The Change Partner plays a pivotal role in delivering strategic and tactical support for people-related changes to specific business teams and projects. This position concentrates on the people aspects of change, collaborating with the organisation to identify and understand the needs related to people change and the most effective ways to address them. The goal is to help the business successfully meet its strategic objectives by facilitating successful people transformations.

About two years ago, I joined the Regis group as an Enterprise Change Manager working in the IT/Project Management Office. After the Royal Commission, during COVID and a lot of uncertainty, I made the conscious decision to enter the aged care sector. While the past two years have been challenging, I've not looked back and enjoyed seeing my work, and the dedication of our healthcare community, make such a difference. Currently, I am working on a significant project that will unify our core people systems and provide a better experience for candidates, employees, residents, and clients. Innovations in technology and contemporary ways of working will be incorporated into the program of work.

Regis did not have a dedicated electronic medication management system (EMMS). In October 2022, there were 63 Residential Aged Care Homes, three of which used existing software systems for medication administration, while the rest used paper-based and manual procedures. In July 2022, a $1.24M business case was approved with implementation planned for a 6-month period between 31 October 2022 and 22 April 2022.Over ten thousand stakeholders, including employees, pharmacies, doctors and others, worked directly with me on deploying BESTMED, an electronic medication management system to 63 Regis Aged Care homes. Throughout the country, I personally visited each Regis home personally and worked with their preferred pharmacy and doctor networks. In just six months, I managed the entire implementation process, from pharmacy and doctor onboarding to training, delivery, and on-the-ground support.My daily interactions with our nurses, carers and residents provided me a platform for exploring connections creatively. This time away from family, friends, and colleagues impacted me profoundly. I discovered first-hand the challenges and significant role our healthcare workers play in providing care to our residents, many of whom are more isolated than we are.Our stakeholders included:• 6188 residents• 30 pharmacies serving 96% of residents use BESTpack• 64 resident choice pharmacies service 4% of residents use BESTPack Lite• 3500 Regis employees use BESTDose• 952 doctors use BESTDoctorAccomplishments:A brief snapshot of what was accomplished in 6 months:• 10K stakeholders across Australia• 2000+ hrs data entry to transition from paper to electronic charting• 600+ hrs auditing charts to ensure the accuracy of all information transcribed • 49% reduction in pharmacy footprint by streamlining all pharmacy services under new agreements• 476 new devices deployed to 63 homes• 312+ new trolleys deployed to homes• 240+ hrs training for pharmacy staff

Change Manager contributing to the successful implementation of RMIT Universities largest project to date. Supporting stream leads and project managers with the successful system implementation of a new global ERP (Workday and ServiceNow). Accountable for developing global change management plans and interventions, that engaged key stakeholders in the design, communication and delivery of all change preparation activities and impact assessments.

Implementation of a change & communications plan/strategy, identifying change characteristics and opportunities backed by internal and external research. Mobilising and preparing the portfolio for BAU change, upcoming office relocation, and (Workday) ERP implementation by establishing and building a new tailored Change Network. Acquiring resources, including identification of key sponsors and co-sponsors, change agents and change champions as well as key stakeholders across the University. Working closely with Enterprise Change Lead to launch a community of practice to define the necessary roles and responsibilities as well as identify strategies to help minimise pockets of potential change resistance. Sucessfully developed corrective action plans, communication channels, training programmes and change related activities to help initiate, implement and embed change.

Executive Support to the Chief Financial Officer, specialising in Corporate Communications, Change Management and Business Process Improvement. I thrive on identifying new opportunities and working collaboratively with others to drive change and deliver results, whilst seeking responsibility and challenge in all facets of my role. Implementation of 2018/2019 capability programme, including the successful roll out of tailored capability framework including comprehensive materials, individual and roles profiles across portfolio ~200 employees. Implementation of various communication platforms and engagement channels >89% participation in ongoing engagement activities and surveys, leveraging social platforms such as Yammer, Teams and Office 365 platformFacilitation of various training and change related initiatives aligned to BAU change, office relocation, and ERP implementation

Responsible to support the General Manager of a +450 high performance team across eight locations, $54.6m Budget Driving and supporting transformational change initiatives across a diverse business area, whilst actively increasing employee engagement. Responsible for creating robust and effective communication platforms and strategies whilst managing day-to-day operations. Extensive experience in Senior Executive diary, email and travel management. Successfully leveraging existing skills to execute on-time and cost-effective events and training programs.Skilled negotiator with proven achievements in attaining win-win contracts with vendors and service providers.Defining, coaching and facilitating Continuous Improvement activities into a more customer/people/user centric experiences, whilst introducing cost-benefit initiatives.

Strong track record in strategy development, internal and external service delivery, crisis communications and community engagement. I have a passion for relationship building, collaboration and leadership with an Employee Engagement focus at the forefront. Played a pivotal role in the concept design and execution of the Australia Post (Shared Services) FY15/16 Strategy, Roadmap and Guiding principles.

Commercially astute and ROI focused. Consistently outperforming targets such as reduction in labour costs and decrease in non-discretionary spend. Delivered though process redesign, business transformation and strong financial acumen. Concept design and execution of over 242 team based problem solving initiatives, resulting in total cycle time reduction of 44K hours, delivering savings of over 27 FTE and $2.5M cost savings in FY14/15Received multiple awards and recognition after attaining my Level 3 & 4 Accreditation in Active Operations Management