Work Future is a leading Workplace Consultancy based in Perth, Australia. Our team specialises in providing client-side workplace expertise, project management & change management services. Ensuring your workplace transformation projects, office relocations, and new ways of working roll outs are delivered successfully. What sets us apart is our ability to not only create your workplace strategy but to also implement it holistically across your business.

Workplace and Business Transformation Day Rate Contracting.

In house workplace consultant leading the roll out of desk sharing and desk booking software in the Water Corporation head office. Covering: championing the change and transition to new ways of working, occupancy data analysis to inform future property planning, moves and changes impacting circa 1,000 employees and vendors, office refurbishment, office closures, stakeholder engagement from Chairman, CEO, Executive level and throughout all levels of the business.

Working with Water Corporation as the lead consultant delivering a Workplace Strategy Report and cost model for refurbishing the head office - completed.

*Program Director/Lead brought in on a short term consultancy contract reporting to CEO (to quickly establish a PMO/Governance framework for a critical group transformation program). *This included the development of core documentation (Program Initiation Document, Vision etc.), establishment of regular reporting and chair of Steering Group meetings, scheduling, risk and issue management. *Key stakeholder engagement across the c-suite, alongside supporting the development of the Value Added Services (VAS) team, strategy, and plan. *Additionally, led the ESG strategy development including the GRESB submission for FY23 & Sustainability Linked Loan deliverables.*All contract deliverables successfully completed.

Led the Property Workstream for the Sydney Water Workplace Transformation Program. Also, ran the Property Optimisation Strategy project across the Sydney Water Office portfolio.

Project Manager primarily leading the PICA Group Workplace project - reintegration back into the office across 30 sites, future workplace strategy (People, Space, Technology), adoption of Hybrid Working and Hub & Spoke. Also leading a number of business transformation projects within the Enterprise Program Management Office (EPMO).

Developed the concept and launched as a PropTech start up. Convenio was born during covid as an online marketplace, matching those with fitted-out office space with those looking for an office for a day.

Program Director that delivered the following Business Transformation Programs:*Office relocation / workplace transformation - completed June 2019*Environmental, Social and Governance (ESG) - GRESB submission completed June 2019 (improved rating from 2/5 stars to 5/5 stars (20/100 to 70/100)).*Transformation program - commenced July 2019. PMO lead across 30 initiatives.*Program Manager leading the design and relocation of the Retail office after over 100 years in its previous location - completed June 2020.

Delivered the Workplace Change for Activity Based Working (ABW) across the 58,000 sqm Qantas Sydney campus HQ for 5,000 employees.

Change Management for Global Data Analytics roll out.

I was the Programme Manager that lead the transformation of QBE’s European HQ into a new ABW Workplace. My role covered all aspects of Programme Management plus Workplace strategy and Change Management. The programme has successfully delivered the consolidation of QBE’s London office estate into their main head office, covering 100,000sqft and 1,100 staff to time, budget and exceeding the quality expectations. The top 5 wins for the programme have been:1. Desk sharing across the board at 75% or 1:1.33 (Desk:Headcount), which enabled the space to be developed to it's true potential.2. Staff engagement throughout the programme, which kept 1,300 staff engaged (1,100 in the HQ and 200 in a satellite office), knowledgeable and confident when they used the space for the first time and also enabled the desk sharing to be embraced.3. The staff user experience has dramatically improved, especially in regards to technology at the desk and in the meeting rooms.4. The programme completed to Time (2.5 years), to Cost with extra value built into the fit out and to Quality (look at the photos!) - also nominated for a BCO award.5. The programme was named Advance and it's proven to be aptly named, as it has achieved the goal of Advancing QBE European Operations HQ. It's been a step change for QBE, which has provided a fantastic platform to pursue its goals of greater collaboration within its business, whilst also creating a great place to work for its staff and a great space to engage with clients and brokers.

