A community run space providing activities and support programs for the St Albans and wider Brimbank community.

At Grant Thornton, I lead Management Consulting in the Public and Social Sectors, specializing in Strategy Activation, Operating Model design, Data and Digital initiatives, and Performance Improvement.I excel in helping organizations achieve success through valuable advice on vision, purpose, and strategic direction, all aligned with core leadership principles. My accomplishments include facilitating the development of long-term strategies and plans that drive transformative change and sustainable growth. I thrive in guiding clients through transitions to new strategies, technologies, and organizational structures, playing a pivotal role in implementing complex projects involving operational planning, strategy formulation, transformation, change management, mergers & acquisitions, innovation, and business improvement. Throughout these efforts, I have efficiently managed project timelines, budgets, resources, and critical milestones.As a strategic communicator, I have adeptly built strong relationships with key stakeholders across both private and public sectors. My responsibilities encompass internal and external strategic communications, providing informed perspectives on economic and public policy issues, and making a significant impact on the broader business environment. Leveraging my skills in teamwork and leadership, I have successfully guided multidisciplinary teams to deliver customized and comprehensive solutions.

As a seasoned management consultant, my core responsibilities have revolved around engaging with clients, conducting analysis, developing strategies, optimising operations, and implementing change management initiatives. By excelling in these areas, I have contributed to the success and growth of the organisations I serve through:- Client Engagement: Engaging with clients to understand their business objectives, challenges, and requirements and building strong relationships to establish myself as a trusted advisor.- Analysis and Strategy: Conducting thorough analysis of my clients' organisational structures, processes, and performance metrics. It involved identify areas of improvement, inefficiencies, and bottlenecks and then developing strategic plans and initiatives to address these challenges and drive growth.- Operational Optimisation: Identifying opportunities for streamlining operations, enhancing productivity, and reducing costs. Provide recommendations for process improvements and efficiency gains.- Change Management and Implementation: Assisting my clients in managing organisational change and transformation initiatives. This involved developing change management strategies, communication plans, and training programs to ensure successful implementation of recommended solutions.

Safer Care Victoria (SCV) is an administrative office of the Department of Health, under Section 11 of the Public Administration Act 2004. At SCV I lead the development and delivery of integrated communications strategies for external and internal audiences that can lead to realising SCV's vision and mission to prevent and learn from patient harm, identify, and deliver service improvements, and engage with consumers.

In my role within the Productivity & Efficiency team of Business and Private Banking (B&PB), I led transformative initiatives to enhance efficiency and effectiveness across frontline banking in the organisation. Here are the key points:- Transformation Programs: I was responsible for scoping, analysing, and executing efficiency and effectiveness transformation programs throughout the business. This involved identifying areas for improvement and implementing changes to drive productivity and savings.- Data Analysis and Reporting: I had the accountability to collect, organise, analyse, interpret, and present data related to frontline banker activity, performance, and productivity metrics. By leveraging this data, I provided insights to support decision-making and improve overall performance.- Collaboration with Operations and Finance: I collaborated closely with leaders from operations and finance departments to identify opportunities for improvement and efficiency gains. Together, we successfully delivered outcomes that led to substantial and sustainable cost savings across the organisation.- Operational Improvement: Through our efforts, we identified areas for operational improvement, such as gaining a better understanding of the daily activities of frontline bankers. We also redefined product tiers for loans and deposits and developed performance and productivity metrics to evaluate frontline bankers' performance.

As a trusted advisor, I was responsible for developing and implementing Novatti’s mergers and acquisitions strategy from conducting financial analysis, performing due diligence, managing the deal process, and post-merger integration. This entailed:- Deal Origination and Strategy: Identifying and evaluating over 100 potential acquisition targets or merger opportunities by conducting market research and industry analysis to assess strategic fit, growth potential, and market trends base on organisational goals.- Financial Analysis and Due Diligence: Prepared an extensive financial model, valuation analyses, and a tool to assess approximately 20 target companies' financial health and viability to support decision-making processes.- Deal Execution: Supported the execution of deals to provide customer channel for organic growth and to build additional capacity and extend cross-border payments capabilities.- Post-Merger Integration: I was appointed by the board of directors to convene an executive steering committee, that would function as a sub-committee of the board, to develop an operational implementation plan, with just over 20 discrete projects, as well as relevant resourcing allocation, timelines, and prioritisation.

Worked with transport organisations in government and industry and their communities to find ways to respond to social, technical and environmental changes. in the transport and civic infrastructure sectors.

Confronting the research challenges posed by the Fourth Industrial Revolution, I developed the strategic responses, required by the university to advocate to government, industry, and society, of the demands of the shifting global socio-economic landscape.

As director in a top-four advisory firm, I was responsible for a team of six direct reports and driving innovation, operational and digital transformation for KPMG's mid-market clients in audit, tax, and accounting groups. At KPMG I developed and delivered value-added consulting programs across, and led client sales, acquisition, and retention efforts to establish these programs. Key components included:- Business Development: Led business development activities, including client proposals, presentations, and relationship building. Identify opportunities to expand client engagements and contribute to the growth of the consulting practice (cumulatively to more than $5m in revenue).- Stakeholder Collaboration: Collaborated with cross-functional teams, including partners, directors, managers, and frontline consultants to not only foster teamwork and ensure alignment with client goals and objectives but to ensure project delivery and risk management.- Project Management: Lead and manage consulting projects from initiation to completion. Define project scope, develop project plans, allocate resources, and ensure timely delivery of high-quality work.- Client Engagement: Over the course of my career at KPMG I engaged with clients and delivered substantial projects in government including the Department of Defence, Defence Innovation Hub, the South Australian Department of State Developments, Economic Priorities in Digital Transformation and the Victorian Department of Environment, Water, Land and Planning (DEWLP), organisational transformation to name a few. In addition to Government projects, I was successful in retaining several private sector clients where I built strong relationships and established myself as their trusted advisor.

As Principal, I had a significant role within the Ai Group, a peak industry association representing the interests of over 60,000 businesses across various sectors leading market development and economic research, public policy advocacy, think-tank facilitation, corporate and government engagement, communication, and peak industry liaison. - Peak Industry Liaison: Importantly, I played a crucial role in the ICT sector by engaging with more than 2,000 industry members on key policy, regulatory and standards issues such as the National Broadband Network (NBN) rollout, Digital Switchover, Carbon Pricing and Trading, and the introduction of the R&D Tax scheme to name a few.- Business Development: My achievements within the Ai Group include growing membership and revenue at a Compound Annual Growth Rate (CAGR) of 20% through organic growth. I also led several mergers and acquisitions, along with change management of other industry associations and professional bodies.- Client Engagement: Furthermore, I was successfully in securing multiple federal and state government tenders, programs, and grant schemes, accumulating revenue exceeding $5 million. These initiatives supported various corporate member activities and projects.