Experience

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  Horizon Power

  • Perth, Western Australia, Australia

  • Change Manager Technology & Digital Transformation

    • Aug 2021 - Present
    • Perth, Western Australia, Australia

    Change Management for Technology & Digital Transformation, Technology Shared Services

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  Melanie Gleeson Consulting

  • Perth, Western Australia, Australia

  • Director

    • Jun 2016 - Present
    • Perth, Western Australia, Australia

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  Landgate

  • Perth, Australia

  • Strategic Change Manager

    • Aug 2015 - Apr 2016
    • Perth, Australia

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  IAG New Zealand

  • Auckland, New Zealand

  • Change Manager Digital Transformation Programme

    • Feb 2015 - Jul 2015
    • Auckland, New Zealand

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  Woodside Energy

  • Perth, Australia

  • Change Management Lead Performance Excellence

    • Apr 2014 - Aug 2014
    • Perth, Australia

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  Chevron

  • Perth, Western Australia

  • Wheatstone IM&T Portfolio Change Consultant

    • Mar 2012 - Mar 2014
    • Perth, Western Australia

    • Wheatstone IM&T Portfolio Change Coordinator July 2013 - presentResponsible for the the management of behavioural change delivery by systems integrator IBM including QA of project deliverables. Along with supporting project teams integrating change management activities into their project plans, I am reviewing a number of strategic level change components; Change Management Operating Model, Re-engagement of primary business stakeholders, BCM Essentials Framework Change, Communications and Training Strategy. IS Planning & Portfolio Change Coordinator March 2012 - July 2013Responsible for the management of change processes for the IS Planning & Strategy team. This involves formulating and rolling out new business planning processes, both for the Australian Business Unit (ABU) and involving Major Capital Projects (MCP’s), Gorgon and Wheatstone.• A core focus is on high level stakeholder engagement and influencing with both local and global IT governing bodies, cost centre owners within the ABU, the head of IS, Operations and Finance. Whilst the process is tailored to the ABU it incorporates and is framed to deliver global requirements and timelines. • I support and drive an executive level understanding of business planning, finance and operations; conduct change readiness assessments for projects, evaluate results and present findings.• Identify potential people-side risks and anticipated points of resistance on projects and develop specific change management plans to mitigate and address risks.• Develop communications, stakeholder management and training plans for projects, based on situational awareness, details of change and groups impacted by it.

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  Auckland Council

  • Auckland

  • Manager Internal Communications

    • Aug 2011 - Mar 2012
    • Auckland

    My focus was overseeing the employee engagement and internal communications after New Zealand’s largest ever merger, amalgamating eight former councils into one, with 8,800 staff. This made it the second largest council in Australasia, after the Brisbane City Council. Primary audience were staff, however the broader context of potential audiences - ratepayers (Auckland citizens), the Mayor, Councillors and quasi-Council organisations had to be considered in all communications. This required a high level of political and commercial discernment. Key Achievements• Responsible for Chief Executive communications including speeches, road shows and public engagements with an eye to reputation management • Contributed to a select team to define core competency framework to enable the new organisation to deliver on its vision and strategy, at request of HR Director, outside normal remit of this role given my organisation development and culture experience• Launched Chief Operating Officer’s service change program – encompassing employee engagement strategy, launch, project, BAU and communications for operations department (6,000 staff). • Responsible for internally communicating the Council’s globally reviewed 30 year Plan and 10 year Plan (comprised of four individual plans) to foster engagement and advocacy. • Led stakeholder engagement for the organisation change program, set strategic direction and communications plan• Led a team to deliver the BAU components across all channels, project-related internal communications across 28 departments in addition to revamping the induction program, organisation and chairing of monthly senior leadership team meeting (47) and communication of the annual employee satisfaction survey.

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  Consultant

  • Internationally experienced marketer, internal brand engagement & culture change specialist

    • Apr 2009 - Aug 2011

    I specialise in company and brand launches and relaunches, defining marketing strategies, mobilising marketing communications plans and initiatives. I bring with me 13 years hands on, degree qualified experience in marketing, business transformation and staff engagement. Most recent projects ASB Bank with Droga5, About Health, Number 1 Shoes.

