I was sought out by the Director, Strategy and New Business to lead the transformation of KBR in line with the Full Potential 2030 strategy, anchored in ecosystem thinking, diverse capabilities, sustainability, and digital transformation. Highlights include:- Architected implementation of FP2030 for 6, 12 and 18 month periods including scope, resources, roles and responsibilities, communication and change management using cross-organisational consultation and workshopping.- Created and piloted ‘KBR+’, an internal on-demand resourcing platform focussed on digitally connecting KBR employees with fulfilling work matching their skills and experiences that may be ancillary to their core roles.- Transformed the strategy governance framework including diversifying the makeup of the steering committee and scoping the activities of the group to facilitate active, rapid, client-focussed decision making.- Created a client-first strategic initiatives prioritisation and reporting framework encompassing. enterprise risk and commercial considerations, and a KBR-first combination of qualitative and quantitative strategy success metrics.- Built and implemented an ecosystem approach to complex problem solving, including a variety of pragmatic functions to enable employee participation, a digital collaboration framework, and onboarding of the first external client group.- Engaged 150+ employees across KBR to mobilise the ecosystem approach to problem solving, using key Agile principles.- Created, facilitated and piloted with the senior leadership team, a KBR-first, client-centric enterprise goal setting process, resulting in an appreciable shift in goal setting mindset from the previous year.

In this leadership role, I provided the executive with senior level advice relating to the implementation of a new way of working for the water and wastewater planning teams at Urban Utilities. A highlight of this secondment was creating and internally piloting the service value framework for Urban Utilities, refocussing catchment planning on proactive community value drivers rather than reactive issues management. I also established and socialised the strategic precinct planning landscape and framework for integrated catchment planning for water resources in Southeast Queensland.

In this principal role, I was contracted across the Planning and the Environment teams to lead statutory project approval processes for critical regulatory documentation and drive fast approvals of highly readable reports. Highlights of this role include: - Facilitated a coordinated series of workshops to foster collaboration between private sector delivery partners and government stakeholders on essential environmental approval documentation. - Delivered key environmental approval documentation authored in plain English for consumption by the public and government stakeholders alike. This documentation was approved in record time by the Coordinator General. - Delivered planning approval documentation reporting on complex community stakeholder outcomes regarding priority development areas, which was also approved in record time.

In this principal advisory role, I was contracted to independently lead ongoing legislative and policy reform for Resources Safety and Health. My key outcome from this role was independently delivering the regulatory response to the Safe Work Australia standards for airborne contaminants, including government approved legislation and supporting policy documentation.

Contracted to scope, research and write a technical white paper to support the core FloodMapp product offering for use in B2B communications and sales.

This is the role in which I consolidated my instinctive ability to observe behaviors, outcomes, strategies and data and synthesise it into pragmatic change solutions for a business. Aurecon is a multi-national engineering firm, with a focus on innovation and design-led, human centric-solutions for clients. Quality of design, innovative thinking and eminence (being known for technical mastery) are essential qualities for an engineering firm to thrive in today's market - but they don't exist in isolation from one another. By understanding the inner workings of the business and combining this knowledge with market intelligence, I was able to connect a number of disparate initiatives into a cohesive strategic change program that worked for the future direction of Aurecon. Highlights of this role including designing, implementing and coaching a new leadership cohort, streamlining a number of internal funding governance systems to achieve cost savings, and assessing and recommending changes to the innovation climate. My work was led at all times by a design thinking ethos - there is always a human implementing a change, and a human impacted by the change. These people are key to the success of an initiative. Essential features of my program management included:- Pragmatic problem solving- Business improvement and change management with a human-centric approach - Communication across all mediums and levels- Design thinking research techniques including empathy research, and workshop design and facilitation- Internal and external stakeholder consultation and relationship building.

There is a fundamental gender diversity problem in engineering – despite the proliferation of enterprise level policies designed to change the game, women continue to leave the industry. I wanted to find out what is happening at an everyday, workplace level that’s impacting on retention of women.- I created, designed and mobilised a large team to deliver Designing Diversity: Retention of Women in Engineering, involving seven engineering industry participants and three design thinking workshops.- Provided empathy-based insight into everyday workplace factors impacting retention of women and created and piloted workplace initiatives for tangible, realistic change.- I scaled and codified this program for use at a business level.

Infrastructure Advisory at Aurecon is an essential complementary function to the core business of engineering design solutions. In this role, I specialised in assisting the government in early stage strategic project assessments, bringing transparency and an objective approach to the strategic use of public funding. I applied my years of accumulated government and public sector knowledge to managing clients and projects to an average of 15% fee markup and uniform client satisfaction with my work. A key part of my success in this role was my ability to quickly understand government requirements, policies and frameworks and subsequently deliver products that met requirements with minimal re-work. This was achieved through clever scheduling and management of junior resources to streamline delivery of simultaneous projects. Key skills used in this role included:- Project management including budgeting, resourcing and direct management of junior resources- Program management- Policy and regulation research and analysis - Client relationship building- Stakeholder consultation across a variety of groups including internal, external, community and industry. - Communication across a variety of mediums- Workshop facilitation and design

I was a key member of the team who delivered the Great Barrier Reef Strategic Assessment from within government.As recognised by a Prime Minister's award for outstanding consultation, it was in this role that I learned the true value of broad, organised stakeholder consultation. The stakeholder landscape impacting on the Great Barrier Reef includes all three levels of government, the international community, industry groups, community groups - and even individuals. It was my responsibility to synthesize the myriad of policies, plans and programs that touch on the Great Barrier Reef (at international, national, state and local levels) into a cohesive framework that accurately represented the interests of all stakeholders. I was a member of a number of national governance groups, and engaged directly with all levels of stakeholders including a community roadshow to parts of regional Queensland. I also project managed, delivered, and authored major parts of the Queensland Ports Strategy which was acknowledged for its pragmatism.The navigation of the political landscape for this project was an achievement in and of itself, and an opportunity for me to use the resilience I honed while delivering a state level National Broadband Network Strategy and planning implementation mechanism.

It was at this stage in my career that I moved into specialising in 'hot potato', high visibility issues. I learned how to navigate sensitive topics with an extremely broad range of stakeholders while working on policy and regulation associated with gaming machines, liquor (the legislative response to 'glassings' in Queensland) and live adult entertainment regulation. I thrived where others had failed, particularly in persisting with a review of the live adult entertainment regulatory system as a result of a Crime and Misconduct Commission report which was successfully approved by Cabinet. I also developed my ability to bring together a category of stakeholders and create the environment necessary for them to make sound decisions.Key skills I used in this role include:- Resilience in times of high emotion- Sensitive stakeholder consultation - both internal and external- Policy writing and analysis- Legislative analysis and drafting- Communication across all mediums, but particularly within government frameworks

As a graduate, I rotated across a number of areas in Queensland Treasury including legal services, the Office of Government Owned Corporations and the Office of Gaming Regulation (OGR)). The variety of work I was exposed to in these roles provided the basis of the professional I am today. At this early stage in my career, I was interviewing GOC executives about the performance payment system and KPIs and analysing associated financial data. I then moved into a policy-based role where my focus was internal policies for OGR related to the direct use of public funding and responsible for the public communication of a number of high visibility grant processes.