Chris is the first to admit that debt management wasn’t his childhood dream. But nearly three decades at RevenueSA have shown him it’s a career built on empathy, trust and real support. It’s a workplace where Chris has been backed to pursue his passions alongside his profession, bringing his trademark human touch to every step of his journey.

Connection over collection

Chris is a debt collector. Well, his official role title is a Payment Strategy Officer in Debt Management. Still, Chris is the first to admit that it wasn’t his childhood dream.

“When I first started, I didn’t think, ‘I really, really want to be collecting debt from people," Chris says with a laugh.

Yet, after 27 years at the Department of Treasury and Finance (DTF) , Chris knows his job isn't actually about taking things away; it’s about providing a way forward for those experiencing hardship.

“You need to be a people person in this role. Often, when people receive a bill, it’s the last straw for them. They might be angry or upset, but you have to understand they aren’t frustrated at you, but at their circumstances. My goal is to talk them down, explain the why, and help them find a solution that makes their life a little easier.”

This empathy is something Chris has honed over nearly three decades. He joined the public service as a trainee straight out of school, following his father’s footsteps. In those days, the work looked vastly different: 11 physical service counters, face-to-face meetings and stamping machines to prove a document had been registered.

“It’s changed so much over the years. We’ve moved from paper and physical checks to a post-COVID world where almost everything is digital. But as technology has become more automated, the human element has become more important. People still need someone who will listen and treat them like an adult."

A foundation of trust

In a role that can be high-pressure, Chris values that DTF balances professionalism with a truly people-first culture - one built on support, camaraderie and a healthy dose of humour.

“It’s not 100% business all the time. If a case is getting too difficult, we get together as a team to talk it through and find the best way forward. Being backed up by your colleagues and treated like an adult makes you so much more productive.”

This is underpinned by a level of psychological safety that Chris believes is one of the department’s best-kept secrets. For him, this has meant growth is encouraged and mistakes are seen as opportunities to improve.

“People make mistakes; it’s part of the job. As long as you own up to it and try to fix it, you’re supported. That’s the kind of environment that allows you to actually progress and feel confident in your work.”

Chris has certainly felt that progression. He has moved through multiple different roles and areas of the department. Now, he is focused on progressing to a formal leadership position, inspired by his father’s path as a supervisor in the public service.

“I’d like to do more people management. I’ve already started taking leadership and skill-building courses provided by the department. I want to help the next generation of trainees find their feet, just like I did 27 years ago.”

The perfect pace

If you’re standing in Victoria Square on a Tuesday morning, you might catch a glimpse of Chris on his morning commute. But he’s not behind the wheel or on a bus - he’s finishing the final stretch of a 5km run to work.

Though achieving a new personal best is always appealing to Chris, he’s in no rush. DTF’s flexible start times allow him to take as long as he needs. He can then use the end-of-trip facilities to freshen up and transition into his corporate role.

“The flexibility is a different world from when I started. If you’re getting your work done, you’re given the freedom to manage your day, go for walks or grab a coffee. That trust makes you want to work harder.”

This culture of trust also gave Chris the confidence to pursue a second career path as a qualified personal trainer. What started with leading lunchtime sessions for colleagues culminated in a leap of faith: taking 12 months of unpaid leave to manage a gym. When the fitness industry ground to a halt during the pandemic, Chris realised the true value of the safety net he had built at DTF.

“I rang them up and asked if I could come back early. They immediately found a spot for me, helping landlords navigate tax relief. Having that security was life-changing; the government offered me a level of flexibility I couldn't find in the private sector.”

Ultimately, for Chris, the true value at DTF isn’t just the stability. It’s the freedom to be exactly who he is.

“DTF doesn’t just support my career; they support my whole life. That’s why I’m still here after 27 years, and why I’m excited for what’s next.”