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  Droga5

  • Internal Brand & Culture Change

    • 2010 - 2011

    Upon my return from New York, I re-established my consulting practice in transformational change management and marketing strategy; where I won work in the industry of finance and banking, natural health, retail footwear fashion, not-for-profit and IT industries. An overview of key projects undertaken in my consultant capacity are as follows:ASB Bank New Zealand – wholly owned subsidiary of Commonwealth Bank – Contracted via Droga5 – new ASB campaign• Part of the team to deliver a new marketing strategy, brand refresh and much‐anticipated fully integrated ad and comms campaign to replace the 10-year-old Goldstein character. Key Achievements• I led the internal launch, staff engagement and internal communications strategies, which included a nationwide all-branch roadshow, multimedia launch in three main centres, collaborative workshops with a cross‐functional representation of staff. Led communications materials development, directed its creation and set business expectations on materials. • Active and visible coach to business leaders and key stakeholders on the new strategic focus.• Integrated change management activities into the overall project plan.• Highlighted opportunities and risks and overlap of work, liaised between internal groups; organisation change management, learning and performance and process. Identified potential people-side risks and anticipated points of resistance on projects and developed specific change management plans to mitigate and address risks. Managed the implementation and communications to address HR impacts.

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  Number 1 Shoes

  • Marketing Manager

    • 2009 - 2009

    A long term contract, appointed by the Board’s CEO establishing the marketing function for Number 1 Shoes Limited, a $100 million retailer wholely owned by Hellaby Holdings and listed on the NZX. This contract involved a review of all previous marketing, promotional and media activity. Instituting first ever research project for the company, developing a promotional programme with high levels of involvement with Merchandise and Planning in a period akin to a restructure with the Board gaining visibility of the business following private buy-out. Associated infrastructure implémentation such as budgeting and Financial processes, staff development and management, review of all suppliers and an agency and media pitch. GP was 47% when I commenced – 62% when I left.

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  DraftFCB

  • Director, Global Business Development NY, previously NZ Strategic Marketing Director

    • 2006 - 2008

    Seconded to the New York office to assess the requirements of global pitches and large regional new business projects.• Defining cross-functional teams from the global network to best leverage available skills.• Identifying and sourcing the most powerful case studies and research for new business projects.DRAFTFCB NEW ZEALAND - Strategic Marketing Director;Recruited to FCB to assist CEO with the merger of Draft to DRAFTFCB including; Brand positioning, marketing strategy, organizational development requirements, and marketing plan. The growth in the brand around “The Change Agency” allowed DraftFCB to have conversations on a new level with many CEO’s and Executive Teams. The result were significant wins • Scoping new business and pitch strategies. Selling these strategies into the pitch team.• Ensuring projects remain on strategy, on task and timelines.• Managing relationships with consultant-client intermediaries to ensure all terms and conditions of pitch are met and understood.• Gatekeeper of final approval on pitch presentations and documents.

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  Decibelle Communications Ltd

  • Managing Director

    • 2000 - 2006

    decibelle Communications is a strategic communications consultancy operating at Board and senior executive level in and across both marketing and human resources. Decibelle assists organisations to identify its strategic points of difference in a simple and distinct manner – so that this message can be taken to the market as powerfully, with as much impact as possible. It also addresses the other vital ingredient to success – ensuring this promise is delivered by the employees of the company. Results are translated to the bottom line when the entire organisation is engaged and inspired to deliver. Clients include; Holden Australia, Vector NZ (energy), • Telstra Australia (telecommunications), Cadbury South Africa, Merck Sharp & Dohme NZ, National Australia Bank, HayGroup (Global Management Consulting – client and partner on Holden project), Toll Rail NZ, Saatchi & Saatchi, Telecom NZ (telecommunications), NZ Post, Progressive Enterprises NZ (grocery), Kingsgate & Millenium Hotels NZ, Pacific Magazines NZ (3 month contract to establish NZ marketing strategy & department across 5 NZ titles and 14 Australian titles) d-cypha-Trade, Sydney Futures Exchange, establishment of Energy Futures Trading Platform. • Further clients in these industries; property development, IT, architecture, recruitment, finance.

