Reporting to the Project Director, work collaboratively with a team of 130 and supported by two Business Analysts. With a project budget of $200M, responsible for continuity of customer experience for the duration of the Perseus transformation program. This involves: • Managing change across a broad range of stakeholders within the business. • Providing supportive leadership to two direct Business Analysts and guidance to the broader project team to keep the program aligned to business goals and timelines.• Aligning stakeholders from the existing and new business with development teams across numerous technology workstreams including billing platforms, telephony and digital engagement channels. Achievements:• Feedback from line managers and program stakeholders confirmed my performance was at the highest level, feedback from team was that I was “the best manager they had worked for.”• Quantified integrity of critical caller ID data which was thought to be ~ 80% but was 20-70% accurate.• Developed systems for and then documented business critical customer journeys.• Identified “Dual Run” transition as a critical play in driving digitisation of the customer experience.

Joined EnergyAustralia (EA) to lead the 2MQ program and drive organisational change across EA, linking initiatives in technology, culture, and culture change. This involved:• Working with EnergyAustralia Executives and senior leadership to drive change initiatives that enabled EA to work better together in leading the clean energy transformation.• Development of EA’s flexible working framework and as part of the leadership team had input into the new strategy and culture.• Leading a project team to successfully deliver EA’s new head office, and was instrumental in the implementation of Microsoft Teams, the Energise ways of working model and EA’s develop and perform framework.Achievements• Delivered the program 10% under budget by pivoting our approach during the pandemic while comparable projects suffered delays. Received highest possible yearly performance rating based on the successful program delivery.• Instrumental in driving a broad range of change initiatives that transformed the organisation such as Energise, Develop and Perform (EA’s flexible work and development frameworks).• Winner of 2021 Charmain’s award for outstanding performance in managing a range of initiatives throughout the pandemic.• Instrumental in driving a broad range of change initiatives that transformed the organisation such as Energise, Develop and Perform (EA’s flexible work and development frameworks), pushing up engagement score from 54% to 75%.• Moved call centre agents to remote working seeing an 18 point increased in strategic NPS across key customer segments

The Salvation Army Australia One program was a top-down transformation project, establishing a new Salvation Army business to replace the two previous businesses. • Provided strategic advice to the Salvation Army leadership and senior executives.• Led 10 direct reports and 30 team members that built the corporate functions, governance structures and EPMO.• Managed finances and resources with a $120M project budget.• Built strong relationships with executives and leadership that gave an opportunity to add value to the program outside the scope of the role.• Delivered strategic advice on implementation of agile project delivery methods leading to interventions that streamlined project delivery across the program.• Moved across various workstreams to help trouble shoot and remove roadblocks with complex issues. Using sound analytical thinking and logic, with the bigger picture in mind, enabled and empowered team members to deliver their tasks efficiently.

Managed the transition of the business to their new corporate headquarters. Managing a team of 10 with a workstream budget of $30K, worked across the construction, technology, change, and property streams to ensure multiple sub projects were delivered concurrently. • Drove process for remediation of technology stream. • Stepped in to aid with the resolution of technology integration issues.• Led changes to collections processes to provide an improved, fairer customer experience.

Reporting to the CEO, managed a team of 26, responsible for delivery of all client support, project, and accommodation services driving the transformation of BCL into a customer led, technology and service focused business. • By growing the support services’ capability and improving the quality of the asset portfolio, played a critical role in delivering BCL’s expansion strategy.• Established PMO and project delivery capability across the business, delivering $15.5m of capital programs in FY17.• Developed and implemented project delivery methodology including structured approaches to construction management, change management and risk mitigation.

As the project director for the Melbourne Accommodation Project, had overall responsibility for end-to-end delivery of the new Melbourne studio complex for the Australia Broadcasting Corporation.• Completed delivery of a landmark project for the ABC and Melbourne whose public spaces and design forms a cornerstone in the new Melbourne Arts precinct. • This included construction of the largest television studio in Australia; a new studio for ABC News breakfast; plus the replacement for the historic Studio 31 - home of iconic production Countdown.• Brought $360 million plus in economic benefits and ~2,000 jobs through delivery of the project.

Recruited by the CEO of UMS to develop a strategy for expanding the service offering of his business. • In the first 10 months as a strategic advisor to the CEO and board, developed a plan for establishment of a sub brand to deliver advisory services, leveraging the existing client base and targeting expansion to new markets.• Promoted to Executive Manager to establish and head up the new brand - Ultum. This business is still operating within the UMS group.• Developed a brand management and marketing strategy for the new business.• Drove business development by doubling revenue in the first 12 months. • Effectively deployed an asset management system to support the new service offering