|
Business Process Re-engineering:
|
|
Cathay Pacific
|
Development of 12 high-level processes to expedite the IT Department’s accurate and timely response to identified business needs throughout the airline.
|
|
IBM Singapore
|
Re-engineering of the order processing and fulfillment and credit collection processes to support the implementation of SAP.
|
|
RGC Limited.
|
Advice on the restructuring and merger of the company with Westralian Mineral Sands.
|
|
Boral Limited
|
Conducted an organisational competency profile for the Timber Division, identifying new business opportunities and group synergies, defining issues impeding business performance.
|
|
Goodman Fielder
|
Program Executive providing high-level advice on business re-engineering and change management during a major SAP ERP implementation.
|
|
|
Development and Implementation of HC Strategies and Plans:
|
|
Insurance Australia Group
|
Development of the Board paper on the HC strategy, structure and procedures needed to support the international expansion of the company.
|
|
PowerTel Limited
|
Production and implementation of the HC strategy and annual HC plans to support business strategies in a major public company start-up over a three-year period.
|
|
Computer Science Corporation
|
Design and development of the HC strategies and plans in support of its attempt to win the bids for the outsource of Westpac IT and of IT support for Centrelink.
|
| Boral Building Products |
Production and implementation of the HC strategy and annual HC plans to support business strategies over a two-year period.
|
| Morgan & Banks Limited |
Established new internal recruitment business unit in conjunction with an international healthcare company. |
|
|
Review of HC Policies and Audit of HC Procedures:
|
|
OneSteel
|
Review of the HC policies with appropriate recommendations as a result of the loss of relationship with BHP.
|
|
Employment National
|
Conduct of the national HC audit of policies and procedures, with appropriate recommendations.
|
|
BMC Software
(Australia) Pty Ltd
|
Review of recruitment procedures and documentation.
|
|
|
Leadership Development and Support:
|
| Westpac Co-Op Education Program |
Sourced learning and development providers to deliver programs suitable to meet the needs of the top 250 executives.
|
| Roche Products Leadership Development Program 1998 – 2002 |
Designed and delivered leadership development programs and coordinated the supply by graduate management schools of other appropriate development initiatives for all levels of management.
|
|
Rothmans
|
Worked with managers and supervisors to assist them in the management of the impact and the delivery of the organisational change resulting from the SAP implementation.
|
| Unilever |
Training and development responsibility for management and professionals, from TNA through to design delivery and sourcing of suitable program providers; evaluation of the impact of the L&D initiatives.
|
| AMP Customer Service |
Conduct of a structured coaching program for middle and senior management of the business.
|
|
Zurich Financial Services
|
Designed and developed the leadership and development strategy, particularly around the cultural change program initiated from the Enterprise Agreement and the changes in organisational strategy (1995 – 2000).
|
| Boral Limited |
Development and conduct nationally of middle and senior management development courses for all managers within a group of over 6,500 both in Australia and New Zealand. |
|
Change and Transition Management:
|
| Rothmans |
Wrote the strategy for and most of the actual communications to employees around the Asia Pacific SAP implementation.
|
|
Johnson & Johnson Medical
|
Wrote the strategy for and most of the actual communications to employees around the JD Edwards implementation including writing most of the copy and acting as editor for the monthly newsletters.
|
| Franklins |
Conducted the change readiness assessment and wrote the people-management strategy for a major organisational restructure which accompanied an ERP implementation.
|
| IBM Japan, Singapore, Malaysia |
Change readiness assessment and subsequent strategies for the implementation and process reengineering brought about by SAP implementation.
|
| Computer Science Corporation |
Management of HC transition for Australia, within an Asia/Pacific framework, for the Nortel Networks Global IT Outsource and support for the HC aspects of the acquisition of BHP IT. |
|
|
Acquisition and Implementation of Human Resource Systems:
|
| Zurich Insurance |
Conduct of workshops to plan the development and introduction of new HR products for national distribution.
|
| Westfield Holdings |
Needs analysis, identification and acquisition of an executive HR management information system.
|
| PowerTel Limited |
Development and management of the tender to purchase a complete HR/Payroll system. |
|
|
Learning and Development:
|
| P&O Stevedoring (Conaust Ltd) |
Established the HR function, including Learning and Development (L&D) and mentored/coached personnel at all levels of HR and L&D.
|
| Monash Mt. Eliza Business School |
Lecturing in human resource management in China on behalf of the Business School.
|
| Boral Limited |
Development and conduct nationally of middle and senior management development courses for all managers within a group of over 6,500 both in Australia and New Zealand.
|
| PowerTel Limited |
From initial Training Needs Analysis, developed L&D strategy covering all levels of the company, from executive team development in leadership and management to new graduate development programs in a very technical environment.
|
| Australian Defence Force Academy |
Visiting lecturer in leadership and management. |
| ICI Pakistan |
Developed the Training and Development system for ICI Pakistan on behalf of IBM UK during the start-up of a major petrochemical plant. Assignment won IBM’s 4th Quarter worldwide consulting award. |
|
Development of Performance Management Systems:
|
| Property Council of Australia |
Design and redevelopment of the national Performance Management System.
|
| PowerTel Limited |
Design, development and implementation of the Performance Management System.
|
| Boral Limited |
Development and implementation of the Performance Management System for the major group of Boral Limited.
|
| P&O Stevedoring (Conaust Ltd) |
Development and implementation of a comprehensive job evaluation, job grading and performance management program for all non-award employees. |
|
Project Management:
|
| Zurich Financial Services Australia |
Program Director for Project Armani; the migration of the ZFSA Investment Management outsource from Zurich Scudder to Deutsche Asset Management. Managed 12 workstreams (approximately 60 people) and a budget in excess of $2.5 million.
|
| CitiGroup |
Program Director for Accelerated Sales Plan Enabling Program in the Annuities business unit. This involved 5 projects covering sales and sales management processes, Web portal development, remuneration plan, configuration and customisation of ASP-delivered sales activity tracking system, including the development of 2 products.
|
| Zurich Financial Services Australia |
Project Management for several internal projects involving the development of Product Strategy, Product Management Process Design, Legacy Product Strategy and some Investment products. Engaged as the Process Expert in “The Change Program”, a complete enterprise transformation. Initiated and led the “Tools & Templates” project to establish a standard toolset for all Change Program work. |
