Meet the team

Amazing people across Australia


We're helpz

Introducing our team

helpz provides Positive Behaviour Support and Allied Health services in NSW, Queensland, ACT, Victoria and South Australia. We're a network of over 55 clinicians specialising in fields like Behaviour Support, Occupational Therapy, Music Therapy, Counselling, Psychology and more. They’re supported by an amazing team of Network Leads and head office staff. So, let's get to know some of the people at helpz. We're truly excited to be part of your journey!

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helpz Team members

Meet the team

Founder & Managing Director

Danny has over 25 years of experience in the Disability sector in Australia. This includes 16 years of working for the NSW Government, across multiple portfolios of Supported Accommodation, Ethics and Professional Standards, Clinical Governance, Community Support, Senior Leadership and Directorship.


The next phase compliments his additional experience in the not for profit space where he led sector transition and transformation in the unprecedented reform to the NDIS in Allied Health and Behaviour Support operations across NSW, Queensland and Victoria.


This partnership with Philip O'Sullivan brings an evolved, informed and sustainable NDIS business strategy.  Participants will reach the next level of empowerment, inclusion and independence through a work-life balance employment model where clinicians can deliver flexible and innovative practice.


Danny is a Registered Behaviour Support Practitioner and Registered Nurse, graduating from the University of Sydney with post-graduate qualifications in Public Sector Management. He strives for increased access, quality and standards of support for People with a Disability so they reach their goals and be as independent as they can be.

Founder & Chairman

Philip has an Hons Degree in Pure Economics from University College Dublin and over 25 years experience in exec and medical recruitment. This is the basis for developing the helpz platform,  best practice retention and remuneration to deliver premium outcomes for NDIS participants.


In 2003 Philip launched, with external financial backing, Charterhouse Partnership, a venture which enjoyed considerable success and saw him rewarded with a Young Businessman of the Year award in 2005. A year later, the group had offices in Sydney, Melbourne, Singapore and HK.

 

Callaways Executive began in 2008, with the single aim of delivering a boutique recruitment service. In both 2011 and 2013 Callaways won Seek Executive Recruiter of the Year Award. 


Philip co-founded Omega Medical in 2011 and it has grown to become a leader in the recruitment of locum and permanent positions for medical professionals in Australia. 


Identifying the changing landscape for clinicians in the NDIS arena, Philip has partnered with Danny Burgess to create a platform that dramatically improves the conditions and remuneration for frontline Disability sector clinicians.

Service Support Manager

Elinor joined the Disability sector working for the NSW Government as a Therapy Assistant where she supported Allied Health and Behaviour Support practitioners and operational management teams.


Moving into systems support and project roles, she went on to support a range of transition projects as the sector transformed with the introduction of the NDIS.


More recently, her work has focused on advocating for and driving client-centric continuous improvement, including the development and implementation of systematic feedback and consultation frameworks across a diverse range of services for a not-for-profit organisation, including Disability, community-based aged care, and child, youth, and family support services.


Elinor brings an integral layer to the NDIS Disability standards, with experience across client voice and client experience, organisational quality improvement, practice support, outcomes measurement and compliance.  She has skills in information management, discovered through her Master of Museum Studies, where this enriched her skills in data collection and analysis,  communication and passion about ensuring systems and processes supporting the delivery of quality practice, services  and decision-making as easily, efficiently and effectively as possible.

Danny Burgess, helpz Founding Manager and Director

Danny Burgess

Founder & Managing Director

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    Danny has over 25 years of experience in the Disability sector in Australia. This includes 16 years of working for the NSW Government, across multiple portfolios of Supported Accommodation, Ethics and Professional Standards, Clinical Governance, Community Support, Senior Leadership and Directorship.


    The next phase compliments his additional experience in the not for profit space where he led sector transition and transformation in the unprecedented reform to the NDIS in Allied Health and Behaviour Support operations across NSW, Queensland and Victoria.


    This partnership with Philip O'Sullivan brings an evolved, informed and sustainable NDIS business strategy.  Participants will reach the next level of empowerment, inclusion and independence through a work-life balance employment model where clinicians can deliver flexible and innovative practice.


    Danny is a Registered Behaviour Support Practitioner and Registered Nurse, graduating from the University of Sydney with post-graduate qualifications in Public Sector Management. He strives for increased access, quality and standards of support for People with a Disability so they reach their goals and be as independent as they can be.

