As an Engagement Manager at Partners in Performance, I have worked on the planning, implementation and program management of integration and transformation programs across some of the largest Australian companies.Two key projects I've worked on include:1. Post Merger Integration of a ~$700m mine into a leading ASX listed company- As part of this project, I worked across 11 core functional areas to develop integration plans and established a weekly cadence for reporting on and monitoring Integration Progress. I also prepared materials for cross-functional Integration workshops and developed Exec Steering Committee and Board Summary Reporting.2. Rollout of a Productivity Transformation Program to expedite and streamline manufacturing processes for one of Australia's Largest Defence Contractors- As part of this project, I developed a transformation program across the 3 corporate divisions and signed off with the Executive Team. I then worked with the General Managers within each division across the two major manufacturing sites to align and drive improvement initiatives to reduce end-to-end maintenance processing time by 30%.

As an Engagement Manager with Zenith Strategy Associates, I have been involved in projects at the intersection of strategy and operations across the Manufacturing, Ports, Tourism and Professional / Financial Services industries. Projects have typically involved the initial development of Growth, Go-to-Market or Business Turnaround strategies for Private Equity and ASX Listed clients. Through these projects, I have worked closely with the management team of my clients' to validate their hypotheses and translate them into strategic objectives with a program of actionable initiatives to deliver results. In most instances, I have then assisted the client in setting up and establishing a Program Management Office (PMO) to support execution of these transformation programs and embed an implementation rhythm into their organisation.

Following an initial visit in December 2018, I returned to Sri Lanka to carry out a detailed market study, consisting of consumer research, expert interviews and business case development, for the setup of a tourism related social enterprise in an emerging East Coast destination. The Social Shack was formed out of a desire to leverage my commercial and entrepreneurial flair to start a business that would drive development of the war-affected North East of Sri Lanka. The focus of The Social Shack was to channel tourism revenue into the war-affected parts of Sri Lanka whilst providing culturally authentic tourism experiences that connect backpackers with local village communities.

My role at Lumina centred around maintaining a strong relationship with our largest customer. My day-to-day focus involved managing a team of 10 developers and working closely with cross-functional client teams to ensure clear communication so that we could satisfactorily customise our software to meet the needs of our largest customer (revenue of $2.3 million p.a).In parallel to the above role, I spent time working on Strategic Initiatives across the business, including developing the Product Roadmap, Optimising Lumina's core Support Processes and evaluating adjacent service lines for the business to expand into.

I worked as a Strategy Associate with Zenith Strategy. My role focused on assisting a major building materials client in identifying their strategic priorities and formalising a workplan to deliver on key earnings improvement initiatives. Thereafter, I worked closely with the C-level executive team to structure, track and drive momentum around initiative delivery.

My work at Port Jackson Partners has focused on analysis and development of corporate and business unit strategies for a variety of large Australian companies. I have worked across the financial services, retail, consumer products, wagering, media and entertainment industries. The nature of my work has varied from financial and economic modeling to analysing behaviour across the value chain, benchmarking client performance relative to peers, assessing the strategic fit of an M&A target and carrying out exploratory research into new industries and segments. The structure of engagements that I have worked on has also been varied - I have worked as an analyst within a large project team and also managed problem solving and client relationships across entire projects.

As an Accenture consultant, my work centred around process excellence, capability development and program governance for a leading Australian Telecommunications firm. I was initially involved in the training and development of Lean Six Sigma capability across various levels of the firm. In parallel, I employed Lean Six Sigma tools to analyse the end-to-end network construction process and reduce cycle time to improve speed of deployment. Through my work, I identified and implemented three initiatives to reduce cycle time for network roll-out from 198 to 93 days.

At Accenture, I worked as an analyst within the company's Management Consulting Practice. My work centred around process excellence, IT roadmapping, governance and change management across Australian Communications and Media firms. I initially worked on a project to drive and manage large-scale application transformations across the Business Support Systems of a leading Asian Telecommunications firm. Thereafter, I worked within the Human Resources function of a nationwide infrastructure development project. The focus of my role was to simplify and improve efficiency around the scheduling of organisational training programs. I also worked within an Australian Telecommunications firm that was scaling its operations to deliver services across Australia. My role focused on streamlining reporting and business case development across the IT arm of this business.

At Global Wealth Management, I was involved in providing research support to inform the investment decisions of the firm. My focus centred around learning various investment strategies as well as following the Australian and South Asian markets.

My role at P&G involved a deep-dive analysis of the Australian independent grocery channel. My analysis centred around rationalising Stock Keeping Units to ensure more efficient ranging in-store. I also explored the channel promotional strategy and created assets to reduce operational costs by facilitating clear communication. In total, my analysis identified $2.45 million worth of value to be unlocked through three key business proposals. My proposal to improve ranging of key Stock Keeping Units was implemented nationwide within one financial year.