Sunnyfield is a leading Disability Service Provider and for-purpose organisation that has been committed to enhancing the lives of individuals with disabilities for over 72 years in Sydney and the greater NSW area.Reporting to the CFO, I was engaged to provide business analysis services across a range of business-critical initiatives that include:- Definition of target state end-to-end business processes for the intake and onboarding of new clients and workforce rostering to support both a recently approved operating model and, later, to support the establishment of processes and practices critical to the deployment of the organisation’s new client management and rostering technology (Compass).- Creation of a strategy to conduct end-to-end scenario testing for the organisation’s Compass project in response to an identified gap in testing coverage.- Identification of the need for, and coordination of the development of, an extensive set of work instruction and related resources to support the front-line workers effectively use the capabilities of the new Compass system.- Development of trusted relationships with key operations leaders and stakeholders to identify and resolve both process, workflow and business rule gaps across many of the capabilities being introduced through the Compass system.

Deloitte has partnered with SafetyCulture, a leading Australian technology company, to create a Disability Solution for disability service providers and their workforce. This solution will provide front line workers and leaders in Disability organisations with information, knowledge and resources that will help them deliver safe and quality supports to people with disability; and give providers in the sector a best of breed and fit for purpose tool that will support both their being ever audit ready and to drive continuous improvement across their safeguarding, quality and service delivery practices.I was engaged to provide sector knowledge and experience in the development of this solution from a Deloitte perspective. In this role, I:- Defined the scope of the solution to be taken to market, including identification of a master list of topics to evidence compliance with the NDIS Code of Conduct and NDIS Practice Standards.- Designed and developed training and audit content for, and led a proof of concept of, the solution with one of Deloitte’s key clients that achieved all success outcomes and evidenced the viability of the solution.- Developed and presented demonstrations of the solution and its value to disability industry reference groups and executives of individual disability providers to grow awareness of, and interest in, the solution.- Defined and developed a methodology to support the co-design of the solution’s content with sector experts, workers and people with disability; planning and preparation for the deployment of the solution into an organisation; and the deployment of and change management for the solution.

Lifestyle Solutions is a leading national ‘for purpose’ organisation that provides support services to people with disability, children and young people in Out of Home Care, their families and communities.Reporting to the COO, my key focus was to lead and drive the establishment, adoption and sustainability of effective, customer centric and outcomes focused business solutions (incorporating people, process and technology elements) across the organisation. In this role, I:- Co-developed the Board and CEO approved IT strategy.- Defined and established a governance framework that is used to define, prioritise and implement technology-enabled business solutions.- Established a company-wide process architecture/ framework that supports scoping of team responsibilities and business solutions.- Led the design/improvement of the organisation’s core end to end business processes in collaboration with business teams, as well as the engagement with executive and business stakeholders to determine impacts on teams and drive support for, and adoption of, these processes.- Led the change deployment and adoption of a new employee engagement mobile app to all front line and office-based workers.- Facilitated the design of the organisation's incident management and reporting processes and responsibilities.- Led the migration of the organisation’s work health and safety incident and hazard reporting from one system to another, including redesign of the supporting business processes and development and implementation of the change management approach and solutions.- Designed, created and deployed a toolkit of ‘how to’ information and knowledge resources for the 2,000 front line disability and child and family support workers, including the design and migration of this content into a new SharePoint site to enable mobile device access.

I worked with a specialist Change Management consultancy in the provision of sustainable change strategies and solutions for their clients. Key engagements included:Major Energy Utility - development of a change impact assessment in the context of the deployment of SAP across the enterpriseNSW Department of Education - development of an internal customer (shared services) support model as part of the deployment of a performance dashboard

I was responsible for leading the target state process definition and design work across a significant program that was to enable Mastercard to achieve scalability and standardisation of the set-up and delivery of loyalty programs to their issuer and merchant clients.

Teachers Mutual Bank (TMB) is a mid-sized mutual bank that provides banking and financial services solutions to a customer base of predominantly teaching and education-based members. In this contract role, I:- Defined and established a process architecture reference model and detailed process definitions for the whole of the TMB enterprise through a series of engagement and validation workshops with executives and subject matter experts across the business.- Established a set of process modelling standards for the organisation the enable the establishment of a core base of process knowledge in a re-usable and easily accessible format.- Developed a training course that integrated the new process architecture, end-to-end scenarios and process mapping standards and tools into a curriculum targeted at staff responsible for developing process documentation across the bank. - Designed and created an intranet site that will be positioned and used as a single point of reference for the organisation’s process information and knowledge.- At the request of the CIO, conducted a review of the current state roles and responsibilities for the Information Services business unit using a combined Information Technology process model and ITIL framework that has been used by a new IT executive to inform future operating model and structure decisions.