I was the initial point of contact for all of Unilever’s Workplace projects (mainly office fit outs for Activity Based Working (ABW) (CAPEX €500k - €35m)). My role was to provide ABW & Project Management consultancy to the ‘in country’ Workplace transformation projects. Within 12 months I was actively involved in 70+ projects, across 40 countries. This enabled me to share best practice and lessons learnt with the projects, which was especially value adding at the early set up stages of the project (structure, resource, governance etc.) & also during the Design and Delivery stages. The role also required a tracking & monitoring element, which I delivered as a PMO lead. I provided Quality Assurance to projects by reviewing their monthly status reports, tracking their Risks, Issues, and KPI’s. Being so close to the projects enabled me to shape the strategy and agenda for the monthly Projects meeting with the Global Workplace Leadership team. I lead this critical meeting covering reporting, key metrics, and highlighting the areas that could drive continuous improvements across the Workplace projects. In addition to the Project Consultancy and PMO role, and arguably the part of the role that I am most proud of, was my involvement in leading the PM Framework. When I joined the team, a tender had just been completed to provide 3rd party Construction Project Management services via a panel of 3 suppliers (CBRE, AECOM, and Cushman & Wakefield) – something Unilever had never attempted before. It was a great time to get involved and even though it was a team of competitors they quickly started to work as partners; driving collaboration and innovation. Initial resistance within Unilever was overcome through careful communications, stakeholder and change management and now with a clearly defined infrastructure in place, the PM Framework is the ‘de-facto’ way to secure external PM resources across Unilever’s global Workplace projects.

Sept 2012 - Mar 2013: Project Manager for a high profile international regulatory project.Aug 2012 - Sept 2012: Established a number of projects; covering the implementation of a new Project Management capability tool-kit for the Wealth and International Division, the fostering of a Learning Partnership with a blue chip company and a review and relaunch of a divisional resourcing tracking tool.Sept 2011 - Aug 2012: Symphony Programme (Reshaping the Wholesale Europe business across five European countries). My role covered the ‘In Country Rationalisation’ workstream (office closures, colleague moves, headcount reduction, supplier contract closures) and the Workstream lead for the future state Operating Model.April 2011 - Sept 2011: Project Alba (Precursor to the Symphony Programme above). I was the Project Manager leading the reduction of six FTE from across two targeted European offices.Dec 2010 - April 2011 - I was the Project Manager for the Strategic Solution Programme (Implementation of a new Payments engine), covering amongst other responsibilities; business case production, conflict resolution, stakeholder management and Risks and Issues management. I was also the lead Project Manager for the Islands Banking Project, where I managed a team of analysts and implemented process improvements, cost savings, FTE reduction based benefits and the migration of business processes.

Activity Based Working (ABW) Programme – I was the Project Manager leading a team of analysts that revised and improved the existing ABW solution and then implemented it across the LBG office estate. I worked closely with impacted colleagues and senior stakeholders, taking them through the challenging change curve in order for them to adapt to the new ways of working. I also liaised closely with IT, Facilities Management and the Design element of the Construction function of Group Property. My time on the ABW programme also enabled me to visit our 3rd party supplier Fujitsu and report back on their ABW techniques and implementations at their 'Solution Square' campus in Tokyo, Japan.Project Paper – I was the Project Manager tasked with bringing together Construction and IT for the movement of 500+ colleagues, across two sites in Halifax. I achieved this on the same weekend with no 'swing space’ and was personally awarded 'Best Delivery in H1 2010'.Office Consolidation Programme – I produced the business case that secured £25.6m funding to enable the first element of the programme. I worked closely with Ernst & Young, as part of the team that lead the strategic review to identify the impacted properties.During my time in Group Property I also project managed two environmental initiatives ‘Wastewise’ and ‘Travelwise’ and was nominated and attended a Sandhurst Military Academy Leadership experience, which occurred both at the start and end of a 12 month Leadership course.

I focussed solely on large, Pan-HBOS Programmes, which resulted in stakeholder management at Divisional lead level and fast paced data analysis/extrapolation in order to feed into Executive Committee presentation packs. During my time in Group Programmes I covered Basel II, two cost reduction programmes and one Flexible working programme. I was also the Executive Assistant (EA) to the head of the department.

Programme Gold - A cost reduction/business improvement programme that was very successful in reshaping the Intelligent Finance business and as part of this implemented an Image and Workflow system into the bank. I was the Workstream lead for Postal Inputs and Cheques (the lifeblood of the image and workflow system and the main source of deposits and correspondence for a bank that had no branch network). I lead the end to end process mapping of the postal offering and the transition from the 'as is' to the 'to be' end state, which in this case was an offsite centralised postal unit.Colley’s Valuation Services – I was the Communications Manager for the project that reshaped the Colley’s business, which had significant implications to its headcount and operating model.

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