Philip O'Sullivan, helpz Founder and Chairman

Philip O'Sullivan

Founder & Chairman

  • Learn More

    Philip has an Hons Degree in Pure Economics from University College Dublin and over 25 years experience in exec and medical recruitment. This is the basis for developing the helpz platform,  best practice retention and remuneration to deliver premium outcomes for NDIS participants.


    In 2003 Philip launched, with external financial backing, Charterhouse Partnership, a venture which enjoyed considerable success and saw him rewarded with a Young Businessman of the Year award in 2005. A year later, the group had offices in Sydney, Melbourne, Singapore and HK.


    Callaways Executive began in 2008, with the single aim of delivering a boutique recruitment service. In both 2011 and 2013 Callaways won Seek Executive Recruiter of the Year Award. 


    Philip co-founded Omega Medical in 2011 and it has grown to become a leader in the recruitment of locum and permanent positions for medical professionals in Australia. 


    Identifying the changing landscape for clinicians in the NDIS arena, Philip has partnered with Danny Burgess to create a platform that dramatically improves the conditions and remuneration for frontline Disability sector clinicians.

Elinor Langtry, helpz Service Support Manager

Elinor Langtry

Service Support Manager

  • Learn More

    Elinor joined the Disability sector working for the NSW Government as a Therapy Assistant where she supported Allied Health and Behaviour Support practitioners and operational management teams.


    Moving into systems support and project roles, she went on to support a range of transition projects as the sector transformed with the introduction of the NDIS.


    More recently, her work has focused on advocating for and driving client-centric continuous improvement, including the development and implementation of systematic feedback and consultation frameworks across a diverse range of services for a not-for-profit organisation, including Disability, community-based aged care, and child, youth, and family support services.


    Elinor brings an integral layer to the NDIS Disability standards, with experience across client voice and client experience, organisational quality improvement, practice support, outcomes measurement and compliance.  She has skills in information management, discovered through her Master of Museum Studies, where this enriched her skills in data collection and analysis,  communication and passion about ensuring systems and processes supporting the delivery of quality practice, services  and decision-making as easily, efficiently and effectively as possible.

Meet our Network Leads

Network Lead

Having obtained his Bachelor of Commerce from the University of Sydney, Luke started his career in Audit and Assurance. After receiving his CA qualification, he made a move into the Commercial Finance sphere where he has spent the majority of his career, including 3-years living and working in London.

 

Throughout his career he has worked across various roles, companies and industries. Over this time he has honed his skills in leading and motivating teams; identifying revenue opportunities and driving cost savings; developing and building relationships with all stakeholders; understanding business operations; designing and implementing systems and processes; financial insight; and development of business reporting and KPI’s.

 

Since returning to Sydney he has worked solely within the Healthcare industry, partnering with Sales teams to drive revenue and maximise profit; identifying new business opportunities; analysing performance; enhancing customer experience; and implementing new systems, processes, and reporting for business transition to best practice.

Network Lead

Bethany is a Registered Nurse and has 22 years of experience working in varying areas of hospitals (cardiac, emergency, anaesthetics, wards), the community and the disability sector here in Australia and the United Kingdom.


She brings a diverse set of skills and knowledge to the helpz team which includes:


Clinical governance and development, Project Management, Workplace Training with a Registered Training Organisation (RTO), Clinical Nurse Consultant (Disability), Clinical Nurse Specialist (Chronic and Complex Care Coordinator) and Network Manager overseeing the daily support within Supported Independent Living (SIL) accommodation for adults and short-term respite accommodation.


Bethany held a key Clinical Governance role in NSW State Government Disability services. Bethany also has held positions in Marketing and Business Development for a large Not for Profit NDIS Disability Services organisation.


Bethany’s 13 years within the disability sector also included the transition to the NDIS within NSW. This further enhanced her expertise around individualised support needs for people with disability and is one of the factors that drives her continued approach to provide a high standard of quality care and support, implement best practice, enabling respect and dignity, fostering inclusion, diversity and access to supports.


Bethany holds a current nursing registration, qualifications in Training and Assessment and has completed post-graduate studies in Business and Workforce Management.

