Responsible for the change management activities to support SBS’s implementation of an HRIS system. The HRIS project has been managed within the People and Culture team and the business had not been engaged regarding the implementation of the HRIS initiative.• This change impacts in excess of 1,400 people and involves implementation of new HRIS technology and processes.• The interesting approach with this initiative is that the project rollout is be based upon the change plan and the business readiness and not fixed technology implementation dates.• Change processes leveraged: change impact assessments, change needs analysis, communications plan, change readiness assessments, change resistance management, leadership coaching, establishing change networks, adopting a structured approach to change implementation, and embedding a change culture to ‘business as usual.’ • Skills leveraged: Stakeholder management skills used to build relationships across all chapters and squads, and all management levels, all teams and individuals. Stakeholder management skills also leveraged to understand and manage long established historical cultures. Utilised communication skills and subject matter expertise to deliver a communications program to support the chapters. • Adopted project management skills for planning and implementation of various task-based activities including process re-engineering across the People and Culture team.

Contracted through Simply AIResponsible for the change management activities to support Resolution Life’sseparation from AMP Life. Resolution Life Australasia was established following the acquisition of AMP Life in 2020. Commercial arrangements between ResLife and AMP separation program had a hard deadline of end June 2022. The change management activities were running either significantly behind (or not started in many cases) the critical path milestones dates. This was a very complex program of works involving packaged superannuation and insurance products which spanned two organisations.• This change impacted 1,000 people and involved implementation of new technology and processes across both Resolution Life and AMP.• Change processes leveraged: change impact assessments, change needs analysis, communications plan, change readiness assessments, change resistance management, leadership coaching, establishing change networks, adopting a structured approach to change implementation, and embedding a change culture to ‘business as usual.’ • Skills leveraged: Stakeholder management skills used to build relationships across all chapters and squads, and all management levels, all teams and individuals. Stakeholder management skills also leveraged to understand and manage long established historical cultures. Utilised communication skills and subject matter expertise to deliver a communications program to support the chapters. Tapped into knowledge of the organisation, its people and processes to support the change effort which included engagement with project teams i.e., technology, products, customers, advisers, insurers and administrators. Adopted project management skills for planning and implementation of various task-based activities including process re-engineering across product and finance systems.

Responsible for the change management activities to support the transition of TfNSW people to new ways of working/hybrid working relating to a changes with accommodation. Transitioned people to new ways of working across three new sites that were designed to support activity based working. There were significant challenges overcome (during the pandemic and one site during a lockdown) to deliver these changes.• This change impacted 5,500 people and involved 3 brand new workplaces with new activity-based workspace fit outs.• Change processes leveraged: change impact assessments, change needs analysis, communications plan, change readiness assessments, change resistance management, leadership coaching, establishing change networks, adopting a structured approach to change implementation, and embedding a change culture to ‘business as usual.’ • Skills leveraged: Stakeholder management skills used to build relationships across all divisions, management levels, teams and individuals as well as tounderstand and manage long established historical cultures within divisions and agencies. Established various forums/focus groups within the business to support the change effort. Utilised communication skills and subject matter expertise to deliver a communications program to support our people. Tapped into knowledge of the organisation, its people and processes to support the change effort which included engagement with project teams i.e., technology, workplace design, workplace planning, shared services, project managers, other change colleagues to name a couple. • Adapted to changes presented by the COVID Pandemic in an effort to maintain the change momentum ie many new restrictions and protocols, continued community lockdowns, lack of access to essential resourcing, remote working to name a few.• Adopted a ‘hybrid’ way of working where ‘work’ is not where you go but it’s something you do. The role of the office is a small part of how we work

Responsible for the management of materials and electoral votes for 4 divisions in Western Sydney. The role encompassed the set-up of 150 polling booths and over 2,000,000 ballot papers.

Contracted through MoveCorp Consulting.Responsible for the relocation of the Bio Medical Sciences Group, Medicine Faculty (Faculty Academics, the research and teaching teams – including labs, scientific equipment, specimens and people).

Sabbatical - family and travel

Responsible for the workspace design of a new purpose built premises at Clyde for the Maintenance & Engineering Directorate of Sydney Trains. Management of the Activity Based Working (ABW) design, FFE, fitout and building commissioning. Responsible for the set-up of the building/facilities management operations. Responsible for the transition to ‘business as usual’ workspace management.• This change impacted 1,600 people & involved a purpose-built new workplace with new activity-based workspace fit outs. People relocated from 8 sites across Greater Sydney.• The new workplace design approach was a collaborative one & involved some 175 separate workshops from gathering requirements to a re-play & buy-in of the final design.• The design challenge was to create a workplace for both white & blue collar workstyles, bringing together track workers, project mgrs, engineers, workforce schedulers, corporate functions workers &leaders.• The design approach meant challenging older ways of working &providing a re-engineered workplace solution that addressed most of the original business requirements. • The final design supported new ways of working but had to address the very strong sense of belonging to the brand from Sydney Trains employees. Preserving the heritage was a major part of the new design.• The change management approach was to address a need for significant behavioural change for leaders and teams along with in-depth technical change components.• One of the change management activities was to adopt ‘ABW Lite’ within the older workplaces which involved turning managers’ offices into meeting rooms, shared workstations, setting up collaboration spaces, implementing clear and clean desk policies.• Other change management activities involved establishing and running change champion networks, holding special interest group sessions, undertaking leadership and team coaching, running upskilling programs on better use of the ABW technology tools.

