Pathways — Melissa Azzopardi, Australian Football League (AFL)
Summary
Melissa Azzopardi’s career has been shaped by breadth and progression across corporate Australia, starting in industries like insurance and FMCG before moving into senior finance roles within ASX-listed businesses.
Her transition into sport marked a significant shift, stepping into a CFO role at Tennis Australia where she was tasked with transforming the finance function and supporting the organisation through one of its most challenging periods during COVID.
A defining theme throughout her journey is the evolution from technical finance to strategic leadership — learning to step back from the detail, trust teams, and influence decision-making at an executive and board level.
At the AFL, she operates in a fast-paced, high-profile environment where finance plays a central role in supporting growth, managing complexity across the league, and partnering with stakeholders to drive long-term outcomes across the sport.
From corporate to sport
Melissa Azzopardi has been kicking career goals since her early days at Carlton & United Breweries (CUB) to now overseeing finance at the most prominent sporting association in Australia, the Australian Football League AFL.
She sat down with Liam Killen, Director Atlas Partners, to chat through what it takes to move into the fast and furious world of sport, the challenges she’s faced along the way and what advice has kept her on track.
Episode transcript
Liam: Melissa Azzopardi, thank you so much for joining us today. Melissa, can you talk us through your career to date?
Melissa: Thanks, Liam — great to be here.
My career started in the insurance industry, which was quite different to where I’ve ended up. After a few years there, I moved into CUB (Fosters), which gave me exposure to a completely different environment — one where you could actually see and touch the product.
At CUB, I worked across a number of roles, starting in statutory accounting and then moving into acquisitions during a period of growth. That was a really valuable learning experience.
I then spent some time overseas before returning to Australia and joining Origin Energy. I was there for around ten years, which was a significant part of my career. It gave me strong experience in a large ASX-listed environment and exposure to complex operations.
After that, I got a call about a role at Tennis Australia — initially as Director of Finance, with a pathway to CFO. At the time, I hadn’t really considered becoming a CFO, but the opportunity to move into sport and a not-for-profit environment was really appealing.
I stepped into the CFO role after about eight months and spent three and a half years there. Then I moved to the AFL as GM of Finance, where I’ve been for the past few years.
Liam: How did you find that transition from ASX-listed corporates into sport?
Melissa: It’s very different. In ASX environments, governance and processes are well established. In sport, while governance is still critical, there’s a much stronger focus on relationships, stakeholders and the public nature of the organisation.
At Tennis Australia, a big part of my role was putting the right structures in place — governance, systems, processes — to support growth. You’re also much closer to the entire business. You touch everything and need to think broadly, not just about today, but about setting the organisation up for the future.
There’s also an element of guiding non-finance stakeholders. You need to translate financial information into something meaningful and help drive decisions across the organisation.
Liam: What were some of the biggest challenges stepping into that CFO role?
Melissa: The biggest shift was moving from a financial controller mindset into a CFO mindset.
As a financial controller, you’re in the detail every day. As a CFO, you need to step back, trust your team, and focus more on strategy and stakeholder management.
It’s about knowing enough without knowing everything, and being able to connect financial outcomes to the broader strategy and vision of the organisation. Building trust — both with your team and with stakeholders — is critical.
Liam: Was there a sliding doors moment in your career?
Melissa: Definitely the move to Tennis Australia.
I was approached by a recruiter — and to this day, I don’t know who put my name forward. It was a big decision. I had a stable role at Origin, and stepping into a not-for-profit sporting organisation, with the potential to become CFO, felt like a risk.
But through the process, I really connected with the CEO and felt it was the right move. Looking back, it was a pivotal moment. I wouldn’t be in my current role at the AFL without that experience.
Liam: Tell us about your current role at the AFL.
Melissa: It’s a fantastic environment — fast-paced, high-profile and very public. Decisions made internally can quickly become external conversations.
The AFL is focused on growth and excellence, and there’s a huge breadth to the organisation — from games and stadium operations at Marvel to data, media, and club relationships.
From a finance perspective, we have a broad view across the business and play a key role in supporting decision-making. It’s an exciting space, particularly during key periods like finals, which have a significant commercial impact.
Liam: How important has networking and mentorship been for you?
Melissa: Very important. Building relationships across the industry has been key, particularly in sport.
I’ve developed a number of mentors over time, often through those networks. Having people outside your immediate organisation who can offer different perspectives is incredibly valuable.
It’s also important to maintain those relationships, even when things get busy.
Liam: What do you look for when hiring?
Melissa: Beyond technical capability, I look for curiosity and an understanding of the bigger picture.
I want people who understand how their role impacts others and the broader organisation. In sport, decisions often have wide-reaching implications — across the AFL, clubs, and stakeholders — so that awareness is really important.
Liam: And finally, what’s the best advice you’ve received?
Melissa: Two things stand out.
First, be true to yourself and make sure you enjoy what you do. If you’re not fulfilled, it’s hard to show up consistently.
Second, when considering roles, think beyond the immediate job. Think about what you’ll learn and how it sets you up for the next step. It’s not just about the title — it’s about the experience and growth.
Liam: Great advice. Thanks so much for joining us, Melissa.
Melissa: Thanks, Liam.