[ { "role": "Business Performance Principal, Channel Ops & Experience Group", "company": "Telstra Corp (Consumer & Small Business)", "endYear": "2021", "endMonth": "4", "location": "Melbourne, VIC", "startYear": "2020", "startMonth": "6", "currentRole": false, "description": "Contact Volume Reduction (CVR) Program Performance Management (June 2020 to April 2021)\n•\tIn supporting Telstra in achieving its T22 and omni-channel strategy, I was responsible for driving our CVR Program performance outcomes to achieve aggressive targets (eliminating ~20% customer demand this FY).\n•\tDefined and gained stakeholder agreement to our CVR Program Governance Approach, Reporting Framework, and Cadence (9 Product Owners across 5 distinct areas of the business).\n•\tCreated and presented a monthly program report and update to the Channel Executives (DIRs / Exec DIRs for Contact Centres, Digital, and Channel Ops).\n\nMobile Swap/Lease Business Performance Improvement Initiative (Feb - May 2020)\n•\tSelected by channel executives to drive cross-team engagement, collaboration and mitigations for what was deemed to be the most significant issue and risk to the business at the time \n•\tInvolved stepping into a complex space to drive collaboration and alignment across the various teams, each working on various “pieces of the puzzle” to solve this critical business issue.\n•\tIdentified, enabled and coordinated the necessary cross-team engagement involving teams and areas of the organisation such as the Swap Lease specialised mission team in Customer Experience - Customer Value Management (CVM), various Product Owners, Reverse Logistics team, Credits Mission team, Store Experience Simplified Mission team, and anywhere else where similar or related work was happening. " }, { "role": "Channel Ops Group Performance Lead", "company": "Telstra (Consumer & Small Business)", "endYear": "2020", "endMonth": "1", "location": "Melbourne, VIC", "startYear": "2019", "startMonth": " 7", "currentRole": false, "description": "•\tDirectly supported the Executive Director with the group’s annual and quarterly business planning and performance cycles, responsible for leading and coordinating the new agile business planning cycle across our group of ~15 Product Owners (GMs) and their teams.\n•\tPrepared the Executive Group Lead and the supporting materials for our annual and quarterly group and cross-group “Market Place” sessions, including co-writing the group’s Game Plan (outlining our objectives, key results/targets, scope prioritisation, dependencies, and resource allocations into mission teams). Received feedback that our group’s Game Plan was the highest quality submitted.\n•\tResponsible for resource headcount tracking and allocation management for the Channel Ops Group, COEs, and Channel Experience Chapter (~270 FTE). Also supported the Exec Director, working with HR, in managing our headcount and scope through multiple rounds of reorganisations and associated redundancies.\n•\tCoordinated quarterly resource requests for the Channel Ops Mission Teams (~15 teams, and ~115 FTE) into all Chapter Areas in the org, as well as managed and negotiated all resource demand requests from across the org into our Channel Experience Chapter Area (~150 FTE, with resource requests exceeding availability)." }, { "role": "Head of Connected Channel Strategy; GM Strategic Planning & Business Architecture", "company": "Telstra (Consumer & Small Business)", "endYear": "2019", "endMonth": "6", "location": "Melbourne, VIC", "startYear": "2015", "startMonth": "6", "currentRole": false, "description": "•\tOwned defining and driving the Connected Channels Strategy & Roadmap across all Consumers’ channels (contact centre, digital and retail)\n•\tEstablished and led Consumers’ Strategic Planning & Business Architecture function\n•\tCreated the Business Capability Framework to assess the Consumer business unit’s capability maturity, identify critical business capability gaps, and prioritise the capital investments based on the Consumer strategy / objectives and the projects’ financials.\n•\tLed team of six Business Architects in reviewing and prioritising all of Consumers’ requests for capital investment, including “Fitter and Faster” productivity initiatives. \nResults Achieved:\no\tEnabled Consumer Business Unit to effectively evaluate hundreds of projects (initially exceeding $400M in capital requests) to identify the priority initiatives.\no\tAdvised Executive Leadership Team on recommended program roadmap (projects, timing and sequencing) to maximise ~$100-120M annual CAPEX\no\tEvolved the capital planning process from a bottom-up to a top-down process driven by strategy and capability needs.\no\tImproved the maturity, efficiency and effectiveness of the strategic planning and capital governance and utilisation\n" }, { "role": "Senior Manager", "company": "Accenture (USA & Australia)", "endYear": "2015", "endMonth": "6", "location": "USA and Australia", "startYear": "1998", "startMonth": "10", "currentRole": false, "description": "Extensive service strategy, business capability enablement & business transformation experience at this top 5 management consultancy, including working on large-scale and smaller business transformations across 6 different industries (telecom, energy & gas, health, government, financial services, and media / entertainment, and not-for-profit).