Brooker Executive Perspective:
Rebecca Cattermole, CEO of St John of God Accord
From medical science to leading one of Australia’s key disability service providers, Rebecca Cattermole’s journey is driven by a deep passion for people. In this Brooker Executive Perspective, she shares insights on leadership, the evolving disability sector, and the role of AI in shaping its future. Plus, she offers the advice she wishes she’d known as a young scientist—wisdom every leader can learn from.
Leighton:
First of all, can you tell me what drew you to the disability services sector in the first place? It wasn’t where you started out in your career.
Rebecca: Yes, you are right! I came from a science background as a medical scientist leading a virology lab in London. While enjoying my role, I realised that what truly interested me was the people side—leading and inspiring others to be their best, rather than the scientific aspects. After moving to Australia, I completed a Masters of Health Services Management. I sought industries with multiple layers of people in service delivery, particularly focusing on vulnerable populations. This led me to join Able Australia, formerly the Deafblind Society, in 2006-07. I’ve remained in the disability sector for nearly 18 years, focusing on strategic and operational leadership, and I absolutely love what I do.
Leighton:
What skills do you think are most crucial for success in your field today, whether in a CEO or other leadership role in the disability sector?
Rebecca: We’re in a really tight and tense time in the disability sector at the moment, with constant change in the last decade due to the National Disability Insurance Scheme (NDIS) rollout. Organisations and leaders must respond to commercial drivers while maintaining organisational values and mission, and providing compelling reasons for clients to choose their support in a marketplace full of providers.
Leighton:
Your values are something that I know are important to you. What are the core principles that guide your leadership style?
Rebecca: My approach aligns with servant leadership, though I don’t find specific labels particularly helpful. I connect with the customer service aspect of servant leadership—providing support, vision and motivation. Offering an ongoing invitation to come and join me on creating the path towards that vision. And then I will help them identify for themselves: ‘What do you need to be your best possible self at work?’ And how can I help provide that? It is making sure that, yes sure, it’s an open door, right? But it’s really providing resources and a safe space to be the best you can be.
Leighton:
You said the phrase ‘come and join me’ just before. As someone who’s built a number of different teams, what do you look for when you are recruiting someone? What is it about the person sitting across the desk from you that helps them stand out from other applicants?
Rebecca: The ability to communicate is crucial, especially in this industry which needs a softer heart. It’s about articulating why people should join you and helping them connect their values with organisational values and vision. It’s not about qualifications or past titles—it’s about communication and culture fit. We need diverse thinking to foster innovation, even when ideas seem far-fetched, looking at them for merit and being willing to explore.
Leighton:
What are some of the things that continue to give you the greatest buzz in your role in the disability services industry?
Rebecca: Two things give me buzz.
Firstly, helping our participants achieve their goals and supporting our leaders to grow. For our participants, what might seem small to others can be life-changing—learning to read, getting a job, moving house, or gaining more independence. Even when reduced reliance on paid staff impacts our bottom line, seeing their success is incredibly rewarding.
Similarly, watching our leaders elevate their teams’ performance and implement innovations while developing in their roles is fulfilling. It’s all about enabling others’ achievements and letting their light shine through.
Leighton:
You’ve talked about being in the sector for 18 years. When you look back over that time period, what are the biggest changes you have seen in the disability services sector?
Rebecca: The NDIS stands as the largest social reform since Medicare, surpassing it in spending and transforming the disability sector. We’ve shifted from block-funded services, where organisations controlled participant access, to a consumer-driven model. This fundamental change has transferred purchasing power from providers to consumers, introducing competitive forces across the sector. While sales was once considered taboo in disability services, the NDIS has normalised it. This shift should drive providers to improve service quality once the regulatory environment stabilises, ultimately enhancing empowerment and inclusion.
Leighton:
Do you see artificial intelligence impacting the disability services sector?
Rebecca: Considering artificial intelligence in disability support is fascinating, particularly its impact on vulnerable people. We’re already seeing AI applications in epilepsy seizure and fall monitoring, reducing staff reliance for those living independently with health or mobility needs. The next phase could involve shared roaming staff using AI monitoring and alert systems, enabling more independent living through wearable technology. While maintaining safety guardrails is crucial, future possibilities extend to robotics in allied health and community access. Although some applications sound like science fiction, the immediate focus remains on data analytics and gradually optimising staff support.
Leighton:
And as we wrap up our conversation, casting your mind back to “young Rebecca”, the young medical scientist. What advice would be helpful to her?
Rebecca: My advice to young Rebecca, who was fiercely independent and believed she could achieve everything without anyone’s help, would be this: you cannot achieve your goals alone. Working with mentors, coaches, peers, and your team is essential—no one can operate in a vacuum. While independence and strength are valuable traits, so is vulnerability. Embracing and sharing your vulnerability as a leader creates connections that will take you much further than ambition and independence ever could.
I think that’s a great point to finish up with – understanding the juggle and balance of independence and dependence. Working with many others, and utilising their wisdom, ideas and efforts. If you’d like to learn more about St John of God Accord and their work, please visit accorddisability.sjog.org.au.
– Leighton Cantrill