The Human Side of Business Recovery: A Conversation with Christine Stead and YP Gold Coast

 

“Our decisions are guided by legislation, not just made on a whim. But we break things down so people don’t walk away from a meeting feeling like they didn’t understand a word.” Christine Stead, Senior Manager, GT Advisory. 

 

When we think of corporate insolvency, our minds naturally drift to spreadsheets, asset audits, and what some might say is dry legislative jargon. But on the ground, navigating financial distress is fundamentally a human challenge. In this exclusive deep-dive interview with YP Gold Coast, GT Advisory & Consulting Senior Manager and recently certified and registered liquidator Christine Stead pulls back the curtain on the world of business restructuring.

As one of the few female leaders in a senior tier, where registered liquidators hover at a mere 10 per cent, Christine shares her two-decade journey from corporate accountant to her role at one of the leading boutique insolvency firms in South East Queensland. From running on-site operations for a company with 800 anxious employees to the art of ditching industry jargon for conversations in plain English, discover how empathy, strict regulatory accountability, and authentic networking are changing the face of modern business recovery. 

YP Gold Coast: Christine, thank you for your time. This isn’t an industry known for a high prevalence of female practitioners, is it?

Christine Stead: No, it really isn’t. At the senior level, the latest statistics show that registered liquidators are only about 10 per cent, and trustees are around 16 per cent. So, the numbers remain quite low.

YP Gold Coast: That provides a great opportunity to expand on your journey. Firstly, tell me about your background. What initially attracted you to this industry?

Christine: I’ve always enjoyed the diverse nature of the work. In insolvency, we get to see and work with so many different industries; construction, mining, retail, hospitality and that exposure is exciting. I really enjoy the practical, hands-on work with businesses and the challenge of solving complex problems to find successful solutions for people.

YP Gold Coast: You’ve been in the industry for nearly two decades now. Could you tell me about your educational background before entering insolvency?

Christine: I started with an accounting degree while working in an in-house accounting role. Since then, I’ve become a Chartered Accountant and a member of the ARITA Association, which required additional study while working. More recently, I also obtained my public practice certificate from the Chartered Accountants ANZ.

YP Gold Coast: That’s an impressive list of credentials. Do you find that the demands of insolvency require a balance of both “book smarts” and practical experience?

Christine: Absolutely. It isn’t just about technical expertise. Communication is a key capability—being able to engage stakeholders and get them on board with what you’re doing is critical for a successful administration. You also need the practicality to make quick commercial decisions under pressure. The work is erratic; you might be managing a normal workflow one day, and a new job could change your entire week the next. You have to be very flexible.

YP Gold Coast: Speaking of that flexibility, what does an average engagement look like? At what point does a client usually call you?

Christine: Many people meet us after speaking to their existing advisors, like an accountant or a lawyer. We meet with the client to understand the nature of their business and the financial pressure they are experiencing. From there, we lay out the different options and pathways to determine the right next steps.

YP Gold Coast: Is there a lot of forensic accounting involved, or is it more about managing the people involved to keep everyone calm?

Christine: It varies for every appointment. A simple case might involve reviewing the books in a semi-forensic manner and communicating the outcomes to stakeholders. However, a more complex job might involve actually running the business. In those cases, you’re out on-site, spending a lot of time building trust with employees and creditors who may not have been paid. If you want to keep trading, they need to trust that you will pay them moving forward. Building that trust often takes precedence over poring over the books, at least initially.

YP Gold Coast: You’ve worked for national and international firms before moving to GT Advisory & Consulting. How would you compare those environments to a boutique firm?

Christine: Even at the larger firms, I was lucky to work with a personable group of people in Brisbane, where we still had a personal approach with clients. But Glenn and I both come from that same background, and we share the same values. We want to provide that top-tier quality of work but with the personalised touch that a smaller firm allows.

YP Gold Coast: Do you think speaking in “plain English” rather than hiding behind jargon is a point of difference for GT Advisory?

Christine: Yes, that is a huge part of our process. We want to make sure people understand the consequences of the decisions being made. We break things down so they don’t walk away from a meeting feeling like they didn’t understand a word. We also need them to understand that we operate in a highly regulated environment. Our decisions are guided by legislation, not just made on a whim.

YP Gold Coast: You’re dealing with major institutions like the ATO. How important is it to act as a “security blanket” or a “force field” between the client and the Tax Office?

Christine: It’s very important that people know we work within the rules set by ASIC and AFSA, as well as the industry code of conduct through ARITA. This gives clients comfort because they know we are held accountable by regulatory and professional bodies. We manage the process within those strict rules.

YP Gold Coast: Can you describe one of your largest or most difficult cases to give people a sense of the scale you deal with?

Christine: My largest job involved over 800 employees. About 250 had been made redundant just before we were appointed. My role was very employee-centric, dealing with those 250 people who were wondering about their pay and income surety, while another 500 were worried about their future jobs. It required intense stakeholder management to restore stability and ensure people had the resources they needed to access benefits.

YP Gold Coast: Only 10 per cent of practitioners are female. What would you say to women looking to grow their careers in this industry?

Christine: My perspective has changed as I’ve gotten more senior. Early on, I was insulated because I worked in a firm with an equal number of male and female partners. It wasn’t until I went to an industry event and saw that 90 per cent of the room was male that I realised the imbalance. My advice to women is to find both male and female mentors who champion women. They are the ones who can help you navigate the erratic demands and the pressure that can push into your personal life.

YP Gold Coast: What about networking? I know I often prefer a “boozy lunch,” but I hear feedback from women that this can feel like an expectation they don’t always share.

Christine: I always tell people to trust their instincts more. For networking, it’s about building genuine, authentic connections. If you’re comfortable, your authentic self comes through. I have clients I meet for coffee or breakfast because it works around kids. I’ve even done yoga on a Sunday afternoon with a client. It’s about finding what you are comfortable with.

YP Gold Coast: That’s a fairly decent ‘mic drop’ moment, Christine. Thank you for your time and for sharing your insights.