Key Clients: Interflora, Catholic Care, Anglicare, Australian Red Cross, Clemenger Group, EBM, WALGA, Cyber Security NSWAchievements:Developed a tailored change plan and communication strategy that reached adoption targets and resulted in a 10% increase in sales.Developed a change narrative and change communications and conducted change impact assessments and change resistance mitigation for a case management system replacement impacting 4,000 employeesDesigned and delivered targeted training programs on new website platforms, ensuring successful launches within tight project timeframes.Facilitated change retrospectives and focus groups, using innovative techniques like Lego Serious Play, to gather valuable stakeholder feedback and drive continuous improvement.Conducted change readiness assessments, utilising workshops and survey data analysis, to provide actionable recommendations for process and technical optimization, resulting in significant cost savings.Developed insights for a scalable change strategy for a statewide skills framework based on stakeholder workshop outcomes, aligning with government policy and stakeholder needs.

Working in a national leadership role, I am tasked with forming a national improvements team enabling the digital transformation of the volunteering experience within a directorate with low digital capability and knowledge. Leading a cross functional team to identify risks, volunteer pain points and gaps to recommend the future state requirements for the selection of a new CMSLeading the design of easily scalable and prototyped solutions, including the formation of volunteer value propositions, personas and service blueprints, leading to robust stakeholder buy in for volunteering improvements initiatives and future systems and operating modelsDriving the delivery, implementation and change management of recruitment communications, via requirements gathering, risk identification, reporting implementation and trainingDeveloping reportable volunteer experience metrics, in consultation with data teams, providing key metrics to executive as well as volunteer facing teams via a process of stakeholder engagement and demonstrating data driven decision making impactDriving the adoption of lean and agile processes and project management methodology to ensure embedded transformation via identification of opportunities, scoping, requirements building and implementation of the JIRA suite of toolsLeading innovation of processes across functions, utilising empathy and customer journey mapping to increase stakeholder engagement in problem solving Notable achievements include:• Drove a de-siloed approach to strategic initiatives leading to adoption of volunteer projects as a business-wide priority • Doubled team productivity via the use of agile tools and methodologies• Increased stakeholder engagement in innovative projects via stakeholder communication, change readiness analysis, targeting and management

Working in a strategic operational leadership role, I was tasked with driving the transformation of the learning design function to streamline product delivery and increase revenue. This involved directing the development and execution of product strategies, developing and deploying a pricing strategy and driving the implementation of product development methodology via social proof, using lean and agile processes to reduce investment in experimentation and completing stakeholder analysis and change readiness to assist in embedding transformation;Notable achievements include• Transformed the product function to be more streamlined, agile and able to respond to changing consumer demand, leading to the release of 6 courses in 6 months• Drove strategic initiatives to improve staff retention; journey mapping from recruitment to induction, leading to a 2 point increase in staff satisfaction (on a 5 point scale)• In response to COVID, transformed team to work offsite with a 5% increase to productivity (based on sprint completion rates)• Developed pricing strategy that increased average course revenue from $3,800 to $5,400 per student, resulting in a 17% revenue increase YOY• Development and deployment of New Product Development process, spanning 4 departments and improving student and staff experience• Drove execution of organisational value creation initiative via the deployment of first ever partner products and co-developed products

Working in partnership with business and technology teams, I am responsible for ensuring excellence in student experience and operations while facilitating the digital transformation of the shared services offering. Leading a team of ~60, I influence business-wide strategy, creating a culture of customer-focus and digital enablement, driving operational improvements and value creation. As a member of the senior leadership team, I engage with stakeholders across functions and levels, advocating for student experience across all touch points.• Moved student contact to digital channels with improved satisfaction levels, working with technology team to develop and implement a digital roadmap including testing and launch of the live chat channel;• Strengthened performance of the offsite assessment program to allow for scale and six-figure savings; • Led disability awareness, training and development efforts, embedding a vulnerable student management framework across all elements of service; • Supported audit preparation and response, successfully securing re-registration for the maximum amount of time allowed.

Tasked with scaling case management services, I strengthened performance and improved efficiencies for the division, securing higher student retention and optimising resource utilisation. Influencing the departmental people and operational strategy, I improved l support for disabled students, reconciling the gap between policy and process. In addition, I collaborated with sales, education and work placement support divisions to support the adoption of customer-centric processes and support institutional leadership development through process improvement and cross-training.• Improved onboarding of students by 40% through the expansion of scaled onboarding delivery to all courses, including widespread roll-out of online webinars; • Developed and implemented a centralised and automated KPI system to improve transparency;• Established an engaged and capable team, supported by strategic capability plan, KPI metrics and student services conference.

Promoted to drive growth of the student base, I united legacy teams to facilitate the introduction of new trades courses, strengthening division performance and retention. In addition to securing new partnerships with industry leaders to increase work placements in the DST division I engaged the education, sales and compliance teams to increase the division’s cross-functional collaboration and focus on an exceptional student experience. • Acknowledged as the highest performing support team across divisions, and a ‘go-to’ for best practice;• Drove 10% increase in workplace partners, expanding work placement for DST division students;• Established a culture of accountability and high performance, setting clear behavioural expectations;• Oversaw establishment of data-driven workforce planning and rostering strategy, improving operational efficiency and employee wellbeing.

Following the company’s acquisition, I was appointed to establish the institution’s learning support function, contributing to the achievement of divisional business goals. Leading a team of 3 and mentoring 2 other senior learning support officers, I assisted the development of performance metrics and strategies to support the team and their objectives. • Realised highest re-engagement volume of all learning support teams;• Achieved 100% staff retention and 8% increase in student onboarding during tenure;• Influenced business decision to expand webinars and onboarding into digital delivery format through successful development, delivery and implementation of first institutional onboarding webinar.