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  Vodafone

  • Internal Brand & Culture Change Manager

    • Jan 2000 - Jul 2000

    Internal Brand & Culture Change Manager - Vodafone Jan 00 – Jun 00As an outcome of the outstanding results delivered in the launch of Vodafone, this position was created as recognition for my leadership and management of the project.• Designed a culture strategy to ensure Vodafone delivered on its brand objectives.• Led a diverse cross-functional team of brand, marketing, trade, and human resource talent.• Managed Executive Team and Senior Management Team to gain their buy-in to project.• Designed and successfully delivered a Staff Launch event – 1,800 staff & trade.• Recognized first in Australasia and then globally for this leading edge project success. • Still referenced as the benchmark for integrated marketing through employee engagement. • This platform, adopted by HR, won the HR General Manager, HR Practitioner of the Year award.• Case study won AUT professor an international award.

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  Vodafone New Zealand

  • Marketing Communications Manager

    • 1997 - 2000

    • Launched Vodafone within a five week timeframe (from Bellsouth) - achieved 95% brand awareness in 5 months – from baseline of zero. • Recognized as the Vodafone global relaunch case study. • Managed the development and evolution of the Vodafone brand; awareness and preference.• Managed and implemented the integration of consistent, effective strategies across the different communication channels – advertising, media, PR, DM, print, etc.• NPD: Prepay mobile – NZ 1st to market, establishment of category.• Responsible for one of the largest market budgets in New Zealand; budget of $27 million and delivered maximum value and operational cost effectiveness.• Established, created and lead the now nationally recognized sponsorship portfolio. Including Vodafone Warriors, Heineken (and previously BellSouth Open Tennis), Silver Ferns, numerous regional rugby sponsorships• Managed all communications delivered to Vodafone customers.• Managed interface with sales and trade; co-ordinate appropriate leverage and cross-promotions.

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  Allied Liquor

  • Brand Manager Absolut Vodka & Gordon's Gin

    • Jul 1996 - Sep 1997

    • Responsible for the management of both brands’ advertising and promotional budgets, amounting to approximately $750,000. • Ran Absolut Versace – event profiling Versace couture gowns made especially for Absolut by Gianni Versace.• New Product Development: Consumer Insight: drinkers preferring glass “badged” product. Innovation: Gordon’s Gin & Tonic in a glass bottle. Delivering entry into gin category for young market, incremental sales in all groups. Launched to market.• Exceeded business unit financial targets with regard to gross profit generation for Allied Liquor. • Achieved agreed volume targets for both Allied Liquor and international brand principals. • Absolut Vodka and Gordon’s Gin both grew market share by approximately +5% in a time of significant competitive pressure. • Exceeded target market share by +10%.

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  Saatchi & Saatchi

  • Account Manager

    • Jun 1995 - Jul 1996

    Accounts: NZ Breweries, Air New Zealand, Firestone.• Assisting with the development of strategic positioning plans with clients. • Developing and coordinating promotions for both trade and consumer markets. • Initiating and coordinating research projects on behalf of clients. • Identifying new business opportunities and pitch preparation. • Processing of job cost reports, monthly billing, and accountable for client budgets.

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  Sheffield

  • Consultant

    • 1993 - 1996

    Founded in 1961, as New Zealand's first organisational psychology and executive recruitment business, New Zealand owned, with networks and expertise both nationally and globally. • Recruitment including delivering, analyzing and debriefing psychometric assessments.• Search assignment – including secondment to Auckland office to assist on international search projects.• Organisational climate surveys and assisting with ongoing project management and delivery to achieve the desired changes.• Remuneration advice and role definition.• Advice to clients on outplacement, career development, succession planning and performance management.