Danielle stepped into an EA role at NGM Group as temporary cover and never left. Here’s what she learned about speaking up and staying calm as her exec’s division grew from 450 people to 900 – plus her take on where AI does and doesn’t belong in her role.
- Tell us about your career path. What brought you to this role?
I started my career with NGM Group as a customer service officer when I was 18. From there, I progressed into leadership roles before moving into a service delivery specialist position, focused on quality assurance.
One day an EA role caught my interest and I mentioned it during a development conversation with my leader. I was given the chance to step into the role while the previous EA was on leave – I absolutely loved it. And, in a way, never left, because the EA I was covering for was studying and looking to move into a role aligned to her qualifications, so the opportunity became permanent.
One of the biggest lessons here is the importance of speaking up about your career aspirations. If you’re interested in something, ask for the opportunity – what’s the worst that can happen?
- What does a typical week look like for you right now?
A large part of my focus is planning and coordinating a major two-day conference and awards night for our division, which brings together more than 900 team members.
I can walk into Monday with a clear plan for my week, only for priorities to shift completely by lunchtime. But that’s one of the things I love most – it keeps me challenged, engaged and constantly learning.
- What does your executive lean on you for most?
Communication across our division is a big one, along with diary management and helping keep priorities on track.
More than anything, it’s about being one step ahead – anticipating needs, solving problems before they arise and helping create space for my exec to focus on what matters most.
- How has AI changed how you work and what do you still insist on doing yourself?
AI helps me work more efficiently, whether that’s drafting communications, summarising information or getting a head start on projects. That said, I still like to do my own forward planning and relationship management.
AI is a fantastic tool but understanding people, priorities and business context still needs a personal touch.
- What’s the hardest part of the role that rarely gets talked about?
Juggling competing priorities while remaining calm and adaptable. Often, you’re balancing the needs of multiple stakeholders, tight deadlines and last-minute changes behind the scenes.
People tend to see the finished outcome, but not always the problem-solving, relationship management and quick decision-making that happens to get there.
- Have you ever had to push back on your executive? How did you handle it?
Yes. Open and honest communication is key, and my executive really encourages me to speak up.
Building a strong level of trust means you can have respectful conversations. Part of my role means providing a different perspective or highlighting risks, and having that trust with my boss goes a long way.
- What’s changed most about the role since you started out?
As my knowledge of the business has grown, I’ve become more confident making decisions independently, identifying the right stakeholders to engage and driving outcomes with minimal direction.
When I started, my role supported approximately 450 team members. Since then, my executive’s team has grown to 900, and my role now includes large-scale event management, communications, project coordination and supporting strategic initiatives across our division. That brought valuable opportunities to broaden my skills, strengthen my influence and contribute more strategically.
- What do you know now that you wish you’d known earlier in your career?
That your career doesn’t need to follow a straight path. Some of the best opportunities I’ve had have come from being curious, saying yes to new experiences and stepping outside my comfort zone.
I’ve also learned building relationships and maintaining a strong network can be just as important as technical skills.
- What are you working on or thinking about professionally right now?
How AI and automation can help create efficiencies and free up time for more meaningful work. I recently completed an AI Fluency Sprint through the University of Sydney, as well as an EA/AI conference in Sydney, and I’ve been exploring practical ways to apply those learnings in the workplace.
I’m also focused on growing strategically in my role and finding new ways to add value beyond traditional executive support. Akey area of development for me is public speaking and presenting to large audiences.
- What’s your advice to an EA reader who wants to operate at a more senior level?
Seek out coaching and mentoring from experienced EAs and senior leaders within your organisation.
Be proactive, stay curious and focus on building a deep understanding of the broader business. The more you understand the strategy and priorities of your organisation, the more value you’ll be able to add as a trusted partner.
