Garry Schulz Email & Phone Number

Sydney, Australia

Disrupt It Pty ltd, is a consultancy focused on helping companies develop strategic insight and foresight, create new strategic agendas, and adapt to a world where challengers with big dreams and a "can do" attitude are changing the face of competition and disrupting the foundations of industries and institutions.Through Disrupt It I have:• Delivered private consulting assignments in strategy development (including formulation of digital strategy) and transformational change for global professional services firms, large professional bodies, large and medium sized listed companies, small and medium size private businesses (ongoing). I have also provided pro bono support for charitable start-ups and to a project to identify the impacts of COVID on professional services firms for Australia’s National COVID Co-ordination Committee.• Acted as Chief of Staff to the CEO and Chief Strategy Officer at MinterEllison for five years, a period of significant growth and transformation for the firm (see further details below)• Developed business cases, prospectuses, financial models and pitch documents for start-up ventures (ongoing) and provided support and advice to the founders of a rapidly growing, global, online SaaS platform for operations and customer experience management for entertainment and leisure venues.

Sydney, New South Wales, Australia

Having been a member of the ExO (Exponential Organisations) community since 2014 and a contributor to development of the ExO Canvas in 2015, I was appointed as an ExO Ambassador by OpenExO in 2019. OpenExO is the world’s leading global ExO transformation ecosystem made up of more than 1,700 clients, investors, consultants, coaches, collaborators, tech leaders and innovation specialists. Together we are committed to helping organizations, institutions and people transform the world for an exponentially better future by implementing and evolving the ExO model and practices.

Sydney

• Was instrumental (in a pivotal role as Chief of Staff to the CEO and Chief Strategy Officer, as a member of the firm’s leadership team, and as a member of the firm’s Innovation Council) in architecting and implementing the 2020 Strategy that challenged conventional legal-industry beliefs, established strategic clarity, and:- Reinvigorated growth at the firm (Revenue growth from $400m in FY14 to $600+m in FY19 with profitability growth of 30+%), transforming it into Australia’s largest law firm (up from #5).- Rebuilt the firm’s go-to-market infrastructure (delivering a 25% increase in revenue per partner) and achieved independently verified, market-leading brand recognition and significant improvement in client experience and perception scores (Top 10 ranking in Acritas Asia Pac Brand Index in each year from 2016 to 2019).- Re-established confidence within the firm and delivering independently-verified partner and staff engagement scores in excess of the global benchmark for leading organisations, and attrition 4% below the legal industry benchmark.- Enhanced and expanded the service capability footprint of the firm (25% improvement in independent capability rankings), including addition of consulting capability in a number of adjacent markets delivering revenue from new services of more than $30m in 2018 (estimated at $60+m in 2021).- Positioned innovation at the centre of the strategic agenda, enabling significant investment in new digital and mobile technologies, including AI (recognition in the form of numerous innovation awards, including Innovative Project of the Year - ME Taskflow at the International Legal Technology Awards in 2016).• Collaborated with, and acted as principal adviser to, the CEO in organisational agenda and direction setting, strategy and transformation roadmap development, internal and external communications and managing day-to-day activities of the Office of the CEO, including convening and managing the Executive Leadership Team.

Sydney, Australia

In this role I served as Chief of Staff directly for Mark Johnson, CEO of PricewaterhouseCoopers Australia (the 4th CEO I had directly served as adviser and strategist). My primary focus was strategy and covered strategy development and analysis, concept development for strategic initiatives, business planning, corporate performance management and reporting, CEO internal and external communications. Together with the CEO, I served as co-architect and co-author of the firm’s Market Growth Strategy (2009) and Future Firm Strategy (2007), each of which made important contributions to the firm’s growth, industry dominance and position as the largest and pre-eminent Big 4 firm in Australia (growing revenue from $750 million in 1998 to $1.5 billion in 2012) and, in my final year, led to recognition as the undisputed market leader (Best Professional Services Firm in the BRW Client Choice awards for 2012).As Chief of Staff I managed day-to-day activities of the Office of the CEO, including convening and managing the Executive Leadership Team and participating in all leadership team meetings. I also led the firm's annual business and growth planning processes.During the last two years of this role I initiated and led a major project aimed at laying the groundwork for adoption of a new approach to strategy and enhancing the strategic acumen of the firm’s most senior executives. In that capacity I also championed and led an initiative at the global level specifically focused on identifying sources of disruption for professional services and accounting in the years ahead. Global responsibilities in the role also extended to a secondment in 2008 to work with a small team of executives from the global network charged with accountability for developing the proposal, and managing the buy-in process, for major structural changes to the strategy, operating models and governance of the PWC global network culminating in a "Yes" vote by 10,000 partners from around the world.

Sydney, Australia

In 2002 I returned to client service roles and served in a client-facing consulting role with an initial focus on organisations in the public sector (including leading the NSW Government Account - a Top 10 account in Australia - for two years (2002-2003) achieving revenue growth of over 25%). Public sector assignments for which I was directly responsible covered areas such as enterprise-wide risk management, organisation design, program reviews, strategy development, valuations, board reporting, shared services, implementation reviews etc. My public sector work also involved lead roles on ground-breaking, major organisational change programs for government departments in NSW and Queensland using large group intervention techniques (GE Workout and Real Time Strategic Change). These engagements required us to address complex, system-wide challenges relating to asset strategy, asset development and asset management for agencies with asset portfolios worth $30 billion and $40 billion respectively. They also had a transformational impact on the capability of newly formed consulting practice to deliver major change programs.My private sector work during this period focused on corporate strategy development, planning and facilitation and included engagements for companies in the energy, financial services and mining sectors.

