As Leadership Development and Learning Specialist in the disability care sector, I focus on delivering a personalised development approach for our leaders and our future leaders. My aim is to enhance leadership capabilities and foster a culture of continuous growth. My role is to build capability by creating targeted development initiatives, ensuring that individuals are equipped with the skills and confidence to lead with impact. Through a strategic lens to initiatives, I aim to shape a workforce that is resilient, empathetic, and ready to drive positive change in the disability care space.

As a dedicated Human Resources Consultant and Learning Professional, I specialise in leading teams, team development, coaching, employee retention, learning & development, employee experience, recruiting, performance leadership, and leadership development. My work focuses on driving impactful outcomes through strategic HR initiatives and innovative solutions.Key Projects & Achievements:* Global Tech Company Restructure - Partnered with the Chief People Officer to support a significant global restructure in a rapidly growing tech company. Led the communication of change messages to impacted individuals, and provided critical support to managers throughout the announcements, ensuring a smooth and respectful process.* HR Strategy Consultation in a Highly Regulated Industry - Providing consultation and strategic recommendations for HR department in a highly compliant and people-centric industry. • Workplace investigation conducted with accompanying report. * Global Audiology Company – Probation Review & Onboarding Enhancement: Collaborating with a global audiology company to elevate their probation review approach. Delivered comprehensive resources, tools, and education to improve outcomes and enhance employee onboarding, including a series of microlearning leadership enablement. * Capability development - Worked in partnership with multi-sector capability consultant firm on leadership program development, skills and competency frameworks and skills assessments.

To drive an employee experience and learning culture that attracts amazing people to a high care industry, keeps our people engaged and performing in their roles. Co-create a culture where people can be at their best, contribute and make a difference and build careers within the organisation and the aged care sector. To develop and implement data informed, people related strategic changes in support of a high performing culture and delivers on the Estia Health Employee Value Proposition.

Working within the People & Culture team, leading the Learning and Development strategy and team. Responsible for delivering high quality, impactful learning programs across all levels of the business, building knowledge, skills and capability. Bring to life the Estia Academy, delivering foundational, performance, leadership and career programs. Support Estia homes to deliver the highest quality care and experience to residents and their loved ones.

Responsible for the project management and implementation of organisational development initiatives and programs. These programs include leadership development and coaching, cultural change and engagement initiatives, talent management and performance management. Achievements:Supported talent management approach leveraging KFLA capability framework. Delivered solutions for teams supporting a high-performance culture for 400+ employees, 18 sessions over 10 months. Implemented a leadership development program for faculty leaders. Project Managed annual engagement survey campaign, results review and action planning.Reviewed and launched the performance management framework and approach.Revised and re-launched the Swinburne wide Mentoring Program.

This role reports to the Director of People & Culture and is responsible for managing the company wide leadership, learning and development program for SMS. This included: Managing the L&D programs to meet the needs of the business for both technical and leadership capability (including vendor management);Developing and reviewing capability frameworks;Executive Coaching, psychometric profiling and leadership programs; Diversity and engagement development priorities; Design, delivery and facilitation of programs; and Driving and promote a learning culture at SMS.Achievements:o Developed pre-acquisition communication strategy and change management training approach. o Strategic plan developed for Learning and Development. o Developed leadership and capability framework supported by relevant programs, Executive coaching and mentorship. o Redesigned and delivered induction approach.

To lead the training strategy and team for technical training for Operations teams in Superpartners Pty Ltd (a division of the LINK Group) and to lead a project team supporting a major system transition impacting all Superpartners staff. To work with the broader HR team supporting the rollout of people initiatives.The technical training team includes 15 trainers and 2 training managers, and supports approximately 1500 operations staff.Key achievements:• Successfully integrated 4 distinct teams into one in the first four months, establishing an operating plan and strategy for 2 years. The strategy focussed on delivering 7 key priorities that initiate change and improve the overall training offer.• Revised induction programs and approaches for all areas,establishing clear learning pathways. Facilitated an improved partnership and handover process in the onboarding approach within the first six months, halving the competency timeframe for specialist teams.• Learning approach and implementation to support 18 month program - system transition for all administration and contact centre platforms in 5 stages (by Superannuation Fund). Delivered and supported transition training for 2 out of 5 Funds, and over 350 staff. Defined strategy for next phase, reducing classroom training by 40% with a view to improved learning outcomes.

A member of the AMP Organisational Development team, supporting leadership, cultural and engagement initiatives. I delivered and supported leadership development solutions to ensure that AMP’s leaders were equipped with the skills and behaviours required to effectively lead their people and support the organization wide strategy for AMP. This includes capability framework design, mentoring solutions, in-tact team cultural solutions, performance leadership, induction and onboarding and various leadership skills programs (including self leadership).In the last 18 months of the role, my primary responsibility was program management of a 7-10 month leadership program for Managers, delivered in 6 modules. This included the design, delivery, vendor management and co-ordination of 5 programs in 18 months, and a total of 160+ people leaders, (and a waiting list of over 45 leaders). The 2013 engagement scores for this group of leaders showed a 12% increased staff engagement.

To lead a group of operations learning and development professionals to ensure that front line staff (500+) are equipped with the right skills and behaviours to meet customer needs. In this role I transformed a team of 17 trainers focused on induction-only training and mainly contact centre staff, to a team of 14, that provided a fully blended; stakeholder informed; induction, upskilling, cross skilling and behavioural skills; a learning management system; a partnership with an RTO delivering DFP and service skills and on-line learning capability for compliance, product and project related training. Trainers were supported with professional development that helped improve the quality and mode of delivery for all sessions.Capability for all staff was measured and reported. A coaching framework was introduced for staff supporting hand over of new people. Trainers were included in meetings looking at complaints and quality results and solutions were implemented to address key hot spots. This saw a strong partnership between the team and the Operations administration and contact centre teams. Engagement results lifted by 25% and stakeholder satisfaction improved by 8.8% to 80.4% in the first year.

To lead a sub team of 7 team managers and 120 people supporting the Australian based administration of all of AXA’s retail products. This included the products – Life Insurance, Personal Super, Unit Trusts and Corporate (Business) Super. 70% of the simple and high volume transactions were processed off shore. The team in Australia managed the complex and hand-off transactions. In this role I was responsible for the service outcomes for these teams, ensuring the highest quality service for our customers, and developing a team of engaged and skilled professionals.

Manage all Personal Investment Products New Business and Administrative processes, 40 staff and 3 team managers.

Establish and maintain effective relationships with High Value Advisers (HVA), Marketing, and Distribution. Ensure that service delivery and key service activities are aligned with HVA initiative.Monitor results and pro-actively manage key service deliverables of the HVA offer.Market service improvements to High Value Advisers.Act as an escalation point for issues and complaints regarding service.Investigate upcoming projects, campaigns and events to identify potential issues and ensure appropriate communication is issued to High Value Advisers.Develop and manage a feedback process for all staff dealing with HVA, with a view to identifying service barriers

Managed and led a team of up to 20 people to deliver great customer service for the retail personal superannuation and lump sum insurance products for AXA.