INTHEBLACK September 2021 - Magazine - Page 30
MEMBER PROFILE
// L E A D E R S & I N N O VAT O R S
Left: Melissa Azzopardi CPA
(third from the right) with
members of the Tennis
Australia executive
leadership team in 2019.
“With the Australian Open, we did five, six, seven
different scenarios, and what played out wasn’t even
one of those scenarios – it was a whole lot of them
jammed into one,” adds Azzopardi.
“To be able to take all those pieces and throw
them up in the air and put them back together
was an absolute learning curve and, as hard as it
is, you can’t get disillusioned. We really feel we
got there in the end, given the constraints. Could
we put on all the ‘bells and whistles’ that we were
used to? No, we couldn’t. That was hard, but what
we did was amazing.”
POWER OF TEAMWORK
Azzopardi’s decision to move to the AFL in March
this year was inspired by the promise of a broader
scope and a desire to be part of an organisation that
“brings the community together every week”.
“AFL is in every Aussie home and it’s made such
a difference to people’s lives, especially over the past
year with COVID-19,” she says. “A lot of people
couldn’t go to a game, but they still invested in it
and still supported their clubs. People could still get
out and have a kick-to-kick, and it just continues to
bring people together.”
During the tumultuous 2020 season, the AFL
recorded a loss of A$22.8 million and drew on
A$60 million of cash reserves. Year on year, AFL
revenue was down by A$119 million to A$675 million.
30 ITB September 2021
“The way the AFL survived what it went through
last year and just continues to thrive is fantastic,”
says Azzopardi, adding that this year’s season has
presented possibly even more challenges than 2020.
“Last year, the AFL could relocate out of Victoria
during its lockdown and just operate in a hub,” she
says. “This year, state lockdowns have been more
widespread and unpredictable.
“My team includes procurement as well, and my
procurement lead manages all the travel logistics.
While game schedules are still trying to be finalised,
he’s trying to arrange charter flights for teams and
get them in quarantine and get them tested so they
are ready to play. It’s amazing teamwork, and it’s
been a great way to learn about the business.”
Azzopardi’s role at the AFL includes engaging
with the CFOs of the AFL’s 18 clubs, all of which are
independent entities. Her role requires her to partner
with the executive leadership group, drive the financial
rebuild plan for the AFL and support the industry’s
major financial decisions.
In addition to the financial and audit risk aspects
of her role, Azzopardi says she is enjoying learning
and supporting the many facets of the AFL business,
including the recently established and expanding
women’s league, the AFLW, the Marvel Stadium
business and witnessing the far-reaching impact of
community football. She manages a team of 30, and is
again charged with bringing them closer to the business.