Robert Sullivan Email & Phone Number

Blacktown, New South Wales, Australia

In this role, Robert is responsible for designing, establishing and managing the delivery of customer experience objectives and strategies that will be applied to Blacktown City Council’s business. This role will be pivotal in Council’s aim to put customers at the centre of everything it does. The role leads customer expectations research and analysis to uncover insights that will drive the development of product and service improvements with senior leadership across all of Council’s directorates. The role will also be responsible for strategic advice in the management of customer service enquiries, including the review, implementation, and monitoring of customer expectation standards across Council.

Seven Hills

As the Manager, Kids' Early Learning at Blacktown City Council my key responsibility was the leadership of the team and the strategic planning for a portfolio of 30 child care services and over 40 family day care educators.The business has in excess of 300 staff and operates throughout the Blacktown local government area. We were trusted by over 2000 families to inspire their children to care, share and learn from one another everyday. And, in doing so we and our families made an impact by creating good human beings for our City’s future.

Ashfield Nsw Australia

This role involved the strategic management and personal interaction with a wide variety of stakeholders including social housing residents, community members, non-government organisations, private sector developers, community housing providers, state and local government.Key projects included the redevelopment of major social housing estates at Waterloo, Telopea, Macquarie Park and Riverwood under the NSW Government's Future Directions for Social Housing in NSW, Communities Plus program.

Bella Vista, Nsw Australia

Robert's responsibilities included the development and implementation of strategic business and marketing plans, tactical marketing advice, identifying marketing team structures and operations, staff recruitment, stakeholder relations, media engagement and internal communication campaigns.As a consultant, Robert developed a number of strategic marketing and communication plans for clients. These strategic plans typically included: customer insight platform, market segmentation, brand positioning, KPI identification, strategy identification prioritisation, communication requirements, implementation timelines and budgets. Robert provided consultancy services over a range of industries including local government, advertising, insurance mutuals and property development. His clients included Blacktown City Council, United Independent Pools, Circus and Land and Housing Corporation.Robert successfully launched new brands, developed new brand identities, realigned organisations to a marketing direction, delivered focused communication campaigns and took a hands-on approach in the implementation of actions with clients.

Parramatta, Nsw Australia

As the Head of Transition, Robert led the transformation of the residential land development business as the organisation realigned itself to a new mandate of delivering complex urban renewal projects in NSW. The position had the responsibility of transition planning, change management, consumer and business sales, marketing, development and financial control of UrbanGrowth NSW's 60 retail development projects. The position involved the management and mentoring of 66 staff, including 3 direct reports and led the communication of the transition plan to internal and external stakeholders.

Parramatta, Nsw Australia

Robert’s responsibilities included consumer and business sales, marketing, brand development, sponsorships, events, media management, industry and stakeholder communications. The revenue budget was $700m, with an operating expenditure of $13.1m and management of 20 staff (including 6 direct reports).He introduced a portfolio management strategy to clearly differentiate the market positioning and promotion of each residential development project. This successful strategy resulted in five consecutive years of growth taking total revenues from $400m to $700m per annum.

Randwick, Nsw Australia

Robert’s responsibilities included strategic market planning, market research, brand development, partnerships, event management and communications. He had a revenue budget of $73m, with an operating expenditure of $4.7m and he managed 6 staff (including 2 direct reports). Undertook market research to define unique customer insights and produced the Club’s first ever strategic marketing plan. This plan involved repositioning the brand and introducing new product offers that increased annual attendance levels and revenues in consecutive years.

Sydney, Nsw Australia

Robert's responsibilities included strategic planning, brand development, sponsorship, partnerships and event management. The sponsorship revenue budget was $4.7m, with an operating expenditure of $4.5m and the management of 8 staff (including 3 direct reports).Robert's major accomplishment in this role was to restructure the marketing department to better service the needs of a segmented market, including clients (clubs), corporate partners and the general public. In a first for the organisation, Robert directed and developed an industry branding campaign which clearly defined the role of the club industry and leveraged a campaign against the State Government’s proposed increases to club poker machine tax levels.

Milperra, Nsw Australia

Robert’s responsibilities included strategic planning, sales and marketing, internationalmarket development and product management. The revenue budget was $70m, with an operating expenditure of $2.6m and he managed 22 staff (including 6 direct reports).Developed and managed an international sales and marketing program that identified and acquired new customers and distributors across Asia, South America and Eastern Europe. This new business program drove an increase in total revenue by 46% over the previous year.

North Sydney, Nsw Australia

Robert’s responsibilities included business planning, marketing management, brand strategy, new business development and media relations. The indirect revenue budget was $140m, with an operating expenditure of $2.6m and he managed 8 staff (including 5 direct reports).Directed a strategic research program to provide the basis of new business plan. The new plan involved a re-launch of the brand, identified new business opportunities and overhauled the marketing operations of the company. These new strategies produced an increase in brand awareness that generated improved ratings and revenue.

Pyrmont, Nsw Australia

Robert’s responsibilities included strategic planning, brand development, customer management and operational department integration. The revenue budget was $640m, with an operating expenditure of $21m and he managed 10 staff (including 3 direct reports).Led and managed a taskforce responsible for the reengineering of the company’s marketing program. The reengineered program identified a new target market, repositioned the brand and launched a new customer loyalty program. The program drove three consecutive years of revenue and gross margin growth.

Sydney

Product development, strategy, customer management, advertising, promotions and public relations.

Camperdown & Wentworthville, Nsw Australia

Product development, strategy, sales management and manufacturing.

Master'S Degree

Diploma