About me
I’m a qualified Senior Change Manager, business transformation and communications specialist with extensive experience working on large scale and complex change and transformation projects.
These projects have been delivered across a wide range of industry sectors, including telecommunications, financial services, health care, utilities, civil engineering and infrastructure.
I returned home permanently to Newcastle in early 2016 with a real desire to assist and support local and regional businesses.
My mantra? Less is more and don’t over complicate it – even when it’s complicated!
Can I help you?
Yes. If you want straightforward and practical advice and assistance from a highly experienced consultant practitioner to assist your organisation to successfully transition to new ways of working.
Clients
Commonwealth Bank
Senior Change Manager: Risk Transformation Projects
Responsible for managing Anti-Money Laundering /Counter Terrorism Financing (AML/CTF) compliance changes across the Business and Private Banking Divisions of the Commonwealth Bank. Encompassing people, process, system technology changes. Requiring extensive stakeholder engagement, training and communications for over 3,600 staff.
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SingTel Optus
Change Communications Manager
Led and implemented the employee engagement and change communications program for the SingTel Optus corporate relocation project —relocating 6,000 staff from nine separate sites into one purpose built campus at Macquarie Park.
Managed the internal change communications for Optus’ Corporate Transformation program, impacting 11,000 staff Australia wide.
Downer EDI
Business Transformation Change Manager
Responsible for the Change management of the labour time capture component of this ERP and cultural change program across the Infrastructure Services and Engineering, Construction & Maintenance Businesses of Downer EDI, comprising approximately 8,600 geographically dispersed employees.
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NSW Government
Stakeholder Engagement
Lead Change Manager
Program Stakeholder Engagement Lead: State wide Rostering Program, Corporate IT Programs, NSW Health. Develop and manage Stakeholder Engagement for the roll-out of new standardised rostering software to replace multiple legacy systems. Incorporates 140,000 staff, 18 Local Health Districts, 12 Health Agencies and Ministry of Health Executive.
Change manager: Developed and led the change program for the largest Health project in NSW history, the $1.07b Royal North Shore Hospital Redevelopment, involving over 4000 staff, 200 departments and 124 services.
Leighton Contractors
Program Change Manager
Program Change Manager: Group Procurement & Supply Chain – Business Transformation- Leighton Contractors
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NAB
Change and Communications Manager
Developed and delivered the change management and communications component of the National Consumer Credit Protection (NCCP) program at NAB Broker.
Visit websitePackages
KVB provide services in four main categories. Each can be delivered stand alone or as a comprehensive ‘end to end’ package change or transformation package.
Assess
The fundamental starting point for successful change. This is where we get the basics right to understand where you are now and what needs to be achieved.
Background and Vision
Identify the business/organisational drivers and the value propositions for the proposed changes.
Know what results and benefits need to be achieved in what timeframe.
Understand priorities and opportunities, key risks and challenges.
Project Scope
Produce and document a Project scope statement that defines the boundaries of the project or transformation program.
Agree any constraints and/or assumptions and key success factors that need to be incorporated.
Current state / future state
What are moving from; current state to future state?
Map the current and future business processes.
What are the change impacts? For who and how much are they impacted?
Plan
The planning phase is critical. Of course you’ve heard it - ‘fail to plan, plan to fail’ - It’s true. Successful well executed change/transformation needs plans, both strategic and detailed.
Overarching strategy and plan
Develop the overarching strategic approach to achieving the business vision and benefits.
How are we getting to where we want to be?
Detailed schedule
Define and itemise all the change management activities that need to occur to make the change /transformation happen. Allocate resources, responsibilities and timelines.
Communications and Training Plans
Communications and Training Plans Based on the strategy, and current/future state assessment, develop detailed plans for communicating, engaging with and (if required) training or educating those impacted by the changes.
Deliver
This is where the rubber hits the road and plans become actions. The strategy and planning are done and signed off. Now we make it happen.
Communications and Training
Deliver the communications, engage with the stakeholders, deliver the training – as agreed in the detailed plans
Assess Readiness
Is the business/organisation ready to implement the new changes? Is there enough knowledge and understanding. Does everyone know what they have to do differently, as well as how and when?
New ways of working
The change has been made. The new people, systems, processes or technology are in place.
Support plans are in action
Embed
Once the new changes have been delivered you want to make sure they have been adopted and are working well: that the results and benefits sought are being achieved: and if there is any need for further reinforcement and support.
Measure success
Measure the success of the changes against the agreed success criteria developed during the planning phase.
Reinforce and support
Based on the success measurements, identify any aspects of the change/transformation that may require further or additional support, communication, training or other work to meet the goal.
Benefits realisation
Reassess the business drivers, vision and goals for the project/program?
Did the business achieve the benefits targets identified?