Melbourne Area, Australia And Sydney

In the period immediately following the merger of Price Waterhouse and Coopers & Lybrand, I worked directly as Chief of Staff and Director of the Office of the CEO for both John Harvey in his role as the first CEO of the newly merged firm and Tony Harrington as successor to the CEO role. Key roles and achievements during this period include:• Collaborated with the firm’s CEO as co-architect of the Directions 2005 firm strategy and game-plan aimed at realising the benefits of brand, scale and talent attraction created by the merger of Price Waterhouse and Coopers & Lybrand.• Laid the foundations (methodology, tools and training) for PWC’s client relationship program following the merger, enabling the firm to grow a dominant, market-leading client list and expand its client penetration and market footprint (1999-2000).• Co-ordinated the firm’s E-Business go-to-market and capability development programs (1999-2000), including working with Melbourne Business School to deliver E-Business training to 400+ Asia-Pac partners, delivering a transformational shift in firm capability and a significant competitive advantage to the firm.• Served as leader and/or key influencer on mission-critical projects such as creating a High Performance Culture, establishing the PWC Foundation and pushing the envelope on innovation (each of which was subsequently picked up by the global firm). I also played a key role in early work on the merged firm's approach to enhancing knowledge-management and development of intangible assets.

Kuala Lumpur, Malaysia

I spent two years in Kuala Lumpur working for the CEO of Price Waterhouse in Malaysia supporting and advising him in his role as Chair of our Asia Pacific practice. The role also involved working closely and very directly with the Global Chairman and his office. The focus was predominantly on promoting coordination and cooperation between the major firms across the region (Korea, Japan, China, Hong Kong, Taiwan, Thailand, Malaysia, Singapore, the Philippines, Indonesia, Australia and New Zealand) representing over 500 partners, over 5,000 staff and US$1 billion in revenue.My responsibilities included establishing the strategic agenda, regional conference organisation, development of discussion papers, and management of the central project office for Asia Pacific initiatives.Significant achievements included:- Together with my counterpart from the World Chairman’s office in New York, taking the initiative to develop a draft co-ordinated, pan-Asian investment plan for each major business unit, presenting it to the firm’s World Executive Group, taking responsibility for work-shopping the plan with Senior Partners and following through to monitor implementation. My work on the regional investment plan gave Price Waterhouse its first ever set of co-ordinated investment plans across Asia and helped reduce duplication and wasted investment, generated consistency in investment priorities, and helped maximise efficiency and leverage from investments made in individual Asian firms- Taking the lead in development of concept papers and models for integration with the global firm on behalf of the Big Three, Price Waterhouse Asia-Pac firms in Hong Kong, Malaysia and Singapore and facilitation of subsequent meetings. Those papers and meetings served as the catalyst that subsequently led to the integration of the Malaysian practice and elements of the practices in Hong Kong and Singapore. This was a significant achievement in the context of the looming merger with C&L.

Brisbane, Australia

On completion of my MBA I was offered a position in the newly established Corporate Finance practice at Price Waterhouse in Brisbane. During this period I was selected to spend six months on secondment to the Queensland Treasury and, among other things, worked on the development of the state's first accrual accounts as part of a Commission of Audit into the state's finances. On completion of my secondment I was engaged by Queensland Treasury to deliver training on the new Financial Management Framework to leaders of government agencies across Queensland. In addition to performing business reviews, I also led the development of complex financial models for valuations, capital raising projects, and high-profile financial institution mergers (built the financial model that underpinned the merger of the QIDC, Suncorp and Metway Bank to form Suncorp Metway).

Brisbane, Australia

I spent my first four years at Price Waterhouse working in the Business Services practice in Brisbane providing taxation, accounting, audit and financial advisory services for high net-worth individuals, small and medium sized businesses and Japanese inbound investors. During this time I also became a Chartered Accountant and completed a Master of Business degree at the Queensland University of Technology. My interest in strategy and planning also drew me into working for the then national Business Services leader in an internal strategy support role.

Toowoomba, Queensland, Australia

Determined to pursue my entrepreneurial leanings, I co-founded a small retail business in the photo processing industry which was, at that time, going through a rapid transformation from major central processing labs to small, local, on-site mini-lab processing. I was responsible for all facets of business operation including marketing, production, finance, staff and people management etc. Served as manager, cleaner, customer service lead, staff mentor and all roles in between. The experience served as an excellent, practical introduction to the challenges of building and operating a small business and left me with a deep appreciation for the contribution made by people who commit and risk their own capital to build a business, solve a customer problem and provide others with a job and income.

Mba

Executive Program

Chartered Accountant

Master Of Business - Accounting

Education record

Intensive 6 Month Course In Japanese

Bachelor Of Business - Accountancy