Career Achievements / Highlights (Change Mgmt):1. Development and implementation of an automated software system (Logis IDS) and performance dashboard for cleaning and portering services across 1000+ system users, designed to improve patient flow / hospital performance – a 1st for NSW Health2. Validation (clinical governance) and implementation of electrolysed water for cleaning and sanitisation within commercial kitchens - a 1st for NSW Health3. System Administrator of the NSW Health eRecruit system (Mercury) for general recruitment and annual medical recruitment campaigns, leading a state-wide team to recruit over 15,000 medical officers (three annual recruitment campaigns)4. HR Change Lead for the implementation of StaffLink HRIS within NSW Health, to consolidate and improve different HR data sources for 20 Health Agencies / 140,000+ health employees state-wide5. Implementation of StaffLink HRIS electronic forms to over 14,000 managers within 20 health agencies state-wide – a 1st for NSW Health6. Restructuring the shared services business (across two Service Centre’s) of 500 FTE to meet the demands of customer requirements, build knowledge and support the implementation of StaffLink HRIS7. Development of Benefits Realisation and Business Requirements Documents, leading to the procure a new automated HRIS workflow solution (ServiceNow) creating $2.1M savings by downsizing 28.6 FTE within the business8. Acting State Manager, HR Transactional Services (six months), leading service delivery valued at $10b p.a paying 140,000 employees, plus leading major HRIS projects across six HR departments9. Consolidation and standardisation of business processes, assets, workflows & online training packages statewide via a best practice approach10. Implementation of ISO 9001:2000 Quality Management System certification for a Workforce directorate of 125 FTE across nine locations and support ISO functions across the corporate services directorate11. Leading and managing eight x 24/7 clinical support service lines (Facilities Management) with 650 FTE for Royal North Shore Hospital12. Implementing major service reforms with KPMG and restructuring the business to improve clinical support service delivery for Royal North Shore Hospital and achieve budget targets13. Implementing organisational strategies within shared services business and key business partners to improve stakeholder engagement and ‘voice of the customer’. Increasing customer satisfaction rates by 75% over three years and increasing the business net promoter score from 4.1 to 5.4