Network Lead

Mitch has over 15 years experience working in the community services sector. This includes 10 years in Senior leadership positions within the not-for-profit and government disability sectors. Mitch’s most recent role was at a large not for profit organisation as Regional Manager for Western Sydney, Regional New South Wales and Victoria, where he led one of Australia’s largest community-based multi-disciplinary Allied Health and Behaviour Support teams. Mitch has also worked in policy development within the Commonwealth Government and holds degrees in Law and Social Science. 


Mitch brings a key operational skill-set to helpz – a genuine and real connection to the front-line clinicians, where listening, respect and unconditional regard form part of his daily interaction and ongoing professional development framework. Mitch enhances an important level of clinician engagement with helpz – no hierarchy, enabling workplace flexibility, problem solving with and for team members and looks entirely from a clinician centric perspective.  Mitch is also a Registered Behaviour Support Practitioner.

Luke McClure, helpz Network Lead

Luke McClure

Network Lead

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    Having obtained his Bachelor of Commerce from the University of Sydney, Luke started his career in Audit and Assurance. After receiving his CA qualification, he made a move into the Commercial Finance sphere where he has spent the majority of his career, including 3-years living and working in London.

     

    Throughout his career he has worked across various roles, companies and industries. Over this time he has honed his skills in leading and motivating teams; identifying revenue opportunities and driving cost savings; developing and building relationships with all stakeholders; understanding business operations; designing and implementing systems and processes; financial insight; and development of business reporting and KPI’s.

     

    Since returning to Sydney he has worked solely within the Healthcare industry, partnering with Sales teams to drive revenue and maximise profit; identifying new business opportunities; analysing performance; enhancing customer experience; and implementing new systems, processes, and reporting for business transition to best practice.

Bethany Franklin, helpz Network Lead

Bethany Franklin

Network Lead

  • Learn More

    Bethany is a Registered Nurse and has 22 years of experience working in varying areas of hospitals (cardiac, emergency, anaesthetics, wards), the community and the disability sector here in Australia and the United Kingdom.


    She brings a diverse set of skills and knowledge to the helpz team which includes:


    Clinical governance and development, Project Management, Workplace Training with a Registered Training Organisation (RTO), Clinical Nurse Consultant (Disability), Clinical Nurse Specialist (Chronic and Complex Care Coordinator) and Network Manager overseeing the daily support within Supported Independent Living (SIL) accommodation for adults and short-term respite accommodation.


    Bethany held a key Clinical Governance role in NSW State Government Disability services. Bethany also has held positions in Marketing and Business Development for a large Not for Profit NDIS Disability Services organisation.


    Bethany’s 13 years within the disability sector also included the transition to the NDIS within NSW. This further enhanced her expertise around individualised support needs for people with disability and is one of the factors that drives her continued approach to provide a high standard of quality care and support, implement best practice, enabling respect and dignity, fostering inclusion, diversity and access to supports.


    Bethany holds a current nursing registration, qualifications in Training and Assessment and has completed post-graduate studies in Business and Workforce Management.

Mitch Zammit, helpz Network Lead

Mitch Zammit

Network Lead

  • Learn More

    Mitch has over 15 years experience working in the community services sector. This includes 10 years in Senior leadership positions within the not-for-profit and government disability sectors. 


    Mitch’s most recent role was at a large not for profit organisation as Regional Manager for Western Sydney, Regional New South Wales and Victoria, where he led one of Australia’s largest community-based multi-disciplinary Allied Health and Behaviour Support teams. Mitch has also worked in policy development within the Commonwealth Government and holds degrees in Law and Social Science. 


    Mitch brings a key operational skill-set to helpz – a genuine and real connection to the front-line clinicians, where listening, respect and unconditional regard form part of his daily interaction and ongoing professional development framework. 


    Mitch enhances an important level of clinician engagement with helpz – no hierarchy, enabling workplace flexibility, problem solving with and for team members and looks entirely from a clinician centric perspective.  Mitch is also a Registered Behaviour Support Practitioner. 

