Amanda Mitchell

Unconventionally, I actually started my career as a teacher – spending five years in education. And while it wasn’t the obvious launchpad for a mining career, I’m really thankful for it. It taught me everything from managing chaos to reading a room and getting people moving in the same direction (even when they’d rather be anywhere else). And it turns out, those skills are just as useful in a pre-start as they are in a classroom. 

I actually got my break in mining when I took an administration role in Blackwater. But I didn’t stay behind a desk for long. I was curious—probably a bit too curious—and I asked a lot of questions. I wanted to understand how the whole operation worked. That curiosity got me into Dispatch pretty quickly, and that’s where it all clicked. 

Dispatch was the turning point. It was fast, unpredictable, and full of moving parts—and I thrived in it. I was lucky to be surrounded by some seriously good supervisors, managers, and operators—people who could move dirt like it was second nature. They taught me how to see the pit properly, how to understand the flow, and how to make decisions that actually made a difference. In return, I brought something a bit different. I helped with the people stuff—communication, navigating tricky performance reviews, and making sure things didn’t fall apart in the pre-start. 

From Dispatch, things started to move quickly. I went on to leadership roles at the Integrated Remote Operating Center (IROC) at BHP, which was a whole new world—big systems, big data, and even bigger expectations. It was a shift from being in the pit to looking at the whole operation from a distance, and it taught me how to think strategically without losing sight of what’s actually happening on the ground. 

Then came the Mining Manager role at Yarrabee, which was a full-circle moment. I was back on site, leading teams, making decisions that mattered every day. It was tough, rewarding, and exactly where I wanted to be. After that, I stepped into Digital Analytics at Teck, which was another curveball—but by then I’d learned to lean into the unknown. I didn’t need to have all the answers, I just needed to ask the right questions and back my team to find them. 

Now, in my role as Head of Australia-Pacific, I bring all of that together—the classroom, the pit, the control room, and the boardroom. It’s shown me that leadership isn’t about a perfect resume. It’s about adaptability, showing up consistently, listening deeply, and backing your team when it counts. 

Without a doubt, my time as Mining Manager at Yarrabee was the most rewarding. 

It felt like the culmination of everything I’d learned up to that point—operations, leadership, people, culture—all coming together in one role. And to add a bit of spice, it happened during COVID, which meant leading through uncertainty, constant change, and a whole lot of fear.  

But what made it truly rewarding wasn’t just the complexity or the responsibility, it was the cultural impact. We built a team that trusted each other, challenged each other, and genuinely cared about getting better—not just at the job, but as people. It wasn’t always easy, but it was real. And seeing that shift happen—watching people step up, speak up, and support each other—that’s the stuff that I’m the most proud of. That role humbled me a lot. It reminded me that leadership isn’t about having all the answers. It’s about creating the kind of environment where people feel safe to bring their best, even when things are tough. And that’s what we did at Yarrabee. 

For me, trust is everything—but not the fluffy kind. It’s built on a mix of competency and character. If someone is lovely but can’t deliver, I will not trust them to get the job done. If they are brilliant but a nightmare to work with, same deal. Real trust comes when people know what they are doing and show up with integrity. You need both. 

I work hard to build that kind of trust within my teams. It doesn’t happen by accident. It takes consistency, follow-through, and being the same person on a good day as you are on a tough one. I also believe strongly in accountability. People need to know where they stand, what’s expected of them, and that their work matters. I’m big on clarity, and I do not do fluff. I speak straight, but always respectfully. 

And I do that because I care—deeply. When I give direct feedback or call something out, it’s never about catching someone off guard. It comes from a place of honesty, growth, and wanting people to see strengths they might not see in themselves yet. But you have to earn that seat at someone’s table before you can be that honest. The trust has come first. 

When it comes to diversity, it’s about more than just representation. It is about creating an environment where different perspectives aren’t just welcomed—they’re truly heard. The best teams I’ve worked with were not the ones who always agreed. They were the ones who could challenge each other, disagree respectfully, and still walk out of the room aligned. That only happens when people feel safe, valued, and trusted. 

At the end of the day, my leadership style is pretty simple: build trust, drive clarity, speak like a human, and create space for people to do great work. And if we can have a laugh while we are at it, even better. 

Being a woman in mining has been a mix of challenges, growth, and a fair bit of grit. I’ve had some incredible experiences and worked with some brilliant people—but I would be lying if I said it has all been smooth sailing. 

Early on, there were moments where I felt underestimated or overlooked—not out of malice, but because I didn’t fit the mould of what people expected a mining leader to look like. I’ve had to prove myself more than once—sometimes more than once to the same person. But over time, I learned to stop trying to fit in and started focusing on what I brought to the table—different perspectives, strong people skills, and a leadership style that is grounded in trust, clarity, and care. 

