Strategy, Transformation & Change

Professional Services

• Supported the Sunsuper Insurance Claims teams in their capability uplift.  Developed the strategic roadmap for transformation and worked with the business change team to develop, deploy and embed a competency and capability framework.  

• Supported Sunsuper to deliver a number of initiatives to prepare the business for significant Insurance Transformation, base process and merger changes.

• Supported the Sunsuper Optimisation Team with the delivery of a new customer engagement evaluation framework. 

• Worked with Azcende to develop thought leadership and tools to support global and local companies to identify and attain capability for future success.  This had a focus on business readiness related to Industry 4.0 challenges.  

• Managed, delivered and embedded a number of significant operational and system changes across the Suncorp business to enable a single view of customer. These initiatives were important in changing the customer mindset and culture in readiness for the more transformational customer engagement platform.

• Supported Suncorp as the Program Change Manager to prepare for a significant transformational business change and technology implementation integrating, linking and/or replacing up to 110+ systems used by customer interacting staff across 12 different Suncorp Group businesses with an end to end customer engagement platform.   

• Provided support to an Operational Technology transformation initiative during Aurizon’s Feasibility stages. This work is commercially confidential.

• Supported Aurizon through an operational change concerning a change to mode of operation in the CQCN.

• Supported QSuper’s Relationship Optimiser Program focussed on optimising the company’s’ relationship with members, external financial advisers and employers. Drafted QSuper’s Program Change Strategy, supported the business in the development and clarification of strategic benefits, and supported Project Managers in their change planning during initiative kick off.

• Provided business transformation support and guidance for the trial of ETCS technology at Aurizon

• Provided implementation management support in the closing stages of this critical member facing initiative. The role involved implementation planning and management, business analysis and change management. More details can be provided on request. 

• Led and managed this QSuper’s transformation, enabling the Advice Enquiry and Service Team (QInvest Contact Centre) for the QInvest business to meet and surpass all expected key performance indicators. Through a human centred design process, this predominantly process, and behavioural reform sought to create efficiencies within the business team and improve the customer experience.  After analysis and recognising the areas for improvement, 26 small-medium interconnected initiatives (process, behavioural and system) were implemented to achieve pleasing results and set a new level of excellence for the team and support functionality across the entire QInvest business.  In a short time, the results have been very good with improvements of up to 50% against some benchmarks.  Melissa is happy to discuss the benefits realised with you in person.

• Worked with QInvest to support the company through the change relating to the legislative changes to superannuation for 01 July 2013 and changes to the advice model.

• Supported Shape Consulting and led a team of Change Managers to make effective improvements to the change framework and toolkit and provided strategic direction for the change practice.

• Undertook a current state assessment of the Sinclair Knight Merz transformation activity for the global ERP program.

• Supported the Sinclair Knight Merz’s Program Executive to recruit a new Change Manager to continue with the implementation.

• Supported the Suncorp change and culture team through designing a change management toolkit and coaching structure.

• Drafted the change management strategy and plans supporting the integration of people practices and workplace arrangements at Suncorp. The Program had six streams (REM/IR, Payroll, Reporting and Special Projects, Performance Management, Careers, Organisational Capability) and included change, communication, training and user experience components, as well as a system component in the delivery of Our People Space Phase 2.  

• Program Change Manager for the Our People Space Program responsible for leading the successful delivery of the integrated HRMIS solution across all Suncorp and related businesses.   Our People Space replaced four existing human resource/payroll legacy systems and managed the outsourcing of human resource operational activities off shore in January 2010.  

• Worked as a part of a global SAP rollout and shared services reform with the pilot country Germany to: ensure the smooth transition of activities, resources and knowledge to the shared service centre in Budapest; facilitate the smooth implementation of the SAP financial and Human Resource suites and associated process changes; forge relationships between the German and Hungarian staff that would need to work together in the future based on mutual respect and appreciation; manage implementation training and communication efforts; successfully transfer knowledge to staff within the Avis Europe Headquarters. 

