Catherine Lambiris Email & Phone Number

Melbourne, VIC, AU

Melbourne, Victoria, Australia

I am excited to work with the Group Operations team at SCA. We have a huge change agenda this year and are focused on being more field focused. Ensuring our ways of working maximise the impact our teams can have with children and families. I love aligning priorities, plans and resources for effective delivery.

Melbourne, Australia

I'm thrilled to be working with 54reasons, part of Save the Children Australia, to deliver critical projects. As part of the Strategy and Growth team, I am focused on helping our business adopt the most useful tools and techniques for delivering on our vision and purpose. It's not just a business plan, it's changing the way children and families in.

Melbourne, Australia

I returned to Momentum to review and refresh the operating model for the PMO and delivery function. I performed a business-wide diagnostic of delivery issues and recommended changes to delivery structures, roles and responsibilities, methodology and cadence. I worked with the GM Portfolio Delivery and cross functional teams to make and embed the desired.

Melbourne, Australia

I consulted with the CEO and Executive team to establish the tools and rhythms for strategy execution. We co-created agile portfolio tools and practices to increase clarity, alignment and throughput. I also played an advisory role on acquisition projects and general business project planning to coach and build capability. I saw exec ownership and.

Melbourne, Australia

Worked with the Exec team to develop the FY17 strategic business plan and accelerate the set up of a delivery team. Designed and helped establish operating model for delivery team; including processes, tools, structure and capabilities. Consulted to CEO re: design and delivery of the “Momentum Way” culture program. Saw delivery capability and throughput.

Milan Area, Italy

I took the opportunity to spend time in Milan, Italy; focusing on personal resilience, adaptive change and language skills. As well as finding the optimal balance between exercise and Italian food. I took the time to read, write and reflect. I enjoyed connecting with my network to share ideas, collaborate and offer a different perspective on problems.

Melbourne, Australia

Established and ran portfolio management function for the Private Health Insurance business. Responsible for structuring, resourcing & tools. Established and ran investment committee and associated processes and reporting. Responsible for $20-30M investment slate and assurance of approx 30 projects annually. Brought together a virtual delivery community of.

Led a team implementing business-wide adoption of Agile methodology. Designed a framework for the early introduction and practice of Agile in project teams, management and operational teams. Agile practices and principles are applied principally to iterative delivery, visual management, decision making and prioritisation / planning. Rollout included.

Reviewed the delivery model for projects (full project value chain, resources, capabilities, costs and enabling functions). Worked across six business units to review project roles, responsibilities, structure, tools, processes and functions. Recommended the adoption of Agile methodology to transform delivery and align processes and practices to the.

Melbourne, Australia

Evaluated the operating model (function, structure, resources, skills and costs) for technology support and project management and recommended a new structure to align to the needs of the business. With endorsement from all GMs, I implemented the new model by restructuring and merging functions. During transition I led the team in an acting capacity to.

Analysis and design of a new corporate entity structure to simplify the governance structures of the business and to optimise capital usage. Delivery of concept and business case to Board. Detailed planning for phased implementation by business as usual teams.

Property Asset Management Unit

Management of the integration of three newly acquired retail property funds into business operations including: transaction settlement, parallel run and cut over (from project mode to business as usual). Development of a 90 day transition management plan and coordination of nine project streams to ensure the funds were operationally integrated into normal.

Following the merger with Lifeplan Friendly Society, delivery of a process and system optimisation program across the integrated businesses. Benefits included cost reduction and capacity release in three business units; revenue generation in two business units; risk reduction plus speed and efficiency gains in core operational processes; and the automation.

Review of the businesses operating model and alignment of structure, functions, resources and shared services to achieve 1-5 year strategic growth objectives. Recommendations were implemented within 12 months with follow-up consultation. Net impact to cost base -$450k.

Management of the top down restructure of the Investments business into a matrix structure with four separately managed revenue lines. Design consultation, alignment of functions and resourcing. Management of change impacts and communications during implementation.

Review of management reporting and business unit KPIs. Redesign and implementation of a monthly management reporting pack including qualitative management reporting and quantitative KPI dashboards. Alignment of management forums and internal communication strategy to embed changes.

Established and facilitated two new leadership forums: for the General Management team and the broader leadership team. Facilitation of leadership and strategic planning offsites for ~30 attendees. Translation of organisational goals into individual business unit plans in consultation with General Managers and their teams.

Business & Private Bank

Advisory role with the new Business & Private leadership team, specialising in business integration. Management of the integration of 4,200 employees across three businesses with AU$2.7billion in revenue and AU$1.1billion in costs. Integration of the three premium distribution businesses resulted in distribution efficiency and customer-focused sales.

Business Bank

Improvement of sales force effectiveness through consultation with the General Manager, State Managers and Regional leaders. Development and implementation of a series of initiatives following a nation-wide diagnostic. Initiatives ranged from leadership coaching to team effectiveness and sales tools.

People & Culture Unit

Development of a Human Capital Measurement model that measures the relationship and impact of employee engagement on economic value add (EVA) drivers. Creation of models to improve decision making so investments in people were prioritised and directed at the drivers that had the greatest impact on business performance.

Formerly Andersen Consulting

Development of non-financial global reporting benchmarks in the areas of human capital, customer relationships, environment and ethics. Design, creation and delivery of a major benchmarking study on Value Reporting, which influenced the client’s 2002 triple bottom line report to shareholders.