One of the biggest challenges has been navigating the balance between being direct and being “likeable.” I speak straight, but I do it from a place of care and growth. That can be confronting in environments where people are not used to hearing honest feedback from someone who does not look or sound like them. But I have found that when you build trust first, and when people know your intent is genuine, they listen. 

I’ve also learned the importance of backing other women. It is not about being the only one in the room—it is about making sure you are not the last. I have been lucky to have some great mentors and allies, and I try to pay that forward every chance I get. 

Mining is evolving, slowly but surely. And while there is still work to do, I am proud to be part of that change—showing that there is more than one way to lead, and more than one kind of leader worth listening to. 

In all honesty, I didn’t come into mining with a long list of female role models ahead of me. In fact, when I started, it wasn’t typical to see women in the roles I was aiming for. That absence became a quiet motivator. I wanted to become the kind of leader I didn’t always see: someone visible, grounded, and real. 

What I did have was a group of people—men and women—who believed in me. They saw potential, gave me opportunities, and backed me when it mattered. That kind of support shaped me more than any formal program ever could. It taught me the value of showing up for others, especially when they’re still figuring out where they fit. 

One of the greatest honours of my career has been growing alongside other women in the industry. We didn’t necessarily have a blueprint, but we pushed through together. There’s something powerful about looking around and seeing women you’ve worked with, learned from, and supported over the years stepping into leadership and owning their space. That shared journey means a lot to me—and I’m so proud of them.  

Now, I try to pay that forward. I’ve mentored younger professionals—sometimes formally, often just through honest conversations and being available. I don’t think mentorship is about having all the answers. It’s about creating space for people to ask questions, take risks, and feel seen. If I can help someone find their voice or back themselves a little more, then I’m doing something worthwhile. 

Absolutely. I’ve seen firsthand how diversity—of thought, background, and experience—leads to better outcomes. It’s not just about ticking a box or meeting a target. It’s about creating teams that reflect the complexity of the problems we’re trying to solve. When you bring different perspectives to the table, you challenge assumptions, uncover blind spots, and make more balanced, thoughtful decisions. 

The presence of women in key roles matters. Not just because of gender, but because of the different lived experiences and leadership styles they bring. I’ve worked in teams where women were part of the decision-making process at every level, and the conversations were richer, the dynamics more balanced, and the outcomes stronger. It’s not about being better or worse—it’s about being different in a way that complements and strengthens the whole. 

It also sends a powerful message. When people see diversity in leadership, it signals that there’s more than one way to lead, more than one voice that matters. That kind of visibility creates space for others to step up, speak up, and bring their full selves to work. And when people feel seen and valued, performance follows. 

So yes, I believe diverse teams perform better—not just in theory, but in practice. I’ve experienced it firsthand. 

To be honest, I’ve never had a perfectly mapped-out career plan. Most of the roles I’ve taken on came from following curiosity, saying yes to challenges, and wanting to make a real difference. That’s still what drives me. I’m drawn to work that matters—where I can contribute meaningfully and help others do the same. 

Right now, I’m excited to be leading Outliers Australia, because it gives me the opportunity to broaden my impact. One of the things I’m most passionate about is helping operational teams not just manage the flames, but actually put out the fires. I’ve lived in the chaos of day-to-day operations, and I know how consuming it can be. Through data and technology, we have a real opportunity to shift from reactive to proactive—to give teams the tools and insights they need to make better decisions, faster, and with more confidence. 

Outliers is also focused on developing the next generation of leaders in our industry. There’s a real opportunity to support people earlier in their journey—especially those who might not yet see themselves as leaders. That ties back to my teaching roots, and it’s something I care deeply about. 

So, while I don’t have a specific title or destination in mind, I know the kind of work I want to keep doing—work that challenges me, brings people together, and leaves things better than I found them. 

Outside of work, I’m all about adventure, connection, and a bit of chaos—in the best way. I’ve travelled to over 52 countries and still get a real buzz from exploring new places and perspectives. I love camping, golfing, and anything that gets me outdoors and moving. Being active helps me reset and keeps me grounded. 

At home, life is full and fun. I absolutely adore my husband and our 7-year-old daughter. She’s curious, full of energy, and just a joy to be around. I love being able to guide her, help her challenge her view of the world, and simply enjoy who she is. She’s also hilarious, which helps. 

And then there’s the rest of the crew—our two dogs, some very entertaining chickens, and a horse. I’m officially an old lady and loving it. There’s something really grounding about looking after animals and being connected to that slower, simpler rhythm. 

I’m also deeply passionate about people. How we grow, how we lead, and how we support each other to be better. That shows up in my work, but it’s also just part of who I am. Whether it’s mentoring, learning something new, or just having a good conversation, I find a lot of joy in helping others see what they’re capable of.