Carolyn Moore facilitates peer groups for women in leadership, HR professionals, and senior leaders. With a career spanning three decades across Australia, Vietnam, Singapore, the United Kingdom, and the Netherlands, she brings deep, hands-on experience of what it actually takes to lead people and organisations through change at a global scale.
Carolyn says:
My background is rooted in Industrial Relations and Human Resource Management, with additional grounding in Organisational Psychology, Design Thinking, Executive Coaching, and Digital Transformation. I have held senior roles including Chief People Officer, Global Director of Digital and Cultural Transformation, Global Head of Talent, and Global HR Director – always at the intersection of people, culture, and performance. When I sit at the table with peer group members, I draw on that experience to ask the questions that get beneath the surface. I help people join the dots between their own frustrations and the broader market and generational shifts driving them – for example, helping a leader recognise that a command-and-control style that worked a decade ago now needs to evolve into something more systems-aware, more connected to the ecosystem around them, and less siloed.
My peer group meetings have a clear framework, agenda, and timeframe – structure matters. But within that structure, the atmosphere is deliberately conversational and less formal, and I use my own sense of humour to keep the feeling light, even when the subject matter is anything but. I open every meeting with a check-in ritual to read the room, and I establish ground rules early – confidentiality, respect, and listening without judgement. I draw on Nancy Kline’s Time to Think philosophy to ensure everyone has genuine space to contribute. And when a topic feels difficult to broach, I’ll often go first – sharing my own experience to lower the bar to vulnerability for everyone else.
When the network makes a difference
After thirty years working in corporates across five countries, I’ve reached a point where I want to give back – to build spaces where executives, women leaders, and working people can contribute to each other’s growth. I believe people spend about a third of their lives at work, and they deserve to find joy, meaning, and engagement in that time. One moment that stays with me came during a leadership development program. Some participants were openly sceptical about the value of focusing on their own inner condition as leaders. We ran a pairs exercise where they built a model of their leadership within their current system – and the most vocal sceptics became the loudest advocates. That moment reminded me that it’s rarely just about the content being discussed. It’s about how people experience the conversation, the value they take from engaging with their peers, and the space they’re given to think and be open to something new.
