Running a corporate sanctuary

Aug, 2007

Currumbin Wildlife Sanctuary CEO Michelle Monsour shares a work ethic and philosophy that inspires others to reach their potential. She speaks to GCBN about the challenges that come with corporate responsibility in a not-for-profit organisation.

EMPLOYING more than 160 staff and 100 volunteers, the tourism and conservation icon turned over $12 million in the 2006-07 financial year. In one year, the sanctuary increased attendances by 70,000 people. Michelle Monsour is a woman on a mission.

The Sanctuary has become an icon on the Gold Coast and is entering a new growth phase with the development of an animal hospital.

What are some of the challenges you face as CEO in strengthening the brand?

The hardest challenge in my business is balancing commercialisation with conservation.

The brand was one of the first issues I tackled. It is very important that we develop a framework for our future, but ensure that it includes the key element of our heritage. The 'Get Closer' brand ensures just that. It's about people connecting to nature. Currumbin Wildlife Sanctuary was offering this experience while zoos were still regarded as stamp book collections 60 year ago. It is important that the interaction with nature is maintained and provides educational opportunities as well as a deep respect for our environment.

As a not for profit organisation, you need to rely on innovation and strong relationship management. Budgets are always tight, but this is part of the challenge and the push to make us find new revenue streams.

Tell us a little bit about your background. How has it helped you to be in the position you are today?

I started work as a cashier at Taronga Zoo (Sydney) and worked my way through the ranks to the position of manager, commercial sales and operations. I was in charge of a large team and many operations, including twilight concerts. I quickly realised that to go any further I needed to combine my commercial skills with a yearning desire to understand conservation and indeed the business
of conservation.

I worked for the NT Government, managing the Territory Wildlife Park and Window on the Wetlands. The combination of my commercial nous and my newly acquired skills in wildlife management are the keys to my success at CWS.

What are you looking for when you recruit staff? It's more than just having the right skills, isn't it?

Absolutely. Passion, commitment and a desire to be completely involved in the journey.

What kind of incentives are offered to staff and is there scope to climb the career ladder within the organisation?

The biggest incentive is watching the business grow together and to be a part of that. There is always scope to climb the ladder - it depends on both the employees' commitment and my ability to develop them. Any leader must be a big part of the personal and professional development process.

What makes the sanctuary such a desirable place to work?

Everyone in the Sanctuary is committed to making the place a success. It is very important they embrace the vision and that each staff member feels they are making a contribution. This, combined with the sense that they are doing something they love and is meaningful, is important. I am a great believer that the work we do in life should provide us with a sense of purpose.

What advice have you been given that has helped you achieve your success and is it similar to the advice you pass on to others?

Treat others as you like to be treated. Involve others in the journey and surround yourself with an 'A team'. Never be afraid that they will pull you down - because you have enough faith in your own abilities, that gives you strength.

Where do you see the Sanctuary in 10 years?

I see Currumbin Wildlife Sanctuary as setting new benchmarks in what a modern-day 'zoo' should be. It will be an interactive, outdoor science experience and the green element will be ever stronger.

Is there a single business philosophy you adhere to?

Keep things moving. Businesses need to constantly evolve. Don't take your eyes of the ball, or the bottom line.

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