ColourSpace is a social enterprise that helps emerging artists get a foot in the door, by changing the way people engage with art. We transform businesses and corporate offices into galleries, filled with art from emerging artists that is changed on a seasonal basis.Art humanises us. Robots can (and probably will) do most of the work that humans can do in the not too distant future. However robots are 'skills' based. They are functional, and they are programmed to simply 'do'. What separates us from robots is artistic, creative expression. Our dreams, our imagination, our ideas, these arise from our experiences. This is why art is important. Borne of imagination and creativity, it allows us to be greater than the sum of our parts.I want to support emerging artists because as a non-artist, I can relate to them far more than the high end, established, fine art world. I can understand their struggles and their challenges, resonate with the stories they're telling, and be inspired to share their stories.Want to be involved? Drop me a message: scott@cs.gallery

Superannuation is a big, if often unseen part of people’s lives. For many, it is their major support system for their retirement, and it is an enormous part of the Australian economy.But 4 out of 5 people don't understand how super works, and what education is available is often through financial advisors or buried in a mountain of jargon.UnderstandingSuper aims to change how superannuation is taught through interactive videos and online modules. We recently ran a pilot in the University of Western Australia and found broad support for the products we've developed, and are in the process of producing more. Our goal is to provide a suite of educational tools for students in high schools and universities, equipping them with the tools they need to manage their superannuation as they enter the workforce.My role is to support the design and development of education modules, social media and online strategy, and business strategist.

Cube Group is Australia's only public value consultancy. Since 2002, we have been working with public value organisations to help deliver innovative programs and projects across Australia.At Cube Group, we genuinely care about making a difference and believe the public sector should have access to an expert consultancy that truly understands public value. We excel in this space. And unlike other consultancies, we only work with public value organisations. Since we began, we have delivered over 1000 projects across government departments, public entities and local government.As the Executive Officer, Innovation & Service Design, my responsibilities include:- Understanding how we work and how we deliver projects in order to innovate even great value for our clients- Be across the latest innovation developments in the industry, both locally and internationally- Design, develop and deliver new services, products and tools that better help our clients achieve public value outcomes- Sharing knowledge, best practices, and ideas across industries for mutual benefit- Continue to be engaged with and deliver high quality outcomes for our clients and for the publicMy proudest achievement has not just been the outcomes I've delivered for my clients, but to see the tools, templates, and presentations I've developed for my clients 'go viral' and spread to other parts of government where I have never worked before.

As a Senior Consultant at Cube Group, I helped deliver a myriad of projects and clients, including but not limited to:- Project management for the Department of Health and Human Services (DHHS), in particular for the National Disability Insurance Scheme (NDIS)- Stakeholder engagement training for Energy, Policy and Programs (EPP) business unit within the Department of Economic Development, Jobs, Transport, and Resources (EcoDev)- Corporate services design for EcoDev- Training strategy and analysis for the Country Fire AuthorityI took particular joy not only in delivering the outcomes required of clients, but by delighting them with products, tools, and materials that helped them better achieve their outcomes and making public value happen.

As my first start-up venture, I created a website that aimed to disrupt how households planned their meals and grocery shopping for the week. Using a patented algorithm and technology that I designed, I created the world's first intelligent meal planning service.Based on personal preferences, MealDish recommended recipes for an entire household, catering to tastes and dietary requirements, whilst simultaneously scaling ingredient quantities to relevant portion sizes.I partnered with the Markets of Melbourne and SecondBite in our launch, and was able to build a user base of 2,500 people.I have since discontinued further investment for a variety of reasons. However failing is not the same as failure, and I have transferred my learnings towards new opportunities and ventures.

The Department of Health & Human Services identified a need to make significant savings (in the millions) in the Disability Accommodation function across the entire state. However, as the function is managed on a largely independent basis across four geographic locations, DHHS needed a project manager to coordinate and align all Divisions to achieve the savings initiatives. Furthermore, DHHS needed to ensure that a culture of continuous improvement was embedded, such as savings were made on a recurrent basis.My role involved:- Establishing the Project Management Office including establishment of tools and templates- Designing a new suite of reporting tools and dashboards to track savings and project progress across the state and for each division- Developing project plans across the state, whilst helping the four Divisions establish their own governance structures and project control groups- Engaging and supporting all Divisions in the change towards continuous improvement- Providing strategic advice to the Executive State-wide Steering Group on overall progressThrough my support and coordination, the State was able to identify over $8m in savings in the period that I was there. Furthermore, the reporting dashboards and processes I pioneered and implemented was championed across all Divisions, with the templates widely requested by managers and directors to support other parts of their business. The most positive outcome was the broad consensus by all stakeholders that a cultural change towards ongoing continuous improvement was achieved as a result of the project.

