James Rubeli brings a generous spirit and a warm heart to his role as Chief Financial Officer of Cafs. He has dedicated his career to making a positive impact on other people’s lives. His commitment to the community sector runs deep, with more than 20 years of experience in public health and the not-for-profit sector.
Recruited by Vision Australia early in his career, it was there that James discovered his passion.
“I fell in love with working for not-for-profit organisations,” says James. “I found it personally rewarding. My experience at Vision Australia convinced me that it was what I wanted to do, going forward.”
After more than 15 years in senior leadership roles with major public health organisations, including Djerriwarrh Health Services and Kyneton District Health Service, James felt it was time to return to the not-for-profit sector.
Having worked across the community for many years, he knew about Cafs and thought it was an organisation where he could really add value.
“Cafs is a great organisation, and it’s really aligned with my values,” says James. “I knew I wanted to be part of Cafs, and here I am today. I’m loving it.”
James feels strongly aligned with Cafs’ core values of respect, integrity, kindness, collaboration and innovation, but it’s the second one that resonates with him most – integrity underscores his role as CFO.
“Integrity is core to my role. Everything I do is aligned to this value, from providing accurate figures to working within standards, legislation and controls.”
As CFO, James has a natural affinity for numbers, but his role runs beyond the financial numbers and touches many operational aspects of the business, including facilities management, building projects and information technology. James embraces his executive leadership role which is essential to Cafs’ continued growth and expansion.
James’ primary goal is to oversee the business operations of Cafs, at the same time keeping the executive team and board informed, so they have the necessary information they need to make operational and strategic decisions. From an operational perspective, James aims to ensure the organisation is running as efficiently as possible, ensuring Cafs is best placed to deliver early intervention and prevention support services to children, young people, families and individuals.
“Our focus is on service delivery for our clients,” explains James. “We need to be financially sustainable to ensure we can continue to provide those services.”
James’ and his fellow executive members’ most significant challenge is the ever-present demand for Cafs’ services, which is always greater than the service delivery capacity. But it’s a challenge he embraces with passion and dedication – qualities that you’ll see on display when you visit his office, literally all over the walls. There’s no mistaking where his passion lies – working at Cafs and barracking for the Western Bulldogs!