YakTrak is a SaaS based platform empowering organisations to drive and embed learning programs, through measurement of compliance, quality and coaching activity.Strategic Leadership: As the Head of Customer Experience at YakTrak, I lead the execution of our customer strategy, including onboarding and embedding initiatives for over 10,000 users, utilising a blend of face-to-face, digital, and leader-led learning methodologies to deliver training. I collaborate with senior stakeholders to align the organisation’s product strategy with our customers’ objectives. I managed a $1.5M customer portfolio and added an additional $300k in revenue through strategic cross-sell and upsell initiatives.Content design: Collaborate across multiple business units with C-suite leaders to understand business objectives and goals to support existing learning solutions. Conduct in-depth interviews and workshops to design best practice coaching content and leadership operating rhythms.Team Development and Management: Manage the Customer team to ensure timely technical support, guaranteeing an uninterrupted user experience and maximising engagement. I coach and develop team members to ensure they are supported in achieving the organisation’s goals.Process Optimisation: I implemented multiple internal software solutions, including CRM, support tools, and a digital adoption platform, significantly improving productivity, efficiency, and customer satisfaction. Additionally, I manage procurement and vendor relationships with external providers to enhance our service delivery.Learning Needs Analysis: Partner with clients to leverage data outputs to provide recommendations for tactical learning interventions adopting a consultative approach to guide and advise clients on high value, low cost training opportunities.

GRIST is a management consultancy that specialises in tactical learning interventions, underpinned by behavioural psychology, that drive sustained organisational change.Program Design & Needs Analysis: I implemented training needs analysis to design customised, targeted learning programs, ensuring alignment with organizational objectives. By applying qualitative and quantitative data analytics, I derived actionable insights for clients, using these insights to inform program design that met the specific needs of the client.Leadership Development & Change Management: I facilitated training programs grounded in pedagogical learning principles, ensuring an engaging and effective learning experience. Using change management strategies, I guided organisations through business transformation initiatives for sustainable growth. I provided consultation and coaching at leadership and C-Suite levels, utilising insights to tailor coaching approaches that foster leadership excellence and professional growth.Multi-Industry Experience: I demonstrated expertise across diverse industries, including Retail, Banking, Insurance, Superannuation, and Postage. Leveraging industry-specific knowledge, I enhanced the relevance and applicability of training programs.

Accountable for key deployment activities, including learning design, LMS deployment, and comprehensive communication plans.I managed all change initiatives using waterfall project management methodologies to ensure structured and efficient implementation.Engaging with C-suite stakeholders, I provided valuable insights and fostered collaborative relationships. I conducted in-depth research on machine learning and big data technologies to enhance project strategies and outcomes. Additionally, I played a pivotal role in building a one-to-one event-based marketing solution to enhance customer engagement and drive business growth. These projects delivered incremental EBIT of over $200 million.

Accountable for the development and deployment of multiple initiatives across Telstra Retail. Through partnership and project management I implemented effective, relevant and personalised end-to-end solutions that provide tangible commercial outcomes for the organisation.Critical to the design of an Omni-channel sales and service conversation model, as well as a leadership and coaching framework. Responsible for delivering key artifacts such as facilitator guides, presentation material and induction curriculum.Effectively leading the facilitation of the conversation model and coaching framework to over 400 front-line staff. Additionally accountable for the delivery of training to centralised business units, to ensure embedding and support business alignment across the organisation. The initiative is responsible for an overall increase of 7% in sales revenue, as well as a 42% increase in Net Promoter Score. The selection criteria for the identification of pilot sites was determined through critical gap analysis as well as the identification of like-for-like control group.Deployment of "Value +1" initiative into front-line channels. executed through stakeholder engagement across central and regional business units. the initiative was accountable for a 10% increase in cross technology sales.

I managed employee performance across 16 retail stores, ensuring exceptional service and operational efficiency.Facilitated Leadership Development sessions for store managers, which enhanced team performance and customer experience.Provided regular coaching sessions to store managers to foster continuous improvement and performance within their teams.Designing and facilitating Sales training for over 180 frontline Telstra staff, significantly enhancing their skills and capabilities.Leading retail inductions for more than 80 new starters to ensure a efficient and effective onboarding process.These strategic initiatives resulted in a $6 million revenue increase across the 16 stores.

Designing and piloting new processes in store to improve areas of opportunity, discovered through gap analysis. Successfully implement training programs for new and existing staff, particularly focused on Telstra Business sales (B2B); not only within the store but also regionally.I Analysed trends to identify opportunities for the store in the Net Promoter Score and implemented processes to increase NPS within the weakest area.After piloting a process within a small selection of staff, the strategy was endorsed by relevant stakeholders and was introduced for all 80 staff.The process contributed to the significant increase in Net Promotor Score of the store from 47 to 72 over a period of three months.