Associate Director - Governance Professional

• Oct 2018 - Present

Director - Future of Work - Enterprise Transformation Future Workforce Design

• May 2018 - Oct 2018

Design and implement a skills and capabilities model that is reflective of the current state and future state by:- identifying skills and capabilities associated with future work; - designing a multi-dimensional framework to capture, track and manage skills; - mapping skills, profiency levels and aptitudes for new ways of working to jobs of the future;- design new jobs for pilot multi-disciplinary teams such as user-experience designers, agile coaches, scrum masters, product leads, multi-disciplinary team leads, advanced analysts, data scientists; - investigate options for the use of AI and big data to provide insight into workforce skills and capabilities, particularly in relation to aptitude for new ways of working; - identify business and ICT requirements for a solution to track and manage skills and capabilities for individuals and for core and critical roles.

Strategic Advisor - Enterprise Transformation Target Operating Model

• Jan 2018 - Sep 2018

Advise and inform the design of a detailed future state operating model, including:- options analysis for future ambitions of the department;- identifying optimal operating environment structure;- articulating new, agile ways of working;- identifying new organisational design to support the operating model;- analysing workforce implications;- developing transition considerations;- recommending transition approach through a series of structured pilots;- designing pilots, and onboarding of multi-disciplinary teams.

Director- Future State Service Delivery Design

• Sep 2017 - May 2018

Conceptual design and testing of future service delivery environment, including:- concept and validation of new models for servicing by appointment- concept and validation for providing in-person services over digital platforms- modelling the impact of digital services on staff assisted work volumes.

Strategic Advisor - Human Services Channel and Touchpoint Strategy

• Sep 2017 - Jan 2018

Developed the departmental channel and touchpoint strategy, including:- articulating options about the future service offer and agreeing future ambitions of the department with Executive- defining the future state design for channels/touchpoints, workload allocation, network configuration - identifying key initiatives to achieve the ambitions- building a roadmap for the sequencing of critical work- identifying transition considerations for the workforce and future service offer- developing an implementation plan for the key initiatives on the roadmap.

Strategic Advisor - Data Analytics and Insights Centre of Excellence

• Apr 2017 - Sep 2017

Build advanced analytics capability within Service Delivery Operations by:- identifying the gaps in current state data and analytics practices- designing an operating model to address the gaps- developing a pipeline of business problems requiring advanced analytics and insights- agreeing priorities to be pursued as use cases- engaging suitably qualified data scientists and advanced analysts to take carriage of the work- developing governance model, practices and templates for consistent litigation of business problems as use cases- managing the team during pilot stage and hand-off to business-as-usual.

Strategic Advisor - Predictive Performance Reporting Framework

• Nov 2016 - Jun 2017

Develop a forward facing predictive performance model and reporting mechanism, including:- articulating three value proposition streams- productivity, programme effectiveness and customer satisfaction;- identifying top 40 measures critical for improved prediction around the value proposition streams;- develop new methodology for measuring service delivery productivity within government, including conceptual design of the measures that will provide the evidence-base;- designing the detail of each measure in terms of methodology, calculation rules, definitions, metadata, sourced data, collection process, targets;- undertaking value chain analyses in all three value streams to identify the sequence and interaction between all measures;- developing data dictionary for all measures within the framework;- assessing current state data architecture to support the framework including warehousing, sources, and visualization mechanisms;- establishing lead, lag, upstream and downstream measures from the value chain analyses;- designing and implement a dashboard and exceptions reporting mechanism that will allow predictive modelling of future performance against the three value streams.

Strategic Advisor - Unified Operating Model Implementation Roadmap

• 2016 - 2017

Develop a roadmap for Unified Operating Model including identifying the key sequencing and interaction between major initiatives, including:- agreeing relative priorities for future change initiatives- identifying barriers and challenges associated with in-flight initiatives- articulating impact to business-as-usual work and ability to absorb more change within existing leadership bandwidth.

