I am passionate about supporting businesses to focus on what brings results and leaders to be their best while empowering their team. My projects include organisation development, culture transformation, and leadership/management shifts.

Asked to assist the MD in the people and culture space as this creative sound entity continuously grows its reputation and team.• Designed and recruited a key role in the business. • Supported people and culture management through running a series of leadership workshops. • Oversaw performance meetings, followed by the facilitation of a SWOT team workshop to improve service outputs and team engagement.

Bauen Group is an umbrella company to Jim’s Building Inspection and Jim’s Hazardous Material Removals (Aust. & NZ) , Termite Solutions Victoria and Green Zone (construction industry).Provided generalist management services and to assisted with the day-to-day implementation of business growth strategies and solutions.• Provided advice and assistance to leadership, overseeing structural reviews and organisation design, underpinned by the development of an overall vision and strategy for each business then rolled out to increase collaboration and team engagement.• Tailored and facilitated development programs such as Creative Leadership and Team Dynamics to enhance team synergy, elevate business culture, and develop leadership capability.• Delivered management and growth tools through implementation of management frameworks, and workshops around performance management. • Implemented a structured approach to the hiring process including role design, advertising, selection, interviewing, and reference checks.• Facilitated SWOT analysis, planning and strategy sessions for aligning the organisation for growth. As well as Roles & Responsibilities Workshops; to clarify role expectations.• Designed Pest Technicians Levels framework and a Technicians Incentive program.• Designed the plan and supported the implementation of an overarching organisation change, with the introduction of a new Operations Manager role.

Facilitated a strategy discovery session to clarify the business framework and model plus the new businesses vision, mission, and purpose. Assisted in hiring their first employee, which included designing the job, advertising, assisting in the selection process and providing an inhouse recruitment framework.

Assisted in the setup of their pre-kick-off foundations through running workshops to create a start-up and future organisation structure.Provided clarity on responsibilities across the partners, a partner team building and communication workshop, and assist with articulating their unique contribution and vision for establishing this entity.

Focused on leadership and team development projects to create innovative solution based strategies in an ever increasing integration of both business and personal life. Normalising change and transformation through vision and tailor designed strategy. Facilitated coaching and mentoring programs for individuals.

Provided people and culture guidance and leadership support for this small dynamic fast growing niche company in the building industry. As they were quickly developing their brand the need for a strong team with a solid people structure to underpin the growth was impertive. Worked closely with the MD to develop the organisation structure, define roles to assist the growth, clarify roles responsibilities, and implement performance practices.

Contracted to assist the MD to improve professionalism and increase accountability across the business. • Improved the professionalism culture through resolving internal issues, implementing people structures, and supporting the growth of the team, including; team training and workshops, management coaching. • Provided guidance and reported on people in culture, such as creating a roles and responsibilities map and updating responsibilities across the business.• Clarified the Vision, Mission, and Culture then rolled out to engage the team in the renewed direction and required service deliverables.• Implemented a structured approach to performance management, enabling Team Leaders to become more competent and confident in their roles.

Contracted to implement HR structures, assist with culture transformation, and enhance leadership. Recruited a number of key roles, including a Finance Manager to assist with the culture shift.

Supported the culture and organisation transformation through best practice change management strategies, team engagement and creative solutions. After reviewing service delivery model a new organisation structure was recommended to the Board, once approved facilitated a change program that was designed to enhance staff engagement and transform the culture through a lasting inclusive approach.

Contracted as a Change Consultant to assist the closure of one of the rural stores, Taree NSW. My role was to support the store leadership team and staff, working with the Master's National Transformation team through one of the biggest corporate closures seen in Australia. Holding team and one-on-one meetings with 70+ staff to understand the closure implications, their job options, and manage any associated risks. This role was the local people link and implementation to a well thought out closure strategy, that was both industrially sound and compassionate, with base line principles (and actions) of caring for people, entitlements provided, and finding an alternative roles where possible.

As a people & culture strategic adviser the overall accountability of this role was to build and maintain authentic business relationships within in the Senior Management team, made up of DVC (Research), DVD (Education), and DVC (Indigenous strategy and services), to ensure best practice and business decisions that aligned to the University's strategic goals underlined by an Enterprise Agreement. This included design and implementation of a numerous small to large organisation and culture change programs, building new effective teams and where required complex industrial negations.

Through building successful partnerships with a wide group of senior management across the University including the Deans of faculties, facilitated the achievement of their strategic objectives through people initiatives and the effective leadership and management of cross function HR resources to implement approved initiatives. Client group of 2000 permanent staff with a team of 4 HR Advisors with a focus on performance management, change initiatives, and effective people practices.

Following the restructure of the HR team, I was responsible for implementing an integrated HR Services Centre designed to centralize transnational HR into a shared service model with a team of 40-50 staff. This involved a geographical centralization of a previously dispersed HR function and a shift in organisation structure, culture, processes and job design to better support the organisation whist going through a system implementation. Functions included payroll, HR administration, letters of offer, superannuation, immigration and compliance to various legislative requirements.

Full range of HRM and people projects, including organization design, training and development, dispute resolution, recruitment and working with senior mana fees on complex culture transformation initiatives.

My core responsibilities involved managing the end-to-end HR function, coaching managers, recruitment and selection; staff induction; employee relations; and implementing HR initiatives.

Develop and manage the Human Resources function across 8 groups, after a complex company buy-out. In the ever-changing and often volatile Telecommunications sector, the organisation increased staff headcount by 60% over 15 months, whilst the industry as a whole declined. With a focus on implementing a clear HR strategy with effective employment practices, reducing staff turnover costs and developing a positive culture and effective talent.

Start up and change management project involving implementation of people and payroll systems to support the ongoing organisational operations and growth plus transfer of staff into new organisation including calculating and managing people through redundancy.

In this role I was responsible for overseeing the running of the weekly national permanent and temporary payroll of over 1000 staff plus 600+ client invoices. This included managing and developing the payroll department in line with company growth structure. Ensuring effective management systems, processes and company reporting, and solve payroll software issues. Having responsibility for keeping the company up to date and train all the recruitment consultants on the state Awards, Employment Agreements, Superannuation, and Tax laws.