschat
Director HCS Rail Systems | Major Projects
Downer
Lisa is the Director of High Capacity Signalling Implementation at Downer managing the successful integration of Melbourne’s Bigger, Better train with Melbourne’s newest tunnel systems. Previously Lisa held roles as the Head of Engineering within Tier 1 organisations as well as executive roles within the Victorian Government Major Projects & Transport division. Her leadership in these positions has been instrumental in fostering innovation within the organisations and the wider rail industry. Lisa’s career is a testament to her commitment to engineering excellence and her ability to navigate and lead through the complexities of large-scale projects.
A strategic thinker with robust track records in successfully delivering complex technology projects across diverse industries, Lisa is passionate about leveraging her analytical problem-solving skills to drive strong governance frameworks, leading organisational reform and orchestrating complex project recovery missions. Her contributions continue to shape the future of the rail industry she works in, setting new standards for innovation and operational success.
SESSIONS
Day 2
2:35
Leadership Strategy Scenarios
A: Navigating Gender Bias and Harassment
During an important board meeting, a fellow colleague dismisses your idea without consideration, offering a solution similar to your own but framed by a male colleague. The same has happened repeatedly, and it's starting to affect your confidence and your team’s perception of your leadership.
Portia Pitt, General Manager Transport, Ventia
B: Managing a Diverse Team on a High-Pressure Project
You’re managing a multi-generational and culturally diverse team working on a high-profile government project. The team is experiencing tension as there are differences in communication styles and work practices that are starting to cause friction.
Lisa Wetuschat, Director HCS Rail Systems | Major Projects, Downer
C: Leading through Organisational Change and Transitions
A leader is tasked with leading a construction firm through the adoption of a new technology that will transform their project management processes. However, there is resistance from a significant portion of the team, who are either uncomfortable with the new technology or feel that their traditional ways of working are being overlooked.
Lynn Johnson, Growth Sectors and Partnership Manager, Industry Capability Network
D: Building Allyship Across Leadership Pipelines
You are a senior leader on a major project where key decisions are being made in a cross-departmental leadership meeting. However, you notice that marginalised voices (e.g., women in trades, Indigenous workers, junior staff) are consistently excluded from these discussions.
Lindsay Rattray, Industry Advisor, Industry Capability Network