Director - Parliamentary Services Reform

• 2013 - 2016

Manage a large program of reforms across Parliamentary Services within Parliament House, including: - designing a suite of efficiency and productivity initiatives - redevelopment of the PBS, Corporate Plan and Performance Reporting - developing the cultural change program and designing strategic workforce plan including workforce transition arrangements for many staff. Manage a large program of reforms across Parliamentary Services within Parliament House, including: - designing a suite of efficiency and productivity initiatives - redevelopment of the PBS, Corporate Plan and Performance Reporting - developing the cultural change program and designing strategic workforce plan including workforce transition arrangements for many staff.

Senior Executive - Service Delivery Operating Model Review

• 2012 - 2012

Undertake a capability review against all functions in service delivery environment, including:- detailed analysis of functions and capabilities- articulation of capability gap to effectively implement the operating model- develop recommendations for organisational design, operating model, accountability structures and future focus.

Director - Emergency Management and Community Recovery

• 2010 - 2012

Develop an enduring emergency management capability within Human Services, including: - designing a cross-government operating model during times of crisis and establish ongoing governance arrangements for the National Coordination Crisis Centre- developing the emergency reserve surge capability for emergency staff in the field and national support roles- establishing eligibility criteria for Australian Government Disaster Relief Payment and Premier Relief Payments- developing responses to Victoria Bushfire Commission recommendations- coordinating community recovery for a number of emergency activations including Home Insulation, Swine Flu, Cyclone Larry and Queensland Floods- managing the multi-lateral relationships for emergencies between Human Services, FAHCSIA and Attorney General- designing the business requirements for the new emergency payment system and for key technologies to be used in emergencies such as real-time gross settlement, reverse EFTPOS for payments.

Director - Service Delivery Strategic Narrative

• 2010 - 2011

Develop a strengths-based service delivery narrative based on staff voice by:- interviewing a vertical slice cross section of service delivery staff about the work they are most proud of- distilling key themes and mapping these to the priorities of the department- building a narrative about the purpose of the department using the insights from staff anecdotes- developing a suite of communications products to present the purpose of the department as a staff narrative, including videos of staff providing their anecdotes and linking them to the purpose of the department.

Senior Manager - Industry, Innovation, Science & Research – Operation Sunlight

• 2007 - 2010

Review and redesign PBS and KPIs for compliance with Operation Sunlight, including:- critical review and diagnostic assessment of current state performance reporting practices, measures and data- gap analysis of current state in light of Operation Sunlight Requirements- recommendations for changes to ensure operation sunlight compliance- detailed design of strategies, priorities, measures, metrics and targets.

Senior Manager - Royal Australian Mint ‘One Mint’ Business Transformation

• 2007 - 2010

Design and guide a complex and culturally sensitive wholesale transformation project over 2 years, encompassing:- major change initiatives across people, culture, systems, manufacturing equipment, building, facilities, security and HR processes- managing staff transition, upskilling and exit.

Senior Manager - Industry, Innovation, Science & Research – Programme Typologies

• 2007 - 2010

Critical review and redesign of programme typologies, including:- recommending new classification and nomenclature for programme typologies- identifying appropriate funding allocation methodology- designing a new outputs outcomes reporting regime reflective of new typologies.

Senior Manager - Department of Defence – Contract Transition for outsourced property management

• 2007 - 2010

Manage contract transition for outsourced property management provider, including:- reengineering service specification for the new service provider to align with the Defence change agenda- identifying and managing all risks associated with the contract transition- guiding contract exit arrangements between Defence and incumbent provider- designing contract entry arrangements between Defence and inbound provider- managing appropriate handover and transition between incumbent and incoming providers.

Senior Manager - Centrelink - Comparative Analysis of Service Delivery Performance

• 2007 - 2010

Undertake a comparative analysis of Zone practices and performance, including:- establishing Key Result Areas to focus on- identifying drivers of excellent performance and articulating the leadership and management characteristics associated with these examples- identifying root causes of poor performance and articulating the leadership and management characteristics associated with these examples- making recommendations to uplift overall performance across the service delivery network.

