Experience

Ekistica

• Australia
• 1 - 100 Employee

• Project Manager - Community Engagement

  • Apr 2022 - Present



MacDonnell Regional Council

• Government Administration
• 1 - 100 Employee

• MacYouth Team Leader - Papunya

  • Nov 2021 - Mar 2022

• MacYouth Youth Engagement Officer - Papunya

  • Aug 2021 - Nov 2021



UnitingCare Queensland

• Australia
• Non-profit Organizations
• 700 & Above Employee

• Change Management Consultant

  • Aug 2020 - Dec 2020

  UnitingCare’s 2030 vision and strategy is to become Australia’s most trusted and respected health and community services provider, by 2030. The Homecare Package Optimisation (HCP) Project was set up to support this, and focused on finding ways to utilise aged care clients’ HCP budgets to improve reach of services and profitability. As the HCP Optimisation change management consultant, I: • Delivered the stakeholder analysis, change strategy, change management plan and impact assessment to support the aged care growth and utilisation initiatives • Facilitated workshops with business representatives to define initiatives and KPIs to increase utilisation and growth • Delivered the initial round of changes including training in new and modified processes, roles and technologies • Developed a variety of communications to effectively engage stakeholders (including, but not limited to, steering committee, advisory boards, program sponsor, program office, impacted leaders and staff) Show less



Yurika

• Australia
• Utilities
• 100 - 200 Employee

• Platform for Growth Change Lead

  • Sep 2018 - Aug 2020

  The Platform for Growth (PFG) was a digital transformation program established to deliver a new, integrated, enterprise-wide solution to position Yurika for future growth. The program delivered significant change across the business, primarily through the introduction of a new Microsoft Dynamics 365 platform which provided digital capability to support future core focus areas. In addition, modified business processes and an organisational redesign were implemented to support the platform. As the change lead, I: · Worked with external consultants to understand the optimal future operating model and worked with the executive leadership team to deliver a revised organisational redesign to support this. · Effectively engaged a diverse stakeholder landscape to ensure they were informed and onboard with the proposed changes and aware of how they will be transitioned · Developed an implementation roadmap to present various components being rolled out including detailed timeframes and dependencies · Developed the program change strategy and detailed change, engagement and training plans to transition impacted staff to future state processes, technologies and roles. · Worked with technical teams (in Brisbane and offshore) using Agile methodology, to plan the required change, engagement and training activities · Facilitated workshops with the business to ensure business requirements were understood and would deliver on specified benefits and KPIs. This includes identifying any challenges and risks to implementation early, and working with key business representatives to manage expectations and negotiate outcomes in terms of delivery · Regularly reported to the executive sponsor and program steering committee on change management progress, decisions required, and escalation of risks and issues · Promoted the program and associated changes and benefits to key stakeholders to ensure they were engaged and onboard Show less



Childrens Heath Queensland

• Brisbane, Australia

• Change and Adoption Manager

  • Feb 2018 - Aug 2018

  The Smart Referrals Program involved the implementation of digital referrals capability to enable faster, streamlined management of referrals to and within all Queensland Public Hospitals. I worked with the Program team, Queensland hospital and health services and state-wide groups to ensure successful business readiness for implementation of the solution. As the change and adoption manager, I: · Initiated, influenced and maintained relationships with a diverse set of stakeholders across the state including hospitals, primary health networks, and GPs. This included marketing the benefits of the program to encourage engagement and local ownership. · Established an effective partnering model to support Hospitals and Health Services (HHS) in rolling out the required changes at a local level · Delivered a series of change management 'bootcamps' to upskill nominated HHS representatives in confidently delivering changes to staff at their respective location · Developed tailored engagement plans and communication collateral to onboard and keep a diverse set of critical stakeholders across the state engaged · Conducted regular implementation pulse checks, and provided ongoing change support and advice to hospital project teams · Promoted the program and associated changes and benefits to key stakeholders and impacted staff Show less



