Selected Experience

Stockland: Company wide change for 1900+ people

Stockland, an ASX50 property group with $30B+ in assets and 1,900 staff, faced an urgent compliance issue with its Time and Attendance systems — serious enough to require disclosure to Fair Work Australia.

The immediate need was a functioning interim solution, fast. Within three weeks, a time-recording application was live for 840 employees across multiple Awards and Agreements. The longer-term programme then replaced legacy systems entirely with UKG Dimensions, standardising leave management across the business.

The work involved close coordination across HR, Payroll, L&D and external legal advisers to enable change management, training and communications to run parallel throughout. Brought back on schedule and resolved without further regulatory escalation.

Elders: Change Management and Service Design across the enterprise

Elders needed to modernise a 30+ year-old ERP system across a national agribusiness operation — a programme complicated by organisational scale, historical leadership changes, and a near-complete absence of internal change capability.

Working across the service design phase, I worked with my client team to introduce the fundamental understanding of change management across Retail, Finance and Farm Management, mapping 300+ change impacts across 10 value streams and surfacing 25+ critical transformation decisions for the Steering Committee. Alongside delivery, I built change capability directly within the Business Improvement team — so the organisation could sustain momentum after the engagement ended.

The work ran in parallel with a broader strategic recovery. What was framed as a technology programme was, underneath, a coherence problem that had accumulated over years. Getting the change right mattered.

CQUniversity: Change and Program Delivery for Digital Services

CQUniversity engaged me across multiple projects within IT and Digital Services — several of which were whole-of-institution in scale, affecting 300+ staff and running simultaneously across campuses.

The engagement combined project-level change management with deliberate capability building: tailored change coaching for the ITDS operational team, online development sessions for 300 staff, and separate sessions for C-Suite and Head of Academia level leaders. I also built out advisory support and tools for the university's internal change network — so the capability outlasted the contract.

Projects have included Data Loss Prevention, Course Approvals Process redesign, and the Campus of the Future initiative. Recently contributed to the Retention Equity Program and now leading the Staff Knowledge, Communication and Engagement Platforms Program.

Previous Executive Team experience

National telecommunications infrastructure and engineering provider