StarTrack had long held an industry leading position for its service, but this position was challenged in recent years. I moved into this Operations-focused role to lead the standardisation and alignment of all of StarTrack’s core operations processes across their national network.Key achievements included:- Creation and deployment of operations standards that represented the key practices Operations staff must perform every day to deliver a quality service outcome to StarTrack’s customers.- Establishment and deployment of a methodology and toolkit to assess/audit the performance of these standard by each depot, including conduct of audits across StarTrack's core branches.- Development of an integrated set of Standard Operating Procedures (SOPs) covering core Operations processes and deployment of these to staff via a central SharePoint site as well as a driver's manual for over 3,000 staff.- Continual engagement with Operations staff from senior management to blue collar staff to make these solutions relevant and usable.- Leading the recovery and successful re-deployment of a significant hand scanner project following an unsuccessful initial production trial. This deployment was a key enabler and dependency for the delivery of in excess of $5 million in annual benefits.

This was a newly established role tasked with establishing an overarching process framework and approach to standardise StarTrack’s processes in the context of a newly merged organisation.Key achievements in this role included:- the design and establishment of a process architecture for the newly integrated StarTrack business- the establishment of a team of process analysts who supported capital projects by designing target state processes aligned with the architecture- the creation of a set of process design standards that were embedded into a new project methodology and applied by these projects

I supported the CIO to integrate two IT functions resulting from the merger of Star Track Express and Australian Air Express. I established an operating model and IT service and process model for the IT organisation that drove the design of the new IT organisation. I then led the organisation design of the IT department and change deployment of this design. This resulted in the implementation of 20+ teams, 60+ unique roles and in excess of 100 staff appointments over a three-month period

I provided expertise in process architecture and process management disciplines on engagements with AIG (USA), Westpac and a federal government department.

NextGen was a significant business and core systems transformation program that NAB undertook over a multiple-year period. I joined into the Business Architecture team established within the program to lead all process design activities across the program’s multiple work streams. In this role, I led the establishment and adoption of NAB’s process architecture reference models, methods and practices that are being applied across the program by process experts who are embedded within each of the delivery streams.

The Business Efficiency & Quality function was established to help the Bank achieve its strategic intent of become “truly competitive” with its peers on a service, quality and efficiency basis. In this role, I:- Led the establishment and adoption of a process architecture and process reference model across NAB’s Australian bank Business Units that was used to identify and drive key cost-based improvement opportunities.- Co-developed the Australian bank’s process management strategy (Business Process Foundations) that is based on the Business Excellence Framework and has been implemented across all Australian Business Units to enable and underpin sustainable process and operations improvement.- Established and implemented a Process Maturity Assessment framework and related maturity assessor training, and performed initial assessments across the bank.- Led the identification, assessment and implementation of an enterprise process modelling and analysis toolset (iGrafx) and repository that was used across NAB’s Australian operations.

I was the lead Business Architect on a program that established a new online business and corporate banking channel for CBA. In this role, I:- developed and managed the business requirements and their traceability for the program- managed all user interaction vendor activities and outputs. The requirements management approach enabled clear traceability from high level requirements through all detailed design deliverables and was adopted as a standard across other projects.

Significant engagements included:- Development of change management strategy, solutions and integration plans for a signficant Siebel CRM implementation for Telstra.- Design of business processes for a cross-industry Agribusiness start up company- Development of the workforce deployment approach and plans for the implementation of a CRM system at NRMA.- Definition and establishment of a usability and prototyping approach for the ATO.

I was a Senior Manager in the Change Management practice and leader in the Performance Design and Development competency area. I worked on many large business and technology change programmes in Telecommunications, Financial Services, Government and Utilities industries in Australia, New Zealand and the United States. Key areas of expertise included:- Development and implementation of change management strategies and solutions- Process design and improvement- Business analysis and impact assessment- Business readiness assessment and deployment