Energy Queensland

• Australia
• Utilities
• 700 & Above Employee

• Change Manager

  • Dec 2016 - Jul 2017

  The Power of Choice (PoC) project aimed to adapt EQL’s existing business processes, systems and organisational structure in response to reforms in the National Electricity Market. These reforms were designed to provide consumers with a greater variety of options regarding their electricity use. As a Change Manager, I: • Successfully executed a detailed internal and external stakeholder analysis – this included the identification and classification of 35+ stakeholder groups as well as defining a high-level engagement approach for each. • Developed a detailed change management plan for 5 highly impacted groups across both the Energex and Ergon businesses – 500+ staff across a large number of locations throughout Queensland. • Effectively managed and communicated significant changes to leaders and staff who were in the midst of a merger. • Worked with key business stakeholders to develop a tailored engagement approach that supported regular sharing of information and ownership of proposed changes, taking into consideration lessons learnt from previous projects. • Employed a broad range of engagement methods and tools to ensure impacted leaders and staff in both central and remote geographical locations were kept informed and onboard. • Worked with business subject matter experts to successfully complete detailed change impact analyses for each group at a role level. This included the development of appropriate mitigations for defined impacts. • Facilitated business process redesign workshops. This entailed a high degree of complexity as it involved stakeholders from both businesses whose existing processes were not aligned. Show less



Energex

• Australia
• Utilities
• 700 & Above Employee

• Change Manager

  • Sep 2015 - Aug 2016

  Energex's Barcoding Project included the introduction of new Barcoding Technology (software and handheld devices) to automate warehousing process across 22 Energex warehouses and depots. As the Change Manager, I:• Successfully transitioned 70+ staff across multiple locations, from paper based manual processes to using a fully automated solution. • Successfully executed the change management plan including stakeholder analysis, change impact assessments, training and communications within very tight timeframes. • Implemented effective change management strategies to successfully deal with change resistant staff hesitant to embrace the new technology. • Supported the business analyst in facilitation of process workshops and development of current and future state process design.• Understood, in detail, changes to existing processes to conduct change impact assessments for affected roles within the Supply Group.• Identified training requirements, developed training modules, and coordinated delivery of the training plan.• Developed post deployment support model to ensure ongoing support for impacted staff once the technology was implemented. Show less

• Change Manager

  • Sep 2015 - Mar 2016

  The objective of the Capital Investment Planning Approvals Review (CIPAR) was to improve the flow of work from Planning into Design and Delivery and re-design an organisational structure to support this. As the Change Manager, I:• Facilitated a series of workshops with key stakeholders and experts across the Planning, Design and Delivery business groups to identify current issues and potential improvement opportunities.• Engaged with stakeholders across 12 groups within asset management to understand and document the current state planning approvals process (including all interactions and handoffs across groups) for all work in the Program. • Identified current issues creating bottlenecks within asset management and potential areas for improving the flow of work. • Collated and presented key findings along with a series of options and recommendations to the CIPAR Steering Committee for endorsement. Show less



Energex

• Australia
• Utilities
• 700 & Above Employee

• Senior Process & Change Analyst

  • Aug 2014 - Jul 2015

  The Alternative Services Control (ACS) Project was established to mitigate the risk of under-recovery of costs and maximise the profit for Unregulated Services. The key objective was to ensure a commercial focus was applied to these services to maintain a cost competitive advantage. As the Senior Process & Change Analyst, I: • Facilitated the development and implementation of an end-to-end process and system solution to support the reclassification of 48 Type 6 metering services as ACS. This included managing impacts across multiple systems, as well as more than 400 staff across 10 workgroups in the business. • Documented existing processes for Meter Provision, Installation, Maintenance, Reading and Data Services in line with the BPMN methodology • Led a series of focus groups with key subject matter experts (SMEs) in the business to develop a detailed design for managing Type 6 metering as ACS. • Worked closely with department managers to determine detailed impacts of process and system changes on their staff. • Developed a detailed training/deployment plan to transition staff in impacted workgroups to new systems and processes. • Developed individual detailed training and deployment packages and delivered training to department managers and coordinators. • Coached and supported department managers to ensure training was effectively cascaded to staff. • Successfully encouraged the business to take ownership of the changes to ensure ACS is embedded as a function within the business. • Effectively worked with the project team and business to deliver revised solutions in tight timeframes, based on AER feedback, including input from Executive Management and Steering Committee presentations. • Developed deployment support material to ensure changes were understood. Show less



