ACMP ANZ is an enthusiastic and diverse group of business professionals united by our vision to ‘Transform the way we deliver Change.’ We are doing this by broadening the discussion beyond change to include contemporary business topics like business architecture, digital transformation, operational risk, artificial intelligence, robotics, culture design & development, diversity, positive psychology, mental health and well-being. Join our conversation on 2nd October 2024 - by coming to the conference 'Sustainable Transformation in Uncertainty' - in person or virtually.

OCM Lead within the global Post Merger Integration (PMI) team of Wipro Mergers & Acquisitions (M&A); previously Associate Partner, Talent & Change practice within Wipro Digital Consulting in Sydney.Highlights: * Acquired company integration projects: I have led the Change and Communication track of Wipro’s acquisition of an Australian based provider of Cybersecurity, DevOps and Quality Engineering services. In addition I have been involved in acquisitions in Brasil and United States and developed award winning communications and engagement techniques.* Consulting project delivery: I have acted as a Change Lead role on a Global ERP processes template rollout at a logistics company based in Australia.* Consulting project delivery: I have played Change Architect and Global Training Lead role on a Global IT Transformation Program at medical, scientific and imaging manufacturer spanning United States, Japan and Australia,* Consulting project delivery: On a Customer Billing System replacement program at water utility company I have led the design and deployment of SAP User Roles (intersection of business processes and IT); collaborating closely with business executives and middle managers to prepare the business users for a new ways of working.

Highlights: * Responsible for all aspects of Culture & Change practice management; from a business plan, development of new offerings/pipeline, bid management and face to face business development activities. * Grew, mentored and coached Culture & Change team. Developed and rolled out an enterprise OCM framework, toolkit and templates supported by comprehensive knowledge sharing and upskilling of junior consultants.* Led a winning proposal and consequent delivery of the Business and Operating Model design project for an iconic executive agency of the Australian Federal Government.* Led an Employee Engagement improvement project for the NSW Government, using human-centered design, applying a culture analysis framework and influencer mapping to co-create a roadmap and a detailed implementation plan .* Additionally led two projects in financial services client and two for the NSW Government.

Strategy and Analytics - Organisation & People (co-led the practice)Change Management Institute, WA Chapter - Mentoring CoordinatorHighlights:* Hybrid Cloud – Westpac, Sydney; September 2015 – May 2016: As a member of a large Scaled Agile Framework for the Enterprise team within the overall Infrastructure Transformation Program I have launched the OCM Strategy for the adoption of a new hybrid cloud platform at the Group IT. * Change Management Office (CMO) Lead – Chevron Australia, Perth; May 2013 – July 2015: I have led a CMO team at portfolio level consisting of up to 12 FTE that supported holistic deployment of 27 Information and Operational Technology applications/systems. Our team was preparing the business for the new greenfield processes related to Gorgon LNG Major Capital Project, the largest single-resource development in Australia's history. I have driven and coordinated portfolio stakeholder engagement process from the General Manager level down; our team established ongoing situational heatmap of business change impacts (single view of change) and through establishment of Change Leaders Network ensured smooth business adoption. We have also managed holistic role-based Learning & Development program supported by targeted, consistent and “fit for purpose” communication. Close cooperation with Process Owners ensured that business was ready to apply new processes and ways of working during commissioning and operations. Finally, as a member of the Gorgon IT Leadership team, I was involved in the maturing and formalising of the Business Readiness process and Transition to the Business As Usual operations.* OCM and Benefit Realisation Lead – Verve Energy Australia, Perth; April 2012 – December 2012: I have designed and implemented customised OCM and Benefit Realisation framework that was an integral part of the Program Delivery Services (an IT operating model).

I have established a new department that supports HNIT projects through provision of Training and Organisational Change Management services (End User Training/establishing eLearning development capability, Communication and Stakeholder Management, Change Impact analysis) to support HN's diverse entities in business transformation. Other efforts are focused internally on improving the maturity level of the HNIT department, especially in the area of Human Resources processes.

I have joined HNIT as a Training and Organisational Change (TOC) Lead for Reload project. As a part of the wider team I was involved in defining the deployment strategies, Organisational Change Management strategies and methodology and consequently requirements of the TOC component of the RFP for Implementation Services and was leading the RFP for Training Services.

I was a senior practitioner in the Organisation Change Strategy group of IBM GBS Sydney practice.• Change Management Lead – Detroit Diesel Australia, Sydney; June 2007 – June 2008: The Oracle eBusiness 11.5 suite implementation in the medium sized company. • Change Management & Training Lead – Telstra Australia, Melbourne; August 2007 – February 2008: I took over and managed joined client/IBM team that was supporting Phase 1 of Project Chardonnay (optimising Telstra's procurement processes. • Change, Communication and Training Stream Lead – Myer, Australia; June 2006 – May 2007: The mymerch project was aimed at replacing Myer’s number of outdated merchandising systems by a single, integrated merchandising system (Oracle Retail) and transform Myer’s back-end processes. • eQ Phase 2 Program Change Manager – Qantas Australia; September 2005 – December 2005: The eQ Program has been delivered by a consortium comprising Qantas, IBM and Oracle and covered Human Resources, Payroll, Purchasing and Customer Service areas. • Change Management Specialist – Nestlé Russia; February 2004 – August 2005: The project was a roll out of the SAP Template solution version 1.5 (all modules)• Change Management Stream Advisor – Nestlé Poland; February 2003 – December 2003: I have managed the design, development and delivery of the Change Management program, focusing on 900 End Users in the Head Office as well as in 3 factories. • Program Team Training Lead – Nestlé Switzerland; November 2001 – October 2002: I managed the team that designed, developed and delivered the system of Program Team Training for the highly complex transformation program - GLOBE. • HR Change Management Team Lead, Commonwealth Bank of Australia, Australia; February 2001 – October 2001: I have managed Change Management aspects of the Human Resources transformation in the bank, based on group-wide People Soft HR system supported by newly created HR Shared Services.