Our People
XX August 2026
When Kate Rudolph joined Macquarie in 2020, she was looking for an opportunity that would challenge her, stretch her thinking and allow her to make a meaningful impact. Since then, she has led a multi-year reward platform transformation and is now helping shape a newly established team at the centre of transforming the People and Culture function.
In this Q&A, Kate reflects on the work she has led, what has shaped her career at Macquarie and why this part of the business offers such a compelling opportunity to learn, contribute and grow.
I joined Macquarie in 2020 because I wanted to work on complex business challenges alongside talented people. I was looking for work where I could contribute in a meaningful way, and that has absolutely been true of my experience here.
What has kept me here is the chance to keep learning while contributing to something that matters. I’ve led significant work, including a multi-year reward platform transformation, and I’m now helping build a new team that will play an important role in how People and Culture transformation is delivered. That mix of challenge, growth and impact has made my career at Macquarie so energising.
Our People and Culture transformation work is focused on how the function evolves to meet the future talent needs of Macquarie. We’re working closely with the operating and central service groups to shape priorities, with common goals and a shared focus on improving the experience for our people. That means building a more experience-centric, digitally-enabled and scalable People and Culture service, while recognising the unique needs of different teams across our global organisation. The work spans everything from service delivery and operating model to employee experience and new ways of working.
What I find exciting is that we’re not just talking about the future of our People and Culture function at Macquarie, we’re helping shape it. My team brings together strategy, governance and change to turn ideas into practical outcomes, which means we get to work on something that is both visible and genuinely meaningful across the organisation.
One of the most interesting things about this work is its breadth. It connects transformation strategy to the wider employee experience, so there’s a lot of variety and plenty of opportunities to solve meaningful problems. I enjoy that mix of thinking strategically while staying close to the detail and turning ideas into something practical.
We’re also at an interesting point in the journey. The team is still taking shape and the work is becoming more tangible, which creates room for fresh perspectives and real contribution. That makes it a rewarding environment for people who enjoy collaborating, solving problems and helping improve how things are done.
The team is still new, so there’s a real opportunity for everyone to contribute and help shape how we work. It’s a collaborative environment where new ideas are welcomed, different views are valued and innovation comes through working closely together.
There’s a strong sense of openness across the team, which matters in a setting like this. We challenge constructively, learn from one another and stay focused on finding better ways of working.
This is hands-on work where you can shape important priorities, influence stakeholders and see the impact of what you’re doing. There’s strong leadership support, but there’s also trust in the team to help drive the work forward.
For me, that balance is important. You’re empowered with real responsibility, but you’re also part of a team working towards shared goals. It means people can stretch themselves, build capability and feel a genuine sense of progress in the work they’re leading.
Transformation is most effective when people are willing to think differently about how things can be done. That’s a core part of the opportunity. It’s not just about delivering projects; it’s about improving the way the function works and making the change sustainable.
That means creating an environment where people feel comfortable bringing fresh ideas, testing new approaches and challenging constructively. Progress is rarely linear and there will always be competing priorities, but that’s also what makes the work rewarding. You can help build something practical, ambitious and lasting.
My own journey is a good example of how careers can evolve at Macquarie. I’ve been able to broaden my experience, move into new areas and be part of teams working on meaningful transformation. That sense of growth and possibility is one of the things that makes building a career here so rewarding.
What stands out about working in the People and Culture transformation team at Macquarie is the breadth and relevance of the experience it offers. It spans employee experience, digital enablement, operating model change and change leadership, while staying closely connected to high-profile, meaningful challenges. It also offers plenty of opportunities to learn, build relationships and contribute to the future of the function.
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