Senior Manager - Australian Electoral Commission - Election Planning Practices

• 2007 - 2010

Review and redesign approach to election planning and procurement including worldwide practice review and recommendations for quick wins, efficiency gains and sustainable improvement.

Cross agency taskforce - Northern Territory Emergency Response

• 2007 - 2007

Design input to represent government social services policy intent, including:- establishing governance arrangements - identifying key performance indicators- designing and implementing the internal change management program- developing the cross agency stakeholder and communications plan.

SES Band 1 - Centrelink - Operating Model Activity Review

• 2006 - 2007

Undertake a functional review of all branches in department, including:- development of organisational design principles- efficiency review of all activities and tasks- justification for all resources- recommendations for org restructure and functional redesign.

SES Band 1 - Centrelink – Bi-annual Strategic Outlook Report

• 2003 - 2006

Develop the bi-annual strategic outlook report, including:- undertaking an ongoing environmental scanning exercise throughout the year and developing a digest of key themes articles- developing executive discussion papers on strategic challenges facing the government, the department and the customer- undertaking strategic analysis and microsimulation modelling in relation to key themes- consolidating the material into a bi-annual strategic outlook magazine compiling a series of academically tested articles about the future of the welfare state and the department’s role in addressing future challenges.

Senior Consultant - Centrelink - Evaluation of the Life Events Model

• 2004 - 2005

Review customer contact triggers and drivers of customer complaints, demand and satisfaction:- developing recommendations for changes to the service delivery model- designing appropriate ‘life events’ contact model- drafting customer centric service model and one-stop-shop principles.

SES Band 1 - Centrelink - Uhrig Review for governance in statutory authorities

• 2003 - 2004

Identify the implications of the Uhrig Review for Centrelink, including:- critical review and diagnostic assessment of current state governance practices- gap analysis of current state in light of Uhrig recommendations- draft the Statement of Expectations / Statement of Intent- redesign of Strategic Committees and Board structures and powers- development of integrated accountability statements for all SES.

Senior Consultant - ATSIC- Grants Administration Network

• 2002 - 2003

Establish and effective, transparent national Grants Administration Network, encompassing: - community consultation in remote communities - development of a performance monitoring framework - design and implementation of a Grants evaluation practice - development of KPIs - staff capability uplift program. Establish and effective, transparent national Grants Administration Network, encompassing: - community consultation in remote communities - development of a performance monitoring framework - design and implementation of a Grants evaluation practice - development of KPIs - staff capability uplift program.

Senior Consultant - Welfare to Work and Work for the Dole Programs

• 2000 - 2002

Design input to service delivery policy, including:- establishing governance arrangements - identifying key performance indicators- designing and implementing the internal change management program- developing the bi-lateral Business Partnership Agreements.

Senior Consultant - Centrelink - Scenario Planning for 15 year strategic outlook

• 1999 - 2000

Design the desired future ambitions for the department using scenario planning, including:- developing four possible and divergent scenarios articulating the future state for Centrelink in terms of - operating model, customer impact, service offer, organizational design- developing associated Executive readings on the scenarios- facilitating scenario planning SES workshops to identify the desired future state- developing sequenced roadmap to achieve the desired future state including roadblocks and stop signs- drafting Future Directions and all associated communication products- developing appropriate mechanisms to wash future directions through all business planning activities.

Senior Consultant - AusAID- PNG Department of Foreign Affairs

• 2000 - 2000

Design and implement reformed immigration and citizenship systems, including: - reviewing current practices and identifying serious fraud and non-compliance with the issuance of passports and visas to Australia - recommending key areas of reform to PNG and Australian Governments - negotiating new agreed practices compliant with Australian immigration and entry requirements - developing processes, tools, staff capability uplift, performance measures, funding model and evaluation methodology - compliance audits of all consular offices.

Senior Contractor - ExxonMobil -Divested Operating Model

• 1998 - 1999

Design and implement a divested operating model for Australian depots including: - change management model, - leadership kit - agreed brand protection protocols and practices - communications strategy. Design and implement a divested operating model for Australian depots including: - change management model, - leadership kit - agreed brand protection protocols and practices - communications strategy.