"When we sold Optus to the Singaporeans, the HR director said to me, 'What would you really like to do?' I looked over at the Sydney Opera House and said, 'Run that place'. People laughed at me."

Of course, they likely stopped when he became the chief executive of the opera house.

"It was [my] transition from a purely commercial world to a not-for-profit world that was in need of commercial skills. In the whole not-for-profit sector at the moment it's no longer enough to be enthusiastic or passionate about a cause. We have to run these things as commercial enterprises, with the extra element of passion," he says.

Now, as UNICEF Australia chief executive, Gillespie has witnessed frontline work in Pakistan (following the 2011 floods), the Somali border (during a famine) as well as rebuilding work across the globe. Along the way, he's doubled the NGO's income, with no plans on stopping.

"It's humbling and inspiring ... To see a village build its own water-pipe system with a diesel generator, for them to meter their water and charge each other small amounts of money and knowing that will [be sustainable] is so uplifting."

While Gillespie's CV may not look conventional, he advises young people to get their personality across in a resume.

"Music has opened more doors for me than anything to do with finance; it gets you onto not-for-profit boards like the Brandenburg Orchestra [where high-flyers are also sitting]. That's your network. The idea that CEOs should be focused on one thing is a bit of a nonsense. You want them to be curious and interested in a lot of things."

CURRICULUM VITAE

Name: Dr Norman Gillespie

Current position: Chief executive UNICEF Australia

Responsibilities: Responsible for instigating growth of UNICEF in Australia in terms of capacity and capability; fundraising, advocacy and lobbying, and new strategic partnerships.

Education: · Lurgan Grammar School (public), Northern Ireland.

· Queen's University, Belfast - Bachelor of Arts (Double Hons) in English Literature and Music.

· London University - PhD in 17th and 18th century English theatre music.

Additional training/courses: Courses at Harvard Business School.

Professional associations: Lifelong commitment to the arts. Was a chief executive of Sydney Opera House now board director of Pinchgut Opera.

Honourable mentions: CFO of the Year in 2000 and 2001 (Australian Telecoms Awards).

Strength: The first thing a boss and CEO is responsible for is the development of its people. People have been fantastic to me; at the end of the day it's through your own networks, mentoring and people inspiring you that you make progress in your career. I feel very passionately about making sure all of our people at UNICEF Australia are given that exposure and encouraged to do so.

Weakness: I have very little appetite for unnecessary bureaucracy or internal politicking - although I don't describe it as a weakness.

Management style and tips: My job is to look over the next hill, so there's momentum and direction. People are our most precious asset; I don't want anybody in my team not knowing what our direction or purpose is.

Work motto: Daily positive momentum. "Optimism is a necessary attribute of a CEO."