Programs & Projects

The program purpose was to establish a new commercially viable Government owned clean energy generation company, to enable lower wholesale electricity prices and support the transition towards renewable energy in Queensland.
I was the first consultant engaged by Queensland Treasury. I provided end-to-end program management services. This included establishing the program, including the development and implementation oversight of the blueprint, roadmap, implementation plan, governance framework, benefits realisation plan, assurance planning, transition plan and more.

Following the merger of Suncorp and Vero, the organisation transitioned from a state-based to centralised model of two states (Sydney & Brisbane).
This involved the redundancy of three state-based offices (Melbourne, Adelaide & Perth) and implementation of 15 projects to streamline systems and business processes.
I provided end-to-end organisational change management services during this large transition

In recognition of the need to try a different approach to tackling challenging social issues, the government decided to pilot three Social Benefit Bonds. Bonds are the most complex form social impact investment.
Working with the Director, I mobilised the pilot program and established the program management office (PMO). I developed and led the program plan, schedule, budget and governance framework.
My role was to also oversee the organisational change management strategy, program blueprint, significant procurement plan, data modelling and data analytics framework.

I supported Virgin Australia to develop the strategy and implement a new people (human resources) operating model across the Virgin Australia Group.
In addition to this work, I undertook a group wide assessment of their change management maturity and developed a roadmap to build future capability in the short, medium and long term.

All along the SEQ rail network, there are state government owned land that is under-utilised.
The program was established to develop a 40-year plan outlining how we can attract and enable private sector investment to develop these opportunities.
I provided end-to-end program management expertise during the mobilisation of the program.

The Queensland child protection reforms commenced in response to the Queensland Child Protection Commission of Inquiry Report. The Department of Communities, Child Safety and Disability Services (DCCSDS) took a lead role in progressing several the recommendations.
I provided specialist portfolio advisory services to prioritise investment decisions. This included the use of a portfolio prioritisation framework to assess over 40 potential projects.
Following the prioritisation, I also provided support with program management activities.

We undertook an enterprise wide redesign and restructure, based on agreed principles and outcomes.
Like functions were brought together, duplication was reduced and divisions were integrated to reduce layers / hierarchy.

We designed a purpose built hybrid working new head office and relocated to this fantastic space.
As part of this program, we implemented many new ways of working focused on improved collaboration, paper-lite, clearer decision rights and agile ways of working.

Cardno’s growth strategy is centred around merger and acquisitions. To support this growth in a sustainable way, specialist support was required, working closely with the Australian and New Zealand Executive Leadership team.
I helped develop and implement a suite of tools to support their merger and acquisition activities. This included working with Australian and New Zealand leadership team on post-merger integration activities.

The West Moreton Hospital and Health Service faced numerous challenges in meeting its community’s current and future health care needs. The model of service delivery is not focused on improving the long-term health and wellbeing of the population, leading to increased prevalence of chronic disease.
I led the development of a service blueprint which outlined the future program of work. Taking a portfolio approach, over 150 potential projects were considered with 30 prioritised. A transformational program of work was then established focused around increased care in the home and through allied health.