This role was initially created to help guide the business through a period of operational change, reporting into the COO. The initial role was focussed on working with the Creative Chairman and Executive Planning Director to implement changes through their departments.6 months in and COVID hit, along with a change in leadership (CEO and COO). As part of a reorganisation to adapt to the changes made by the pandemic, we shifted our focus towards a Melbourne Group integration strategy across the six companies within the group. This required myself and our COO to develop the operational vision and an actionable implementation plan. We had scope to further define the aims of the corporate strategy and build implementation plans with department leads.These changes lead to my role having a remit across the businesses with a focus on integration, scaling and optimising the newly unified production departments. This involved creating a common cadence for resourcing that identified capacity issues early, more efficient communications between departments, sharing skills across the group and creating redundancies for continuity of delivery for our clients. A key component of the changes was a company-wide single-system of record to document both our continuing client knowledge as well as all information about our projects in motion and their real-time status. Since evolving into the current (almost post-pandemic) role, a key responsibility is to work closely with client teams to diagnose systemic internal and external issues to form remediation plans and refined ways of working that enable long term change. This work is designed to benefit the creative output of the agency and ensure our ways of working enable the best possible business outcomes. The client remediation plans are aligned to the overarching corporate strategy and operational vision set at the start of 2020 and is growing the business towards a system that reliably creates the best outcomes for our clients.

In mid 2018 the business restructured the Account Management department and introduced Project Management as a specialised offering. This structure provided our clients with the most efficient delivery model, driven by a team of delivery specialists, while allowing the Business Managers to focus on being the strategic and creative counsel to the client, maintaining a deep understanding of their business and its challenges. I was appointed head of the Project Management department and required to implement these changes, lead the existing team members and recruit for new roles ensuring we had the highest performing team possible, and of course grow the offering.This role required a deep understanding of end-to-end agency process in order to effectively advise on team and agency operations, while also always looking for opportunities to improve and set up new, more refined processes. Never just accepting status quo.The success of the department required a clear understanding of the agency and department operational visions to ensure that all decision making was driving towards these goals. Relationship management was critical, with clients as well as with internal department leads. As such I was heavily involved in the relationship with the South Australia Tourism client and developing ways of working between our Adelaide and Melbourne offices. A key part of this role was implementing new digital workflow management and documentation tools across the business as a means to increase transparency, efficiency and collaboration on projects, as well as to ensure the most efficient workflows and reduce redundant effort.

Never one to shy away from a challenge, this unique role was created for me following my demonstration of capabilities in both a client facing role as well as in production. The business recognised a need for our clients to be able to connect directly with the experts delivering on their projects, while maintaining a connection to the strategy and goals of each brief. Wanting to be as efficient as possible, we removed unnecessary layers of communication and saw great campaign and relationship outcomes as a result. The day to day of this role involved the delivery of digital assets for many high volume, fast paced retail campaigns but as our digital team and offering grew (in both size and capability) we became trusted partners to deliver much larger, more complex, bespoke design and dev projects for clients like ANZ and MCEC.In order to obtain these opportunities, the relationship development component of this role was critical. Having that trust and honesty with key clients meant that the outcomes were never compromised, and true collaboration was achieved. To this date, these relationships and projects remain some of the most rewarding of my career thus far.

While Account Management and Client Relations were something I’d already had years of experience in across several other industries, the 2 years experience I gained as an Account Executive and Account Manager in the early days with TBWA really lay the foundations for the passion that I now have for this industry. Following a stint as the world’s oldest intern at GPY&R, and fresh out of AdSchool, I was hired to join the team working across McCain and Fairfax. With a Diploma of Professional Writing & Editing under my belt, I often found myself involved in the delivery of pitches. This provided a rapid learning opportunity about our agency, the industry and clients, as well as exposure to the brightest and most talented minds in the business at such an early stage in my agency career.

Following extensive event services experience gained in my previous role, I took on a part time contract while making the transition into Advertising. During this time I was responsible for the delivery and running of smooth event operations on some of Melbourne's most well-known events such as Motorclassica, the Big Design Market and the Rites of Passage Tattoo Festival (the coordination and compliance of hazardous waste for over 200 tattoo booths is no mean feat).

Working on projects for AFL, Danone, Cricket Australia and Schweppes. This included time in the agency liaising with all departments, on TVC shoots, in post production and client meetings, gaining a thorough insight into agency process.

During my time with CIA I assisted in the growth of the business from 6 staff to close to 50. Being a senior in a small business provided me an invaluable experience across all facets of business operations on a daily basis. From seeking out new business opportunities, to nurturing existing client and supplier relationships, from recruitment and training, to finance, payroll and budgets, from internal process and procedures, to marketing and advertising. This role required creative thinking, daily problem solving, the development of strong relationships with clients, suppliers and staff, and much multi-tasking. In the early days many of our clients were in the Facilities Management space, which required the management of many stakeholders on issues that were often contentious and needed to be handled carefully and professionally. As we grew, I saw an opportunity to expand into the event services industry, and I dedicated much of my time to developing this arm of the business. My role was primarily providing and coordinating a range of event services and project management, with a heavy focus on advising our clients on areas that are outside of their expertise. I worked with some of Melbourne’s most reputable companies in this space such as The Big Group, Royal Exhibition Building, Museums Victoria and MCEC to name a few.

This was where I cut my teeth in the design and production space, albeit on a smaller scale that what I went on to experience in agency land.I held a multifaceted role in which I was required to take creative briefs from clients, brief these to the design team, and manage the production process from client requested artwork changes, right through to the completion of the finished product. This would include checking and approving of proofs, understanding and managing client expectations, meeting deadlines and budgets, as well as quality control throughout the production process.This particular business offered both offset and digital options as well as an in-house design team.

During my time with the General Pants Group I managed in several different stores throughout Brisbane and Melbourne. This business offered management training of the highest degree and, to this day, I still apply skills I learned with this company. For several months of 2004 I was asked to act as store manager across two stores simultaneously, following which I was offered the permanent management position.