Led a team of property professionals to develop an office accommodation program from a strategic approach through to construction and business relocation. Management of the design, construction, agile/activity based working fitout, relocations and business as usual churns.

Responsible the management of materials and electoral votes for 4 divisions in Western Sydney. The role encompassed the set-up of 150 polling booths and management of over 2,000,000 ballot papers.

Specialises in Activity Based Working/Agile working/Flexible working models in both the public and private sector. Skill set covers accommodation strategy and implementation, change and communications management, accommodation move management along with various other property and management disciplines.

Post occupancy review the Activity Based Working model. The Department of Premier and Cabinet moved into a new building in Dec 2014 and adopted an Activity Based Working model. Undertook utilization and behavioral studies. Developed a home grown utilization tool for DPC. Provided detailed analysis and recommendation report with action plans.

October 2012 - Jan 2013. Project managing CBRE's workspace and change program as it moved into an activity based working operating model.Jan 2013 - Oct 2013. Lead the change and communications function for Citi's implementation of Activity Based Working (Agile working) model for 2200 people. This involved the fitout and refurbishment of their existing site as well as new site at Rhodes.Nov 2013 - Sep 2015. The change lead for NSW Treasury for the implementation of an Activity Based Working model. This includes all communication, engagement and behavioural change associated with the implementation of a new technology infrastructure, a new EDRMS application, rollout of laptops, implementation of new technology tools (wifi, AV, communications tools), and the new activity based working model and behaviours within the new site.

Overall operational and strategic management of the company following the loss of the major corporate sponsor. Working with the Board of Directors to establish a new strategic framework and a new business model. Developing an action plan to secure sustainable funding. Developing a marketing program to ensure the company provides performance opportunities for young professional artists. Directly accountable to the board for all financial and operational aspects of the company.

Reviewed and updated the Business Continuity Plans and Crisis Managment Plans.

Developed and managed the enterprise pandemic plan under the Business Continuity Framework with a focus on people resilience. Oversee special events impacting the organisation’s security environment, ie APEC, WYD, CHOGM. Manage the business unit’s compliance and governance responsibilities. Member of the crisis management team – pilot/co-pilot responsibility and was available 24/7.

Managed the enterprise property Asset and Lease management contract with an outsource provider. Scope of contract included all commercial and retail sites, ATM’s, land and residential sites.

Managed the enterprise Facilities Management function. Managed the enterprise training college at Ingleside.Managed the enterprise conference and catering functions. Transition the Facilities Management contract to a new provider. This included the evaluation of the new proposals, managed contract negotiations and contractual detail.Development and implementation of the governance framework and development of organisational requirements for process, engagement and technology.Re-tendered the enterprise’s FM contracts to ensure savings and business requirements for quality of services.Managed the day to day operations of the Facilities Management contract, ie financial, service levels, quality, sustainability, overall governance as well as issues management.

Responsible for the establishment and management of the command centre to support the movement of 7500 people. Developed processes to manage the people migration activity.Facilitated various stakeholder and provider plans (Business Units, Technology, Telecommunications, Technology movers, Business project managers, Removalists, RTA, Local Government, building managers) into a workable integrated weekly task plan.Managed a team of 50+ experts (floor-walkers) for Day 1 and 2 following the move to transition people into their new workspace.

Responsible for the development of a standard originations platform (lending application capture, decisioning and documentation), the scope of which included all lending products for business and retail/consumer customer segments.

Responsible for the origination process for all credit cards and personal loan products (also including AGC Credit Line product prior to its sale to GE) – FTE of 240. Operations management focus

Identified re-engineering opportunities and implemented changes across Group Operations – main area of focus was on Unsecured Lending Operations. Business Archictecture and Project Management focus.

Developed and implemented a coordinated approach to all change activities which involved Customer Delivery. Ensuring key initiatives and projects continued to track in line with the strategy developed for Customer Delivery. Ensured that systems architecture and applications developed were built with a view to scalability across the Customer Delivery.Ensure that the Business Improvement Teams within Customer Delivery consistently managed change within their businesses and were adequately skilled and resourced.

Created a payments utility, incorporating all international and domestic payment types for all customer segments, consumer, business banking corporate and institutions, utilising modern processing and production discipline techniques at an effective and acceptable unit cost level. Servicing and credit functions of inbound and outbound international payments and international cheques across an FTE of 180.