Providing professional advice and leadership on the adoption and embedding of AI toolsets, insights, and new ways of working in the Vocational Training sector across south east Asia.

I work with executives to ensure they achieve benefits and transform how they operate, building their capabilities and skills, so they are able to execute the strategy.I provide services in strategy assessment and execution, change leader/manager mentoring, and practical feedback and advice. With these resources I help organisations understand what is required to succeed—the ROI of any new initiative (and how quickly it will pay off), where the unintended consequences and risks lie during a transformation process, as well as an achievable path forward. I use a combination of soft skills, hard skills and technical knowledge to ensure that each client can implement the change required.If you are not sure that your organisation will gain the results it needs from the investments made in change, I can help. The more complex and challenging the situation is—the better!Recent and current projects include:• Support for leadership team strategy and planning• Supporting the review of an administration function within an organisation• Working with HR leadership team on strategically managing their programme of work• Faculty vision and future state development for a tertiary institution • Management support for transformation proposal within a government agency• CEO and Operations Manager coaching and mentoring• Improvement manager coaching and mentoring

Providing leadership of the change management function supporting the transition to a new operating model across multiple business units within Downer. To ensure the transformation achieves its key deliverables and overall business goals the role involves:- delivering strategic advice and practical guidance - overseeing the planning and delivery of change management activities- supporting effective programme governance - partnering with operational senior leaders - consulting with internal stakeholders- supporting the Programme Owner and Programme Lead

I lead the change management practice within the University of Auckland. Typically ranging in size from 10-16 change management professionals, my team is responsible for leading and delivering high quality change management practice in a dynamic, complex environment.Specific responsibilities include: - Leading, championing and providing guidance to increase change management capability and maturity across a billion dollar operation with over 7000 staff.- Designing and implementing best practice, including standard deliverables- Monitoring, managing and enhancing the change management practice within the University - Providing effective change portfolio management - Assessing requirements and providing appropriate change and communication resources for University strategic initiatives- Managing and supporting a high performing change and communications team- Providing quality assurance and oversight of change management deliverables - Supporting the operation and improvements within BTO, Organisational Performance and Improvement and the wider University- Providing direct support for programme and project change management where required.

Leading the change management practice within the Organisational Performance Group within the University. As part of the Business Process Management Office we are responsible for the leading and delivering high quality change management practice in a dynamic and varied environment.Specific responsibilities include: - Providing effective change portfolio management - Assessing requirements and providing appropriate change and communication resources for University strategic initiatives- Managing and supporting a high performing change and communications team- Providing quality assurance and oversight of change management deliverables - Designing and implementing best practice, including standard deliverables- Monitoring, managing and enhancing the change management practice within the University, aligning with the Prosci Change Management Methodology - Championing and providing support and guidance to increase change management capability and maturity across the University - Providing support to the Manager, BPMO in the management and leadership of the department- Supporting the operation and improvements within BPMO, OPCIO and the wider University- Providing direct support for project and programme change management where required.

Acting in the role of Change Portfolio Manager for 2014 while the highly talented regular manager is seconded to a major internal programme of work. I am responsible for managing the change portfolio including change and communications resource allocation, change input into business cases, QA, engagement and liaison, and working on further improvements in how change and communications operates and adds value, as well as being directly involved in strategic projects.

Working within the University's Programme, Portfolio and Project Management Framework, the role includes:- Undertaking change impact and stakeholder assessment (following Prosci framework)- Development of change management strategy - Development of change and communications plans- Change readiness assessment- Training needs analysis- Transition planning- Implementation of all of the above!The core of this role is understanding key stakeholders and relationships, planning and implementing activities to ensure the change is successful both for the organisation and the individuals involved.In October 2013 my role was expanded to include support of Business Case development and QA.

Benefit Realisation - ensuring the benefits of projects are measurable, measured, monitored and reported on. I work with other business units to ensure that the benefits are realised and measurement processes are built and adapted as a regular organisational rhythmBusiness Impact – defining the detailed impacts of projects, covering the systems, process and people.Stakeholder Engagement – defining the key people and relationships, focussing change and communication activities to build commitment and ensuring the change is embedded.Change Readiness – assessing the readiness of the people to adopt the changes.Operational Readiness – monitoring the organisation’s readiness for change at key project milestones.Business Transition – managing and documenting the activities required to transition users to the new ways of working.Training Planning – defining and managing training plans to prepare staff to work with the new systems and processes. Communication planning – developing and managing communication plans to ensure identified stakeholders are kept well informed and involved.

Using the right skills, knowledge, information and technology to overcome organisational challenges.