Andrew Pearce Email and Phone Number

Based on 17 years of practical change management experience, and supported by a reuseable ‘Change in a Box’ toolset, Andrew Pearce Consulting is a niche change management consultancy providing practical change management options for small- to medium-sized organizations that can’t afford a full-time change manager. On a short-term or ongoing part-time basis, Andrew Pearce Consulting will offer a range of services around organisational change management for business and IT projects, change leadership development and coaching, change heat map development, change management governance review and business benefits modelling.My aim is to regularly coach, organization by organization, project by project, Business Subject Matter Experts on their journey to becoming Change Managers.

Worked as an Organisational Change Manager in Senex’s ERP Project (SAP S/4HANA, Success Factors (HRIS & Payroll) deployment. Prepared a Change Approach (strategy), a Change Plan, Change Impact Assessment & Training Plan. I was instrumental in driving business readiness & guiding the Business Reference Group to deliver change engagement & communication to local teams, designing demonstration showcases, training & readiness feedback. I also ran the definition of ERP project benefits, based on the Cranfield Method.

• For ECHO: Sponsor & Exec engagement, IT outsourcer engagement, internal business readiness,• For Detox: Multi-business area engagement and readiness, SME group establishment & facilitation.• For Hexalite: Sponsor & Roadside Assistance (RSA) Operations team engagement & change leadership,o Project themes deployment and multiple focus group establishment & facilitation.• For CFT: Project-wide communication plan and monthly comms pieces with support activities,o Restructure and content update for the program’s intranet presence for regulatory purposes.• Completed PRINCE2 certification• Change management maturity assessment & development planning & improvement deployment including a Change Heat Map, Change Community of Practice & Business Readiness measurement.

Working in the Origin Integrated Gas business, supportig a broad range of data management uplift initiatives;- Delivered a change management structure for active data management improvement initiatives.- Developed a change management plan to raise the profile of data as an asset within the business, supporting all Information Owners & Stewards and raising the success of Data Management initiatives.- Drove brand-linked communications for successfully delivered project intiatives.- Drove external online training around data management/data governance for Information Owners, Stewards and business leadership.

Change Manager for the OneSchool Modernization Program, running change activities for four sub-projects and two other IT projects within DoE Digital Transformation. Successfully provided engagement & training for a five-school pilot of the new OneSchool Mobile Experience app. I have evolved my benefits management skills to include Jenner's Investment Logic Mapping. I am also working with an external consultant to develop a standard, repeatable benefits-led OCM framework and tool set, with input from the tools & templates I created for BoQ and QUU.

Planning, leading and delivery of change impact analysis, business readiness engagement & reporting and change deployment via three phases across multiple branches in seven divisions of CoGC's ERP deployment. I engaged in broad stakeholder management, ran the Change Lead and Local User Expert (LUE) groups and undertook all business readiness survey completion. I drove the regular communications cycle through a Know/Say/Do mechanism. I ran a Change Leadership Development courses for Branch Managers and Exec Coordinators across high- and medium-impacted branches, introducing various change models and practical approaches.

Lead planning and delivery of all change areas for BCC's ERP upgrade (13 systems into one). Impact analysis, business readiness and change deployment across eight branches in four divisions of Council. I utilised Cranfield benefits dependency mapping & measures to structure a benefits-led change approach.I engaged in senior stakeholder management, ran the business owner reference group and undertook vendor relationship management around role definition and training analysis completion. I begun using David Cooperider's Appreciative Inquiry model as a foundation for change language and introduced a know/say/do communication template as a standard stakeholder engagement and messaging tool.

Established, at a green field site, an OCM strategy & framework for all ICT program and project-driven change. Incorporated the approved OCM framework & stage gate templates in to the ICT Project Delivery Lifecycle (PDLC) framework. Brought on consultants to drive the new change framework and templates whilst defining and hiring permanent change manager and senior communications consultant. Whilst undertaking a major strategic communications planning approach, and beginning to define requirements for a fully Production-reflective training environment, I undertook training in and led the application of David Kantor's Structural Dynamics model for IT teams.Highlighted achievements;- Introduced an OCM Strategy and repeatable OCM framework for the IS Delivery Program of Work,- Establish an IS Change Heat Map of project impacts across business areas- Established a Change Community of Practice across QUU- Regularly contributed in the companies Toastmasters Club, becoming VP Membership

Sept 1 2014 - today: Lending ProgramMoved into an established change team in the program charged with replacing the front-end loan origination engine and the automation of back-end loan documentation & settlement processes.June 16 - August 31 2014: Finance Risk & Corporate Program.Establishing & managing organisational change structures, processes and templates across the business engine of finance, risk, compliance, treasury & financial markets in 8 projects and 2 small initiatives. Established an organisational change framework and templates for future projects.

