Digital transformation program, including the implementation of an HRIS.Delivery of industry leading Paid Parental Leave policy; 16 week’s primary carers’ leave, superannuation top ups and baby bonus on return.Led major change projects including departure from a geographical organisational structure to one which was sector led.Creation and delivery of short-term incentive program in partnership with Aon Hewitt.Remuneration benchmarking and banding for all 350 employees.Integrated newly acquired Brisbane business (40 employees) in to Architectus.Launched inaugural Graduate Program.Development of the Reconciliation Action Plan ‘reflect’ phase.

Project managed the relocation of the brands operations and employees from Geelong to Chadstone.

Developed and implemented several practice unit specific initiatives to address poor employee engagement resulting from Firm wide engagement survey. Managed several complex redundancies across the business. Managed several highly complex ER matters, including one which was challenged at the Fair Work Commission on two occasions yet still resulted in a win for the organisation. Project managed and led a team of five in the decommissioning of the P&C intranet site designing and implementing a new site in line with global changes. Project managed a major outsourcing project designed to create a flexible and variable workforce for short term projects across the business. Restructured the resourcing team resulting in major cost savings of $200k.

Provided advice and guidance to the CEO of Nutrition Australia on all topics related to HR.

Successful implementation of major change projects including team restructures, redeployment and redundancies, training programs, planned culture and integration activities, due to the merger between Herbert Geer and Thomson’s Lawyers. Developed and implemented a bonus structure for the largest practice unit, which focused on individual budgets, non-billable contribution and Client feedback to foster a culture of teamwork and collaboration. Developed a recruitment strategy resulting in reduced recruitment costs focusing on direct hire methods and developed a preferred supplier list which lowered agency fees by 6% per hire and reduced our overall spend on agency fees by 15%. Led a project which analysed the benefits of external training versus in-house for Graduates. Results favoured an in-house model with a detailed report submitted to the Board outlining the proposed introduction of an in-house training program. Expected savings were $15K in 2014 and $35K in 2015. Reformed the seasonal and graduate recruitment strategy with a mission statement to ‘think nationally, tailor locally’. Programs in 2010 - 2013 saw a dramatic increase in application numbers and a vast improvement in the calibre of candidates received. Strong retention within the junior-mid-year lawyer ranks was a noticeable result of this initiative. Developed and implemented tighter compliance and case management for personal leave (sick and carers) which included implementation of a new IT procedure, and regular reporting. This allowed Partners and Managers to proactively manage high users under the guidance of provided suggestions and strategies from HR to increase engagement and job satisfaction.

Supported and provided HR advice to 220 staff across Melbourne, Sydney and Perth on matters including performance management, remuneration, recruitment and employee relations. Managed the national graduate recruitment program across Melbourne, Sydney and Perth including the design and implementation of a new graduate marketing campaign. Acted as a Learning and Development Coordinator for the KordaMentha Business School (KMBS) Managed the induction and orientation process for all new staff.