Chief Executive Officer - The Sporting Shooters Association of Australia (NSW branch)

Sydney NSW
Full time

Opportunity to join and lead the peak body dedicated to promoting, protecting and preserving shooting sports in NSW.

The Sporting Shooters Association of Australia (NSW branch) supports 137 branches and affiliate clubs and is the peak body dedicated to promoting, protecting and preserving the shooting sports in New South Wales. An exciting opportunity has arisen to join the organisation as Chief Executive Officer.

The position of Chief Executive Officer is responsible for all operations of the Association and associated companies, within established policies and in accordance with the authorities delegated by the Board.

The principal functions of the position include the development and articulation of the Association's strategic direction, implementation of business plans and overseeing the management of the Association's operations and its staff. The role will also involve provision of management services to associated companies which incorporates strategy development and implementation, oversight of business operations, regulatory and legislative obligations, governance and staff management.

Responsibilities:

Strategy development and implementation:

• Work with the Board in the development and implementation of a strategic plan for the Association.
• Identify threats and opportunities in the operating environment and work with the Board to initiate and implement agreed actions.
• Deliver strategic plans and objectives which are consistent with the aims, objectives and purposes of the Association.
  
  Financial Sustainability:
  
• Develop strategies and implement plans to ensure the overall financial sustainability and viability of the Association.
• Be responsible for the analysis of the Association's financial position, including budgets, forecasts, monthly accounts, overall operating results with commentary for presentation to the Board.
  
  Membership growth and development:
  
• Be responsible for driving the growth and future development of membership.
• Review and develop opportunities for the membership and ensure it's consistent with the strategic direction of the Association.
  
  Staff management:
  
• Ensure that staff achieve the Association's goals and objectives.
• Ensure that staff performance continually improves via competency appraisals, training and motivation.
  
  Relationship management, advocacy and representation:
  
• Represent the Association in its relationships with Government and regulatory bodies, community groups, other professional associations and similar groups.
• Identify and develop strategic alliances to extend the delivery of the Association's programs and services.
  
  Internal communication and support:
  
• Support the Board, Member Branches, committees and working groups.
• Maintain effective communication systems for membership and throughout the Association.
  
  Governance:
  
• Works with the Board to develop and implement appropriate systems and training to ensure the Association is always complying with its full legal and regulatory obligations
  
  Requirements:
  
• Strong understanding of governance, regulatory and legislative frameworks
• Experience in a senior management role in a not for profit organisation
• Strong commercial and organisation skills and experience
• Experience running and managing a commercial / corporate enterprise
• Understanding of the machinery of government at a local and state level
  
  This role is an exciting opportunity to lead and grow the association in NSW. A competitive salary package will be offered to the successful candidate.
  

Aboriginal and Torres Strait Islander Peoples are encouraged to apply. To apply, please call John Meehan on 02 8289 3138 for a confidential discussion.

Other Articles

Published June 23, 2026

Your renewal letter is asking members to invest in the future. Write it that way.

A renewal invoice is not a request for last year's money. It is a request to pay for next year's benefits. The moment a member — individual or corporate — opens that invoice, they make a decision: renew, or walk.

Read more

Published June 23, 2026

When does an association need to rebrand itself?

If your association is thinking about a rebrand because the colours look dated or a Board member doesn't like the typeface, stop. That's not the question worth asking. The real question is harder: does your organisation still represent the sector it claims to lead?

Read more

This content requires a valid
membership to access

Published June 22, 2026

Your New Association Website Is Not an IT Project. It’s a Governance Decision.

A website project is a governance decision with a technology component, not the other way round. The associations that get it right are the ones that invest in discovery, requirements, and contract scrutiny before a single pixel is designed. The ones that get it wrong skip straight to the demo, fall for the referral, and find out about ownership, integration, and total cost when it is too late to do anything but pay.

Read more