Check out our latest news & insights

September 22, 2026
When most people think about depression, they often picture someone who looks sad, withdrawn, or tearful. But what if depression doesn't look like sadness? What if it looks like irritability, aggression, refusing activities, changes in sleep, increased dependence on others, or a loss of interest in things that once brought joy? For people with intellectual disability, depression can look very different from what many of us expect. As a result, it is often misunderstood, misidentified, or missed altogether. People with intellectual disability experience the same range of emotions as everyone else. They experience happiness, excitement, disappointment, grief, loneliness, stress and sadness. Yet they are often less likely to have their emotional experiences recognised or discussed. Sometimes this is because communication may be more challenging. A person may struggle to describe how they are feeling, find it difficult to identify emotions, or lack the words to explain what is happening internally. Instead, their feelings may be expressed through changes in behaviour. A person who previously enjoyed social activities may start declining invitations. Someone who was once engaged and enthusiastic may appear tired, withdrawn, or uninterested. A person may become more anxious, frustrated, emotional, or reactive than usual. Others may experience changes in sleep, appetite, motivation or concentration. Because these signs can look different from traditional descriptions of depression, they are sometimes mistaken for "challenging behaviour," a personality change, or simply part of the person's disability. This misunderstanding can have significant consequences. People with intellectual disability are known to experience higher rates of mental health concerns than the general population. Yet they frequently face barriers to having these concerns recognised and appropriately addressed. Too often, emotional distress is attributed to the disability itself rather than considered as a possible mental health issue. This is sometimes referred to as diagnostic overshadowing - when changes in mood, behaviour or wellbeing are assumed to be part of a person's disability rather than signs that something else may be happening. The reality is that depression is not a normal part of having an intellectual disability. Just like anyone else, people with intellectual disability can experience periods of poor mental health, and they deserve access to understanding, support and appropriate care. One of the most important things families, support workers and professionals can do is notice change. Has the person stopped participating in activities they usually enjoy? Have they become more withdrawn? Are they sleeping more or less than usual? Do they seem less motivated, less energetic, or more emotional than usual? Often, those who know the person best are the first to recognise that something does not feel right. Meaningful support starts with listening, observing and being curious. Rather than focusing only on the behaviour we can see, it helps to consider what the person might be experiencing beneath the surface. It is also important to remember that mental health is about more than treatment. Factors such as meaningful relationships, community participation, physical health, choice and control, routine, purpose and belonging all contribute to emotional wellbeing. A good life is not simply the absence of illness. It is having opportunities to connect, contribute and engage in activities that bring meaning and enjoyment. This is why promoting mental health should be everyone's responsibility. Families, disability professionals, educators, healthcare providers and communities all play a role in creating environments where people feel valued, understood and supported. The more we recognise that people with intellectual disability experience the same emotional highs and lows as everyone else, the better equipped we are to notice when something has changed and provide support when it is needed. Because depression does not always look the way we expect.  Sometimes, the most important thing we can do is look beyond the behaviour and see the person.
September 22, 2026
Every generation inherits ideas about disability. Some are helpful. Many are not. While society has made significant progress in how we understand and support people with disability, there are still misconceptions that quietly shape the way people are treated, supported and included. Often these myths do not come from a place of malice. They come from outdated assumptions, limited exposure, or a desire to simplify something that is far more complex and human. Perhaps it is time we let some of them go. Myth 1: Independence Should Always Be the Goal Independence is often presented as the ultimate measure of success. But for many people, the goal is not independence. The goal is a good life. A good life might include support workers, assistive technology, family involvement, community participation and ongoing assistance with daily tasks. Requiring support is not a failure. It is simply part of being human. All of us rely on others in different ways throughout our lives. The question should not be, "How can we make this person independent?" Instead, we might ask, "How can we ensure this person has the right supports to live the life they want?" Myth 2: If They Can Do It Sometimes, They Can Do It All the Time One of the most common misunderstandings in the disability community is assuming that ability is consistent. A person may be able to attend a social event one day and struggle the next. They may communicate confidently in one setting but find it difficult in another. They may complete a task independently when rested, regulated and supported, but require assistance when stressed, overwhelmed or fatigued. Capacity can fluctuate. Disability is often dynamic, influenced by factors such as environment, health, sensory demands, stress levels, relationships and available supports. Judging someone based on what they can do on their best day can