Energex

• Australia
• Utilities
• 700 & Above Employee

• Change Manager

  • Aug 2011 - Mar 2013

  The FFA Upgrade Program was a complex upgrade of ENERGEX’s Service Suite solution including an upgrade of software, replacement of hardware (field Toughbooks), and implementation of an operational reporting solution. As the Change Manager, I: • Successfully executed the Change Management Plan within scope, time and budget in a challenging environment. • Developed the Program Change Management Strategy and an actionable Change Management Plan to effectively manage impacts to 850 field and office based users. • Executed a detailed stakeholder analysis to identify the primary stakeholders impacted by the Program for input into the Stakeholder Engagement Plan. • Worked closely with project team members to understand planned system changes and what impacts they would have on the business, on staff and on external industry players. • Developed and executed the Program’s Communication Plan including regular e-mail/ intranet updates, business-wide program awareness sessions, hub briefings, and stakeholder / impacted leader forums. • Developed individual transition plans for impacted workgroups. Executed a thorough training needs assessment and corresponding development of training plans. Managed the development of training modules and the scheduling and coordination of training delivery to both field and office based staff. • Executed business readiness assessments prior to deployment, including follow up activities to address any outstanding issues or gaps. • Liaised effectively with union representatives to ensure any issues preventing deployment were addressed in a timely and effective manner. • Developed post deployment support plans and coordinated post deployment support for both field and office based staff. • Developed additional fact sheets and other post deployment support material to ensure new processes were understood and adhered to. Show less



Energex

• Australia
• Utilities
• 700 & Above Employee

• Change Manager

  • Feb 2011 - Jun 2011

  • Delivered a successful change management program to the Planning and Design Workgroups across ENERGEX - 200 staff across 8 locations over a 3-month deployment. • Worked with key business stakeholders to develop understanding and ownership of proposed changes. • Engaged key stakeholders at all levels to manage the significant cultural shift in the way in which all new projects were to be estimated and designed.• Provided post deployment support including regular onsite checkpoint sessions with hub and workgroup managers. These meetings provided an ongoing assessment of deployment progress as well as highlighting additional support requirements• Arranged additional post deployment support for the Planning and Design Workgroups. This was documented and communicated on a weekly basis and highlighted ongoing process, systems and estimation support.• Delivered interface sessions and process walkthrough sessions with SMEs and impacted leaders at each hub to ensure revised processes were understood, policies complied with, and all parties understood key responsibilities and outputs.• Ongoing communication of process changes (through e-mails and fact sheets) with affected workgroups to ensure compliance to process.• Identification and escalation of post deployment issues for review by the executive team. Show less

• Training and Change Consultant

  • Oct 2010 - Jan 2011

  • Developed training requirements matrix for Projects and Works Planning Staff based on an assessment of process and system change impacts. • Applied detailed understanding of Projects and Works Planning processes to develop introductory online training courses to be delivered as a pre-requisite to role specific training.• Designed, developed and facilitated full day Project Management training course for approximately 100 Projects and Works Planning staff. • Identified areas/individuals requiring additional support during deployment for follow up with relevant change management staff. Show less



Energex

• Australia
• Utilities
• 700 & Above Employee

• Process Specialist

  • Oct 2009 - Jun 2010

  • Led workshops with business SMEs to understand current business processes and systems.• Developed comprehensive and accurate documentation for “current state” processes. • Developed “future state” E2E business process architecture for Projects and Works Management in line with the BPMN methodology. Worked within the project team to identify business impacts as a result of the revised processes.• Educated change management staff in the revised processes, to ensure effective change management. • Developed and managed a project plan for process development including managing various individuals across different departments to achieve set deliverables within timeframes agreed with the project manager.• Executed P3M3 Assessment across the Projects and Works Management group to understand current level of maturity in effective project management. Show less

• Business Analyst

  • Apr 2009 - Sep 2009

  • Developed and managed an actionable implementation plan to coordinate the design and estimation stream in achieving set milestones and effectively transitioning and embedding initiatives into the business.• Baseline analysis of Design and Estimation key performance indicators to enable future measurement of project benefits. • Collated key findings in various steering committee packs for presentation to the Executive Management Team.• Supported all members of the team where required, in collating information, preparing documentation and process development. Show less



Accenture

• Ireland
• Business Consulting and Services
• 700 & Above Employee

• Analyst

  • Feb 2007 - Mar 2009

  Working as an analyst on a range of large scale business improvement projects across Queensland and Victorian electricity distributors, I was accountable for: • Leading workshops with business subject matter experts to understand current and future state processes and systems based on business requirements • Developing comprehensive and accurate documentation for current and future state design • Supporting program leads in delivering key deliverables on time and to a high quality Working as an analyst on a range of large scale business improvement projects across Queensland and Victorian electricity distributors, I was accountable for: • Leading workshops with business subject matter experts to understand current and future state processes and systems based on business requirements • Developing comprehensive and accurate documentation for current and future state design • Supporting program leads in delivering key deliverables on time and to a high quality