As an outcome of internal reviews, I was engaged to deliver the analysis and insight that was driving Payroll errors for in-home Care Workers at Australian Unity.I mobilised, coached, 6 Business analysts to ensure that theEnd to End process mapping (L2-4) of the Care Worker employee journey was clearly defined with the documented pain points measured effectively, in 6 weeks remotely due to Covid restrictions.Utilising design thinking, journey mapping and Day in the life of (DILO) sessions redesigned the journey for 4000 Care workers and 250+ Supervisors Australia wide.Clearly defined a Key performance indicator tree for the business that aligned with the Care worker pain points and the Company strategic goals.Briefed and gained approval for the strategic execution plan from the CEO and Head of People and culture to transform the Care worker, and correspondingly the customer experience.Established an agile project management approach to deliver the required uplift in Care worker and Customer experience, as well as increase the average number of Customer visits performed per Care worker per contracted hour.This included improving the scheduling and routing of field staff throughout the day, standardising the work and providing digital solutions for the manual time keeping and safety compliance tasks.The cost of poor quality was measured and a business case (+$20M) was developed to improve the operational costs of running the business function.The strategic plan included a Test and learn environment in one of the Branch offices where the pain points could be addressed through a series of experiments and semi-automated solutions to reduce the Cost to serve and improve the overall customer experience. This work is ongoing.

End to end management and accountability for the Field survey, technical design and construction of NBN Jobs.General manager of a team of field, office and offshore resources (approx 100 FTE) reporting to the COO.Lead the Customer connections program connecting between 300 and 400 premises per day. In June 2019 the success rate for this process was 62%. By October 2019 the success rate was 82% due to procedure, system and personnel changes implemented.Accountable for the delivery of 8-10 large scale network construction projects ($150K each) per month. The on time delivery of these projects rose from 30% to 90% in 6 months.The technical design team was highlighted by the customer as the best in class and their work was shared with competitors as the required standard.Devised and implemented a Shared customer Right first time metric for the entire operation. This transformed the quality and time metrics within the company. From October 2019 to February 2019 the Right first time metric for all delivery programs improved from 60% to 81%.Reduced the operating cost by over $500K (2.5% of revenue) in 6 months through process efficiencies and quality improvements.

Through measured and well executed initiatives I have achieved a 20 point uplift in the NPS score for the Mobile and Fixed broadband activation experience, whilst removing $2M in operating expense from the operation.

Working to improve our Order to Activation processes for ADSL and Cable customers.

Developing process improvement capability with the Digital First program. Building the team of Process improvement specialists looking to bring solutions to inefficient processes in the Telstra digital assets.Or something like that - I'll tell you in six months

Currently working on the Net Promoter Score (NPS) model at Optus. Measuring NPS accross multiple customer touch points. Currently working on the on key areas for Business improvement. The key measurable of this being an uplift in Market NPS.

*Managing a team of eight Lean Six Sigma Green belt trained Business Analysts.*Ensuring Lean Six Sigma standards are met for rapid improvement initiatives.* Ensure Initiatives are in line with Industry leading Customer Experience strategy.

Delivered a Six Sigma (not lean) focussed project aimed at reducing the number of incorrectly transferred calls in and around our Call Centre.Delivered a Lean project aimed at reducing the number of Repeat calls into the Mobile billing call centre