The formula for excellence

Common themes emerged: character, resilience, community and a commitment to helping others succeed. These are the same values at the heart of a Wesley education, shaping students not only in what they achieve, but in who they become. As Wesley celebrates 160 years, these stories remind us that success is rarely achieved alone. It grows through opportunity, strong communities and the people who inspire and support each generation.

The Honourable Linda Dessau AC CVO

Leading with confidence and purpose

When you meet Linda Dessau, it’s immediately clear she commands a room. Softly spoken, her calm authority draws attention. Hers is influence earned through judgement, integrity and a willingness to speak up when it matters. Across law, public life and community – including two terms as Governor of Victoria – Linda’s leadership has been grounded in conviction, and the confidence to act on it.

‘I’ve always been – and I use this word deliberately – ambitious,’ she said. Her definition of ambition isn’t self promotion, but contribution: doing her best in service of others.

That instinct was present early on. Drawn to helping people navigate challenges, she initially considered social work. Law came later – and with it, a realisation that, ‘at the heart of every file is a human being.’ Purpose and profession could align.

Her career path was underpinned by a strong sense of self, instilled from a young age. ‘The greatest gift you can give a child is a sense of self. I was given that.’ Influenced by family, teachers and mentors, she developed the confidence to question – a defining advantage that shaped her trajectory.

An early example came during a summer fruit picking on a kibbutz. Frustrated by inefficiency, she proposed a quota system. ‘I knew if I could carry everyone with me, this could work.’ It did – baskets filled faster and afternoons were spent at the beach.

Years later, as the only young woman on her first board, she again challenged the status quo. Meeting times were set in the evening – impossible with young children. ‘I took a breath and told them that evening meetings wouldn’t work. I thought, that’s it – my board career has just ended.’ Instead, the conversation shifted and the time was changed.

These moments reinforced a pattern of considered intervention over confrontation. ‘You can be very assertive in a “velvet glove” way.’

There have also been lessons. Early committee and board experiences taught Linda how best to navigate disagreement – when to advocate firmly, when to stay and influence change from within, and when fundamental differences may call for respectfully stepping away.

That evolution – from instinctive confidence to calibrated leadership – underpins her commitment to the next generation. Through her connection with Wesley College, as parent and council member, she has seen the role a school can play in shaping capability and character.

‘Young people should leave with a sense of who they are and what they can do – but also an understanding that confidence alone isn’t enough. You have to work hard.’

She saw this balance in her own sons, with Wesley helping instil confidence and discipline, alongside a sense of responsibility to others.

For Linda, success is defined by what you strive for – and what you give back. ‘Anything that contributes to the community is something worth doing... If we all remembered that the world would be a better place.’

Gerry Ryan AO

Backing people and potential

At 24, with $10,000 in his pocket, a head full of ideas, and a determination to do things differently, Gerry Ryan took a risk. He left a secure role in production management to start Jayco – a business that would develop into one of Australia’s most recognised and enduring manufacturing success stories.

That instinct to build, and invest in innovation and potential from the ground up, has taken Gerry far beyond caravans. From world-class cycling teams to investments in women’s sport, tourism and live entertainment, he has helped shape success across industries, guided by the same mindset behind Jayco: long term thinking, constant improvement and a willingness to take calculated risks.

From the outset, Gerry has understood success as something built with others. ‘What sparked it was the opportunities given to me.’ Early in his career, he was trusted with responsibility, exposed to new environments and ideas, and encouraged to step into opportunities that stretched him. Those experiences shaped his path and his perspective. Today, he sees it as his role to create those same opportunities for others who show potential.

That commitment is grounded in a clear philosophy: ‘Character above ability.’ Talent alone isn’t enough; what matters is how someone shows up when things get hard. ‘Hunger matters. Persistence matters.’ It’s a principle that has guided decisions across business and sport, including a defining early act of backing potential over certainty.

In the lead-up to the 1992 Barcelona Olympics, cyclist Kathy Watt approached him for support to fund altitude training. He backed her ambition – a decision that led to Olympic gold and silver for Watt and marked the beginning of Gerry's long-term commitment to Australian cycling.

Underlying decisions like these is his formula for excellence: ‘Passion, people, planning, perspiration and persistence.’

That same philosophy shapes how he builds teams. In Gerry’s view, success is collective. ‘You can’t do it alone.’ It depends on strong people, shared purpose and environments where individuals – and their families – feel supported. Increasingly, that includes a focus on wellbeing: ‘If you have a million dollar machine, you maintain it every day. Why wouldn’t you do the same for your people?’

Gerry’s approach to leadership and life has become simpler over time. ‘Health and happiness. That’s what it's all about.’ From that foundation, everything else follows.

