I am an independent management consultant passionate to help organisations be their best. I guide leaders of medium to large organisations to execute strategy, shape change and to create more effective organisations. I bring extensive HR executive experience and commercial thinking to fashion unique solutions my client's strategic challenges.And I support HR teams to align their efforts and capabilities to organisational strategy and to deliver better commercial… Show more I am an independent management consultant passionate to help organisations be their best. I guide leaders of medium to large organisations to execute strategy, shape change and to create more effective organisations. I bring extensive HR executive experience and commercial thinking to fashion unique solutions my client's strategic challenges.And I support HR teams to align their efforts and capabilities to organisational strategy and to deliver better commercial outcomes.Recent clients span not-for-profit disability services, higher education and industrial services sectors. Show less

Collaborating with the Blue Bus Revolution team to work with organisations across all sectors to bridge the gap from their current performance to beyond what they thought was possible.

Business Drivers is a specialist international advisory, that has a demonstrated track record of delivering a competitive advantage for customers around the world. Clients gain unique insights into the holistic effectiveness of their enterprise and the organisation's key business drivers, unlocking deeply hidden opportunity for improved profit and growth outcomes. Proprietary systems are combined with a team that have deep executive experience in business optimisation and strategic… Show more Business Drivers is a specialist international advisory, that has a demonstrated track record of delivering a competitive advantage for customers around the world. Clients gain unique insights into the holistic effectiveness of their enterprise and the organisation's key business drivers, unlocking deeply hidden opportunity for improved profit and growth outcomes. Proprietary systems are combined with a team that have deep executive experience in business optimisation and strategic growth.Operating since 2008, now in Australia, New Zealand, Asia, United Kingdom and the United States Show less

I was responsible for the Human Resources function for OneSteel's Australian steel distribution and manufacturing businesses, covering over 6,000 employees in 8 major business units across more than 200 Australian locations with revenues in excess of $3B. This period included a major reset of Arrium's steel business model including the integration of 2 previously separate divisions, initiatives to extract greater value from integrated value streams, divestment of non-integrated business units… Show more I was responsible for the Human Resources function for OneSteel's Australian steel distribution and manufacturing businesses, covering over 6,000 employees in 8 major business units across more than 200 Australian locations with revenues in excess of $3B. This period included a major reset of Arrium's steel business model including the integration of 2 previously separate divisions, initiatives to extract greater value from integrated value streams, divestment of non-integrated business units and a further material reset of fixed costs.Innovations included the introduction of a comprehensive, organisation-wide cloud-based HCM solution, the architecting and deployment of a business-wide culture change framework, establishment of HR frameworks for managing business divestments and a realignment of the HR functional model to better support business strategy execution. Show less

Responsible for human resource management across Australian and international manufacturing organisation of approximately 3,000 direct employees. Innovations included the adoption of leading edge frameworks for business plan development & deployment. I further enhanced our organisation design frameworks and knowledge to facilitate OneSteel's transition from an integrated business model (with a primary focus on value delivery) to a portfolio of related businesses focused on global… Show more Responsible for human resource management across Australian and international manufacturing organisation of approximately 3,000 direct employees. Innovations included the adoption of leading edge frameworks for business plan development & deployment. I further enhanced our organisation design frameworks and knowledge to facilitate OneSteel's transition from an integrated business model (with a primary focus on value delivery) to a portfolio of related businesses focused on global growth.This period also presented me with a career defining moment when I participated in an executive benchmarking tour to Germany in 2010 to explore models for transforming manufacturing leadership and employee engagement. I subsequently took a lead role in the development of the Arrium Operating System, an innovative socio-technical model for rapid, sustainable manufacturing improvement and in time took overall executive responsibility for this program. Show less

This role guided the organisational integration of OneSteel and the newly acquired Smorgon Steel.Innovations included the development of a common set of principles, frameworks and tools for organisation and role design. This framework was extensively applied at corporate, business unit, business and functional levels and later spawned leading edge models for capability assessment and leadership development. These organisation design and change management frameworks were… Show more This role guided the organisational integration of OneSteel and the newly acquired Smorgon Steel.Innovations included the development of a common set of principles, frameworks and tools for organisation and role design. This framework was extensively applied at corporate, business unit, business and functional levels and later spawned leading edge models for capability assessment and leadership development. These organisation design and change management frameworks were integral to realising synergies in the vicinity of $100m from rationalisation of OneSteel's organisation and manufacturing footprints and integration of market channels post the Smorgon Steel acquisition. Show less

This role was responsible for the provision of HR shared services ( remuneration & benefits, employee relations, attraction and selection and payroll) across the OneSteel group as well as stewardship of talent management frameworks and systems.Innovations included establishing common frameworks for talent management and change management across the OneSteel group.

In this period I was the senior HR business partner for OneSteel's Market Mills business unit (circa A$2B revenue, 2,400 employees), including the demerger from BHP. Innovations included the adoption of the Hay-McBer leadership frameworks for executive team development, the repositioning of the HR functional model and consolidation of engineering and maintenance functions across mutliple sites.

This period included various senior Human Resources and Employee Relations roles with BHP Steel's Slab & Plate Products and Flat Products divisions covering more than 12,000 employees. Innovations included the early adoption of David Ulrich's then leading-edge HR frameworks which saw the function shift from its traditional industrial relations and staffing transactional focus to acting as a true partner to business leaders while reducing functional costs by over 40%.

This role saw me providing industrial relations advice across Australian BHP's business units, including various Steel Group national wage negotiationss & NSW state wage cases. Innovations included the development and deployment of employee relations "best-practice" guides across the BHP group.

Various roles spanning breadth of the HR function as well as over 2 years in middle management operational roles.Innovations included the development of workforce planning and reporting model, the development of an employee relations agreement that fundamentally reset a highly traditional industrial relations environment and the introduction of one of Australia's first at risk-payment systems for blue-collar employees.