National Australia Bank (NAB) manages Superannuation through NAB Wealth brands including MLC, PLUM and Navigator. The Commonwealth Government of Australia has enacted legislation changes to Superannuation Industry (Supervision) Regulations 1994 and the Corporations Regulations 2001, so that the APRA superannuation reporting standards have been updated to increase transparency and disclosure across the industry. Due to these new legislative obligations, NAB Wealth set up a Stronger Super Portfolio to address the legislation. Stronger Super’s Reporting and Disclosure Programme is part of this portfolio and is responsible for the delivery of 35 new reports and disclosure standards as stipulated by the legislation, with Finance Plus being one of its Projects.The Finance Plus Project is charged with creating and, where possible automating, the creation of 19 new APRA compliance reports across multiple levels of all NAB Wealth Super businesses, and mostly required by late October 2014. New prudential standards also require new Insurance reporting to be created. To facilitate this compliance reporting work improvements to PLUM and NULIS reconciliation process and system functionality is also required.As the Organisational Change Manager I ensure that all Finance Plus impacted stakeholder groups are “ready, willing and able” for changed reporting & reconciliation workloads.At NAB I began learning about and applying neuroscience techniques, particularly David Rock's SCARF model, into change engagement and readiness activities.

Members Equity Bank is owned and operated for the benefit of Independent Super Fund contributors and Union members. The bank is going through a major people, process and tools transformation to create an agile operational platform for future business expansion.My role in the Customer & Product Project of the Transformation Program is to ensure all impacted bank staff and partners are ready, willing and able to embrace this change. Through my Org Change team stakeholder engagement, communications, training and business readiness activities will build trust, develop understanding and instil capability.

Brisbane City Council (BCC) is one of the Australia's largest and fastest-growing local governments with more than 7000 staff. The Customer Experience Transformation (CET) Program is charged with going to market to identify, purchase and deploy an integrated customer service platform for Council’s award-winning Contact Centre.I ran the Org Change stream, ensuring stakeholder definition, cutlural identification, communication delivery, change leadership development, change readiness measurement and training material delivery to business trainers.

At Energex Limited I lead the Contact Centre’s successful Full Retail Competition (FRC) Transfornmation project, defining the strategy, vision, plans and milestones for project success across ‘people, process & systems’. Working on process review and definition, broad systems change and organisational improvement across multiple Project streams. Success in FRC preparation was due, in part, to the early establishment & maintenance of professional relationships with internal groups through formalised communication channels. Steering Committee management, business analysis, reporting on project progress, workshop facilitation and delivering presentations to multiple layers of Energex were all part of my role. Planned communication within the Contact Centre, including surveys, a web site, weekly newsletters & formal training, were key success factors in the Contact Centre being ‘ready, willing and able’ for FRC on July the 1st, 2007.

I was with IBM Asia-Pacific for two years, where I worked as Operations Manager in an ISO-9001 certified, multi-cultural contact centre. I managed and coached managers of teams as well as a compliment of Reporting Analysts, developing & working with a variety of online reporting tools. Key stakeholder management, line of business analysis and reporting were also my responsibility.I completed IBM’s famous ‘Basic Blue’ leadership course and identified, deployed and drove the Six-Sigma quality programme within the IBM office, overseeing multiple improvement projects, gaining Green Belt certification and delivering Six-Sigma training to various internal groups.

Established a new outbound sales contact centre. Restrctured the in-house IT team

Specialising in customer service excellence, people recruitment & development and service process improvement across a wide range of corporate businesses and Government agencies in Australia & New Zealand. This service delivery process improvement and organisational change work was driven by a structured consulting model including; cost benefit analysis, ISO quality principles & change management philosophies. I enjoyed the challenges that new industries & projects brought.

Trust Bank Systems and Technology was the consolidation of nine NZ Regional Savings Banks into one commercial entity. All IT delivery was managed through a centralised Applications Development, Support and Mainframe shop in Christchurch. Westpac bought Trust Bank in 1998.My responsibilities included:Managing the National I.T Help Desk. Team building and effectiveness, managing eleven staff in two locations. I improved problem management and was the ISO9001 champion for my area. Designed & implemented internal and external customer satisfaction goals and managed service liaison/P.R with nine regional banks. I developed new competency-based position descriptions for all staff and improved the change control programme for application and system change within the business.