“Entering the final year of a 3-year program with budget and schedule overruns, disputed scope, and business and ICT stakeholders who couldn’t agree on priorities.”

• Conducted a full program review — scope, budget, schedule, deliverables, and capability
• Stepped in as Product Owner on key projects to drive clarity between business and ICT
• Rationalised priorities, improved sprint planning and UAT disciplines
• Additional product innovation – including Digital Proof of Identity – funded from cost savings

“A government organisation relying on consumer product revenue to fund 60–70% of its operations. Revenue had been flat or declining for several years. The goal: return the portfolio to 10–15% annual growth.”

• Built a detailed revenue map across Google Analytics, POS, and financial systems spanning 3–5 years
• Developed a product portfolio roadmap and ran a program of commercial trials
• Introduced a revised pricing strategy, new product lines and a pricing packages and promotions
• Expanded revenue generating capacity through staff mentoring, processes improvements and targeted capacity expansion

“A $17M international education partnership facing capacity constraints and regulatory change — with executives and business-line managers holding differing views on priorities and approach.”

• Used my position as external consultant to cut through the internal deadlock without taking sides
• Identified operational quick wins implementable immediately — giving both sides early momentum
• Developed a 3-year plan incorporating both operational improvements and the longer-term strategic agenda
• Defined priorities and timelines to drive execution

“Australian Higher Education Institution had been approached by a private-equity backed, international education provider about a significant joint venture across Asia. The opportunity was significant, sensitive, and required a board-ready business case built from scratch.”

• Led the strategic analysis and development of the joint venture proposal
• Conducted market analysis and worked closely with stakeholders across finance, legal, operations and academic portfolios to develop commercial assessment of the opportunity
• Prepared executive-level materials to support consideration by the governing committee

“A global financial services organisation with very tight timelines to implement Australia’s new privacy laws. The program operated under strict legislative deadlines, involved multiple business areas and channels, and required careful coordination across legal, risk, compliance and operational stakeholders.”

• Developed a risk-based delivery framework to support implementation of the regulatory changes
• Led review and assessment of all affected collateral across the business
• Negotiated changes and secured approvals across business, compliance and legal stakeholders
• Supported implementation and delivery across the broader program

“ A large government department with a complex multi-billion-dollar ICT portfolio was seeking to strengthen governance, improve oversight and address longstanding audit and stakeholder concerns regarding technology decision-making and investment prioritisation. The environment involved multiple business units, competing operational demands and a need to balance governance, flexibility and architectural consistency across the broader portfolio.”

• Undertook extensive stakeholder engagement across executive and operational areas to understand governance concerns, delivery challenges and business requirements
• Developed an ICT governance framework designed to strengthen oversight, clarify decision-making and address outstanding audit recommendations
• Worked with the architecture team to support improvements to architecture governance and align key governance processes
• Facilitated agreement across business and ICT stakeholders on proposed governance structures and approval processes
• Supported the establishment and transition of the new governance approach into the business

“ A government business unit operating under significant budget pressure required greater visibility into its operational activities, cost drivers and service delivery model. The task: develop an activity-based costing model across 11 operational areas and identify opportunities for operational and efficiency improvements.”

• Undertook an initial desk-based review of operational processes and activities to build understanding of the operating environment and key stakeholders
• Conducted staff interviews across 11 operational areas to develop a detailed view of operational processes, activities and service delivery
• Developed an activity-based costing and operational analysis model to identify key cost drivers, process inefficiencies and operational dependencies
• Produced an operating model and analysis report designed to support executive decision-making and future operational improvement initiatives

“A fast-growing non-profit organisation managing multiple sites and approximately $12M in revenue. Strong operational momentum — but corporate governance processes had not kept pace with the organisation’s scale.”;

• Reviewed core legislative obligations and the organisation’s rules of association — mapping compliance requirements against current practice to identify gaps and prioritise remediation
• Developed a legislative compliance matrix providing clear visibility of obligations and accountability across the leadership team
• Worked with senior leadership to develop a structured governance workplan
• Implemented practical governance improvements to support organisational maturity and sustainable growth

“ A small but vital community centre supporting a regional Victorian community with complex social and economic needs. While the organisation had a range of successful initiatives underway, leadership wanted a more cohesive strategic framework to align priorities, clarify long-term direction and support practical implementation over the next three years.”

• Worked closely with the management committee and centre management to understand the organisation’s activities, funding environment, community priorities and long-term aspirations
• Conducted a community needs assessment drawing on census data, stakeholder input and local insights to identify key focus areas including youth engagement, ageing residents, employment and social connection
• Facilitated the development of four strategic focus areas — translating broad community priorities into a practical and actionable strategic framework
• Developed a detailed 2026 Action Plan with measurable initiatives and implementation priorities aligned to available funding and organisational capacity
• Integrated successful new and existing initiatives into the broader strategic and operational planning framework

“A newly appointed Executive needed a clear picture of how their organisation was performing — quickly — and a structured framework to manage and improve it going forward. A major ICT upgrade was also underway with no baseline in place to measure its benefits.”

• Worked with the incoming Executive and leadership team to scope a balanced scorecard and management reporting framework across four functional areas — operations, ICT, corporate services and policy
• Met with managers across each area to map key business drivers and design measurement processes and methodologies tailored to each function
• Developed customer service surveys to establish baseline service levels and create a foundation for ongoing experience measurement
• Liaised with benefits management consultants on the ICT program to baseline the organisation’s starting position — enabling credible benefits tracking rather than retrospective claims

“ A major bank needed to revise its consumer contracts to meet new regulatory standards. With a high volume of documents to update and a hard deadline, the challenge was to get the changes implemented fast, keep the regulators happy, and ensure the business units had the tools to maintain these standards themselves once the project wrapped up.”

• Engaged stakeholders across the bank’s consumer and other businesses to identify impacted areas and gain an understanding of regulatory exposure across product areas
• Led analysis of legislative requirements and legal advice to prioritise implementation — focusing on highest-risk, highest-volume product areas first
• Built and led a project team of six — reviewing documents, agreeing changes with business stakeholders and coordinating implementation
• Chaired a cross-functional working group responsible for developing the response and troubleshooting implementation issues as they arose
• Developed tools, guidelines and assessment frameworks to enable business units to manage ongoing compliance independently — reducing dependence on a central project team