Meet Claire Gibson, Acting General Manager Operations at South Gippsland Water.
Tell us a little bit about your background and what led you to working in operations:
I’m a qualified civil engineer with over 25 years of experience in infrastructure and strategic asset management. Throughout my career, I’ve led cross-functional teams to optimise asset performance and service delivery. Over time, I realised how much untapped value exists in the knowledge and experience of frontline operational staff, knowledge that often goes unheard in decision-making processes. This insight motivated me to transition into operations, where I could drive change from within, amplify the voices of operational teams, and ensure their expertise is used to inform smarter, more practical decisions.
What do you love about working in operations?
I love the diversity and unpredictability of each day, no two are ever the same. I thrive in the dynamic nature of operations, where each day presents new challenges and opportunities. As an executive, my role spans strategic planning, board engagement, problem-solving with operations teams, and leading during crisis events, such as overseeing operations during a four-day power outage.
It’s rewarding to see the tangible impact our work has on the community, whether through maintaining water quality, maintaining infrastructure, or supporting staff. I also have a strong passion for developing talent and fostering a positive organisational culture that enables people to thrive while delivering essential services.
What have been some of the biggest challenges working as an operator or in operations?
One of the biggest challenges is balancing the complexities of maintaining critical infrastructure with limited resources and budget, while still ensuring uninterrupted service delivery. It requires careful planning, agility, and a proactive mindset to balance long-term maintenance with short-term reactive demands.
In a smaller regional water corporation, it’s often necessary to wear multiple hats and operate across all levels, from strategic decision-making to hands-on problem-solving. This can be demanding, but it also builds resilience and creates a deep understanding of the operational challenges.
What have been the biggest rewards/achievements?
One of my proudest achievements has been leading a cultural shift within the Service Delivery and Environment Division, with a focus on psychological safety. This transformation has led to a significant increase in staff reporting safety concerns, hazards, and near misses, signalling of a maturing safety culture. Team members feel empowered to speak up and contribute, and several former staff have returned to the organisation after hearing about the positive changes. This cultural shift has not only improved workplace safety but also boosted morale, trust, and overall performance.
What do you see for the future of women working in water operations?
I see a bright and evolving future. As the sector recognises the importance of diversity and inclusion, more women are stepping into operational and leadership roles, bringing fresh perspectives and driving innovation. The operational challenges we face today require diverse thinking and collaborative problem-solving, areas where inclusive teams excel. I’m hopeful that this momentum will continue, creating pathways for more women to enter, grow, and lead in water operations.