create unrealistic expectations and unnecessary pressure. Myth 3: Behaviour Is Just Attention-Seeking When someone is distressed, frustrated, overwhelmed or unable to communicate their needs effectively, their behaviour often tells a story. Yet behaviours of concern are still frequently dismissed as "attention-seeking." What if seeking attention is not the problem? Attention can mean connection. It can mean safety. It can mean a need for help, understanding or reassurance. Instead of asking, "How do we stop this behaviour?" we might ask, "What is this person trying to communicate, and what support do they need right now?" That small shift can completely change the support we provide. Myth 4: Communication Means Talking Some people communicate with speech. Others use devices, signs, gestures, pictures, behaviours, facial expressions or body language. Communication is not measured by how many words a person uses. Every person communicates. The responsibility is not only on the individual to communicate clearly. It is also on the people around them to listen, observe and create opportunities for communication in ways that work for them. When we broaden our understanding of communication, we broaden opportunities for connection, choice and self-determination. Myth 5: Disability Is Always Visible Many disabilities cannot be seen. Autism, ADHD, intellectual disability, psychosocial disability, chronic pain, acquired brain injury, neurological conditions and many health-related disabilities may have little or no obvious physical indicators. Because of this, people are often told they "don't look disabled." The reality is that disability is not defined by appearance. Someone's support needs, challenges and lived experiences remain valid whether those differences are visible or invisible. Myth 6: People With Disability Need to Be Fixed Perhaps the most harmful myth of all is the idea that disability is a problem that needs solving. Many people with disability are not looking to be fixed. What they want is understanding. Accessibility. Choice. Respect. Opportunity. Meaningful relationships. Communities where they belong. The barriers people face are often not created by their disability, but by environments, systems and attitudes that fail to accommodate human diversity. When we focus less on changing the person and more on changing the barriers around them, inclusion becomes possible. Let go of the myths Letting go of these myths does not mean ignoring challenges. Disability can involve genuine difficulties, support needs and barriers that require thoughtful responses. But when we replace assumptions with curiosity and judgment with understanding, we create space for something more important than awareness. We create acceptance.  And perhaps that is where meaningful inclusion truly begins.
September 22, 2026
Most people think of disability in terms of the challenges they can see. They might notice a mobility aid, a support worker, a therapy appointment or a visible difference in how someone communicates, learns or moves through the world. What they rarely see is the work happening in the background. The forms. The phone calls. The appointments. The waiting lists. The reports. The advocacy. The explaining. The repeating. The planning. The worrying. For many people with disability and their families, managing disability can feel like a full-time job. One that nobody applied for. One that has no annual leave. One that does not finish at the end of the day. Behind every support a person receives is often a long process of coordination and administration. Families may spend hours organising appointments, communicating with providers, navigating funding systems, responding to emails, attending meetings and ensuring supports are working as intended. A simple change in circumstances can generate a surprising amount of work. A new therapist. A school transition. A support worker leaving. A funding review. A change in health needs. Each can trigger a cascade of meetings, paperwork and decision-making. For many people, this work occurs alongside all the usual demands of everyday life. Parents are still parenting. People are still working. Families are still managing finances, relationships, household responsibilities and their own wellbeing. Yet hidden beneath it all is an additional layer of responsibility that often goes unrecognised. There is also the emotional labour. Advocating for support can be exhausting. Having to repeatedly explain a person's needs, justify access to services or provide evidence of challenges can take a significant toll over time. Many families become experts in systems they never expected to learn about. They develop knowledge of funding processes, legislation, assessments, therapies and service pathways simply because they have had to. Not because they chose to. Because someone needed to. What is remarkable is how often this work is done with extraordinary determination. Families continue showing up. Participants continue advocating for their goals. Support networks continue navigating complex systems because they know what is at stake. Opportunities. Safety. Independence. Quality of life. A future that reflects the person's hopes and aspirations. Recognising this hidden work matters. It reminds us to approach people with empathy. To understand that a delayed phone call or missed appointment may not be a sign that someone does not care. It may simply mean they are juggling far more than we can see. It reminds us that support is about more than providing a service. It is about reducing burden. Making systems easier to navigate. Helping people feel heard. Sharing responsibility where we can. Most importantly, it reminds us that behind every participant is a person living a life, not managing a case. A person with interests, dreams, relationships, strengths and ambitions. Because while disability may be part of someone's story, it should never become the entirety of it. The goal is not to spend a lifetime navigating systems. The goal is to spend a lifetime living.
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