It's a perspective that has been sharpened by experience. Across decades of change – from early financial pressures to the recessions of the 1980s, the GFC and COVID – he has learned the importance of adaptability and looking forward. ‘There’s always a future. You have to re-engineer yourself.’

Today, that forward focus is centred on the next generation. As a Wesley grandparent, Gerry sees the greatest impact not just in what is built, but in the opportunities created for others.

‘We all have a responsibility to help create opportunities for others.’ His advice to the next generation comes back to the same belief that has underpinned everything Gerry has built: ‘Dare to dream… and then go out there and get it done.’

Evelyn Halls OAM

Guided by fairness and integrity

An Olympic fencer, lawyer and advocate for fairness, Evelyn Halls has moved between the worlds of elite sport, law and governance with apparent ease. Across each, she has drawn on the same qualities: discipline, integrity and a deeply held sense of justice, shaping not only what she has achieved, but how and why she has chosen each step along the way.

Today, Evelyn’s decisions about which opportunities she pursues are guided by a clear ‘North Star’ – a simple but decisive filter: it must spark her interest and contribute to the greater good.

It’s a mindset that feels instinctive now, but one that has been shaped over time. Early on, Evelyn’s path was more conventional. She gained a first-class honours law degree, joined a top firm and worked her way up to partner – a traditional trajectory she describes as ‘climbing the ladder in front of me.’

Reaching the top of that ladder prompted a moment of reflection. She stopped and asked a question that would prove pivotal: ‘Now I'm here, is this really what I want?’

That willingness to pause, turn inward and recalibrate has become a defining feature of her career. Success, for Evelyn, is grounded in purpose – doing work that contributes to society in a meaningful way.

At the heart of that is a deeply held sense of fairness. Evelyn has long been comfortable questioning decisions and challenging systems, even when it means standing apart. As she puts it: ‘I’m comfortable being the dissenting voice when it matters.’

Her years as an Olympic and world-class fencer helped forge that mindset. The intensity of the sport demanded resilience, composure and a willingness to step into discomfort. ‘Being face-to face with someone trying to hit you with a piece of metal will probably do that,’ she reflects.

The experience speaks to her readiness to hold her ground – even under pressure. It continues to shape how Evelyn advocates for others whose voices are less likely to be heard – a role she describes as both a responsibility and a privilege.

Though she has spent much of her life in the spotlight, Evelyn believes high performance is defined by discipline behind the scenes. Across sport, career and family life, her choices are interconnected and guided by a broader sense of integrity and contribution.

Andrew Westacott (OW1982)

The power of collective success

As former CEO of the Australian Grand Prix Corporation, Andrew Westacott (OW1982) has built a career shaping and delivering events that bring people together at scale.

Just after Easter, fresh from family time at the beach and a Western Bulldogs win, Andrew was relaxed, reflective and focused on what powers his own ‘formula’ for excellence.  While globally renowned events such as the Grand Prix are known for precision, prestige and performance, Andrew sees their success as fundamentally human – built on thousands of people aligned around a shared goal.

At its core, he believes it’s not just about delivering an event but creating something people feel part of – igniting passion through unforgettable experiences.

With an audience he describes as spanning ‘backpackers to billionaires’, that feeling of connection doesn’t happen by accident. It is built collectively, through effort that extends well beyond the circuit.

It’s also shaped by place. In Andrew’s view, Melbourne's collegiate nature – where people and relationships matter – underpins that success.

Andrew's belief that success is collective has deep roots. At Wesley, he learned that contribution doesn't look the same for everyone. The self-described ‘shortest kid at school’ with a strong competitive streak, he learned to find other ways to contribute. Rowing, and specifically coxing the First VIII, became a defining experience.

As cox, Andrew was responsible for the crew while entirely reliant on them – an early lesson in trust, understanding people and bringing others with you.

That mindset carried through to his leadership of the Grand Prix, particularly in moments of uncertainty. Reflecting on the COVID years, he emphasises the importance of presence and empathy – of ‘showing up’, even if you don’t have all the answers.

At that scale, success depends on relationships – government, corporate partners, suppliers and fans – bound together by trust and shared ambition. ‘We always asked – are we going to be at the front of the grid, or at the back?’ he says. ‘For us, Melbourne deserved to be at the front.’

Now, having stepped back from his CEO role, Andrew’s focus has shifted towards legacy – including his work supporting the next generation of drivers through Karting Australia.

He sees leadership as custodianship – a responsibility to leave something better than you found it.

His professional role may have changed, but Andrew’s guiding principles remain the same. Whether in the First VIII rowing crew, classroom, concert at Wesley or the corporate boardroom, the constant has been a belief that success is never singular – it’s achieved through others.

For Andrew, excellence isn’t defined by one moment, one trait or one individual. It’s about ‘winning hearts and minds’ – bringing people together, drawing on the strength of community and place, and building something that endures.