• Managed the transition and change of Allen and Overy (Magic Circle Law Firm) to 11 countries; working out of the London base, quickly established a remote relationship with key stakeholders in the various countries to ensure business readiness and acceptance.  

• Worked with the Head of Consulting and the UK Senior Management Team from KPMG Consulting and the Atos Origin executive to develop the future strategy and facilitate the people and business components of the merger.  Helped the team to the design, execute and communicate the strategic direction of the newly merged organisation.  

• 100-day implementation and re-branding plan for the superannuation business of Lend Lease Investment Services.

Energy and Utilities

• Provided Queensland Urban Utilities with short-term support to the development of a transformation framework driven by the need to restructure to ensure a long term and sustainable business model.

• Worked with the Energex and Ergon Energy Joint Workings Program supporting the Program and business subject matter experts as they deliver this significant change as well as six related projects.

• Provided PanAust with change management support and advice for several initiatives: initial stages of the eDRMS rollout (SharePoint) and transition support for subsequent rollouts across Brisbane, Laos and Chile; outsourcing the Information Solutions Service support to Data3# (Brisbane and Chile); MOE (Managed Operations) Upgrade in Australia and Vientiane; operational efficiency initiative/production management solutions – minimising production downtime and operational reporting in the mines in Laos; development of a business transition framework, standard and toolkit for IS Implementations.

• Provided subject matter expert advice to the risk services group within Deloitte to ensure that the mining environment of Freeports Indonesia had appropriate employee management and corresponding competency frameworks in place.

• Ran the initiation stage, gathering requirements, market scanning and vendor selection for Ergon Energy’s revamp of the process, people and systems relating to the trading and risk management activity.

• Worked as the Project Manager with the Ergon Energy Team to successfully implement the solution upgrade in a hostile environment and scoped, gathered the business requirements and undertook the project initiation for the Critical Reporting Project as well as managing the quick wins of Phase 1 of the same project.

• Worked with an internal client project team to develop the business case for change, the HR strategic direction and service delivery model, processes and organisation structures for the Department of Environment, Food, Rural and Agriculture’s future HR delivery model.   This was a very detailed business case with an emphasis on extensive consultation (including unions).  All HR processes, organisation structures and customer interactions were restructured as a part of establishing the business case. This allowed a swift implementation once the business case was approved. 

Education

• Program Change Manager responsible for ensuring that the organisation was ready for a number of separate yet integrated implementations throughout 2011 and supported the Program activity transition to the 65,000 strong businesses (EQ).  Line of business applications included: employee and manager self-service (Change Manager) [Aurion]; online Workplace Health and Safety Management (QA); online Teacher replacement and transfer solutions (QA); position/establishment management and administration (Change Manager) [Aurion].

• Supported the roll out of the Department of Education and Training’s end to end HR solution through the management of the integrated and efficient end to end HR processes, providing quality assurance to ensure that the processes not only reflected DET needs but also industry standards; drafted the Program documentation and managed the governance requirements.

• Advised the Department of Education (Training and the Arts) on their HR Business Model, focusing on business consultation and supporting the challenges of aligning HR processes and systems from two existing business units - Education Queensland and Training Queensland. 

Defence

• Program Coordinator for Department of Defence – Army Leadership Program.

• Weapons system process design for Department of Defence

• Co-ordinated and implemented the centralisation of the personnel services sector of the Commonwealth Public Service (Defence) throughout New South Wales, into a shared service centre using a bespoke HR system. Worked with the various HR business units in a consultative manner to redesign the HR structure in accordance with Corporate Services requirements and the corresponding processes.

• Gathered and documented the business requirements and processes for the outsourcing of the management of Defence accommodation and relocation services.

• Project team member responsible for establishing behavioural and attitudinal change across the Navy. 

• Helped implement the Navy’s “Good Working Relationships” Program that related to behaviour, equality, discrimination and harassment.   This involved design and facilitation of workshops and materials concentrating on a leadership curriculum as a means to effecting and accepting change.