“Over 17 years in the APS, mobility for me has been a chance to grow, take risks and back myself, while helping others do the same.”
Since joining the APS in 2008, Tim has worked across 6 departments and agencies, and now serves as General Manager of Organisational Development, and Chief People Officer, at the Bureau of Meteorology. He is also a member of the AHRI ACT State Council, AHRI Public Sector Advisory Panel and become an AHRI Certified HR Practitioner (CPHR) in 2019. His career has spanned strategic and operational HR, Cabinet and Budget processes, and legislative reform. The common thread? People, purpose, and impact.
Looking back, what were the pivotal moments that shaped your career – and how did mobility play a role?
That first HR rotation was a turning point. It wasn’t part of my original plan, but it opened a path that suited me far better. From there, mobility became a constant theme. Most of my moves weren’t promotions – they were at level – but each one added a new layer to my experience. Mobility gave me fresh perspectives, new networks, and different challenges. It also taught me the importance of taking considered career risks and backing myself.
How has working across different agencies influenced your leadership style and approach to workforce strategy?
Exposure to different workforce challenges, leadership styles, and organisational contexts has made me a more rounded leader. It’s also shown me that relationships and networks are just as critical as technical expertise. When you move between agencies, you quickly learn that trust, connection, and engagement are what help you have a real impact.
Were there any unexpected lessons or challenges you encountered when stepping into new roles?
Absolutely. Every new role has brought some surprises. In some of my earlier moves, I put pressure on myself to try and solve every challenge and seize every opportunity straight away, drawing on my past experience. What I’ve learned is the importance of asking questions and taking time to understand the context, leadership and governance before jumping in. I also realised that much of the intensity in those first few months came from the pressure I placed on myself to perform and prove my value quickly. Over time, I’ve found that confidence comes from pacing myself, being clear on priorities, and checking in with leaders to make sure I’m focused on the right things.
What advice would you give to emerging leaders who are hesitant about moving outside their current agency or comfort zone?
Two things come to mind. First, be open to opportunities – even if they don’t align with your original plan. Some of my most rewarding roles were ones I never expected. Second, remember that mobility across the APS isn’t the only path. You can build a rich and fulfilling career within one agency too. What matters most is clarity around your purpose and the people you work with. If you’re clear on those, you’ll grow – whether you stay or move.
How have you supported others to mobilise, and what impact has that had on their development?
One of the privileges of leadership is being able to pay it forward. I’ve always encouraged people in my teams to seize opportunities – even when it meant losing them. Helping someone see the value of mobility and then watching their confidence and capability grow is incredibly rewarding. It’s one of the most satisfying parts of being a leader.
Tim’s story demonstrates how new experiences can be a key element of a fulfilling and exciting career. Be sure to keep this in mind, and help drive personal development and broad experiences for the people you support.
Tim Abrahams, General Manager Organisational Development at the Bureau of Meteorology