Cube Group had been operating for 10 years as Cube Management Solution, Victoria's Public Sector Specialist. The executive group decided that it was time to re-position the organisation to broaden its focus to becoming Australia's first public value consultant. Based on my website, social media, and start up experience with MealDish, I was tasked with managing the complete transition, re-brand, and re-launch to Cube Group.I directly managed:- Design, development, testing, re-brand and re-launch of the Cube Group website, including web copy- Establishment of an online content strategy and social media presence- Refurbishment of the office- Re-brand of all Cube collateral, templates and tools- Development of communications and messages to all Cube stakeholders- Launch event to support the formal announcementCube Group was successfully launched in October 2014 and continues to grow as Australia's leading public value consultancy. I have since continued to manage the online strategy for Cube.

The Melbourne Strategic Assessment (MSA) under the then Department of Environment and Primary Industries (DEPI) was a new initiative established to consider the holistic impact of land development to support sustainable growth in Melbourne. The group needed additional Program Management support to coordinate and establish the key initiatives in their scope of responsibilities, which also included support for strategic planning and process design.My role involved:- Developing strategic overview of the MSA and its key components- Developing the holistic program plan for the MSA that supported their strategy- Engaging with key executive and managerial stakeholders to identify and design new processes- Supporting the ongoing coordination of program delivery

The State Control Centre (managed under Emergency Management Victoria) is a new, state of the art multi-agency control centre that can be used by all emergency services organisations to respond to major incidents in Victoria. They needed a project manager to support the re-fit and refurbishment of the centre to introduce new, contemporary technology and systems.My role involved:- Developing and managing the project plans to support the refurbishment- Supporting the engagement of agency stakeholders- Ensuring business continuity arrangements are established to support the SCC- Requirements gathering and workshop facilitation to ensure needs of all stakeholders are metThe State Control Centre continues to be a major component of Victoria's emergency management strategy.

The Liberal government had embarked on an initiative to merge Victoria's gaming and liquor regulators, given the similarities in process and compliance between the two. The project was managed by the Major Procurement Project Office (MPPO), who needed support in the integration of the two organisations and the relocation of both groups to a new office in Richmond.My role involved:- Developing project plans for the integration and relocation- Advising the incoming CEO and governance team on key issues and risks- Developing and implementing the business continuity plan in case of major failures in the relocation- Developing a 100 Day Plan for the CEO and advising on immediate actions that can be undertaken following the merger to support change management and transitionThe new Victorian Commission for Gambling Liquor Regulation (VCLGR) was relocated and merged successfully.

Responsible Alcohol Victoria (RAV) is responsible for processing all Liquor Licence applications in Victoria. However, the actual application process can take a significant amount of time, which is due in part to ensuring applicants provide correct documentation up front. Furthermore, this adds to the workload of the Liquor Licensing team.My role involved:- Engaging with the Liquor Licensing team to understand how the process can be improved- Engaging with customers and consumer advocates to understand their challenges with the application process- Designing and testing new forms, guidelines, fact sheets, and tools that improves clarity for applicants and streamlines the application process- Implementing the new process and providing training to the Liquor Licensing team.The project was successfully rolled out on time and on budget, with many of the materials still in use today.

I was responsible for delivering a variety of project managements and process re-engineer projects across emergency services, local government, and justice, including but not limited to:- Development of project management manuals for the Metropolitan Fire Brigade- Process re-engineering and team restructures at Working With Children Check- Process mapping and efficiency analysis at the Victorian Auditor General's Office- Project management at Infringement Management and Enforcement Services- Crisis and evacuation planning for various local councilsI delivered over 30 projects during this time, and also pioneered a new process mapping methodology that has remained best of breed at Cube since.

As an analyst for Accenture, I had two major roles:- Process analyst at Coles (Melbourne), helping implement the retail demand forecasting platform Retek.- Test analyst at Argos (UK), where I was responsible for testing Retek implementation.I received an Above and Beyond recognition award for leadership and team building during training programs in Kuala Lumpur.