\n•\tProvided clients with strategic and pragmatic advice, including specific recommended actions to design new customer-centric strategies and/or improve the performance of their customer service operations. Key skills / capabilities include: \n•\tTalent Management, Engagement & Leadership\n•\tLarge Scale Business/IT Transformation Programs (Business Enablement Lead)\n•\tCustomer Service Performance Assessment, Improvement & Roadmaps\n•\tBusiness Architecture, Service Model Design & Enablement\n•\tClient Stakeholder Engagement & Trust\n•\tChange Management, Business Readiness & Adoption\n•\tBusiness Development & Sales\n•\tCustomer Centric Service Strategy\n•\tCustomer Research, Insights & Segmentation.\n\nAlso served as the contact centre channel SME for service, business operations & performance improvement for Australia / New Zealand. Achieved the following results for two recent clients:\no\tIdentified operational issues to reduce unnecessary channel demand by 10%.\no\tIdentified improvements to increase channel productivity/capacity by 17%.\n•\tResponsible for defining and structuring projects (proposals, scope, team, and financials) for clients in telecommunications, utilities, government, financial services, healthcare, entertainment, and agriculture industries.\n•\tConsistent high-performer, candidate for Partner, and achieved individual sales performance targets last consecutive 3 years.\n•\tTook over responsibility for fostering our practice’s community (Management Consulting CRM), with accountability for improving our employee satisfaction and engagement results. Analysed our employee satisfaction results to identify our four key areas of focus for improvement. Formed a “Great Place to Work” committee, and led four sub-committees in planning and driving the initiatives for improved employee satisfaction and engagement.\no\tResults Achieved: Within a year, improved our division’s employee engagement scores from the lowest to the highest in Australia, significantly outperforming the Accenture Australian average.\n\nSpecific client project examples to follow (see separate entries)" }, { "role": "Client Engagement & Program Lead (Operational Improvement & Change Management)", "company": "Accenture; Client: LifeLine Australia", "endYear": "2015", "endMonth": "6", "location": "Canberra, ACT", "startYear": "2012", "startMonth": "6", "currentRole": false, "description": "•\tManaged client account financials, projects, contracting and senior client relationship, working directly with the GMs, CIO, CFO, & CEO, and supporting board meeting updates.\n•\tSupported Lifeline Australia with defining a strategically important operational improvement program.\n•\tAssessed Lifeline's current customer service operations and identified pragmatic recommendations to improve operations, resulting in the ability to serve more people through their national network of crisis support centres, providing more consistent and timely quality service, reducing unanswered calls, & saving lives.\n•\tDirected the analysis of customer call demand patterns, current contact centre capabilities/systems, operational practices, training approach, and quality assessment framework for continuous improvement.\n•\tDefined a business transformation program including the mission statement and roadmap of recommended initiatives.\n•\tDeveloped the key “selling messages” to gain stakeholder buy-in within a complex environment where progressing change required agreement from the national office stakeholders (GMs, CIO, CEO), and 50 centres' management run by 38 different organisations.\n•\tPresented findings and recommendations to the GMs, CEO, CIO, and Board of Lifeline. Obtained broad buy-in from the stakeholders and assisted Lifeline in progressing the recommended initiatives. \n•\tDefined the various initiatives and quantified the associated costs and benefits.\n•\tSupported Lifeline in the operational transformation through providing on-going change management advice / coaching, as well as regularly evaluating the program’s progress and benefits achieved for reporting to the Board.\n\nLifeline implemented many of my recommendations resulting in:\n•\tImproved operational reporting and organisation-wide visibility and understanding of customer demand patterns resulting in more effective resource planning and scheduling.\n•\tImproved capacity to serve customers (projected 17% increase in capacity, of which at least 10% had already been realized & on target).\n•\tImproved customer service delivery by reducing customer wait times.\n•\tImproved relationship and collaboration between national office and call centre network." }, { "role": "Program Engagement Lead (Workforce Optimisation / WFO Strategy & Operational Improvement)", "company": "Accenture; Client: Large Australian Telco", "endYear": "2015", "endMonth": "6", "location": "Sydney", "startYear": "2014", "startMonth": "6", "currentRole": false, "description": "Led engagement defining a ~$25M Workforce Optimisation (WFO) strategy & operational improvement roadmap (business & IT) for client’s customer-facing contact centres, including leading the joint team of Accenture and software vendor, and serving as the primary client liaison." }, { "role": "Contact Service Centre SME, Operating Model Designer, & Program Planner", "company": "Accenture; Clients: Homecare Medical & Ministry of Health (NZ)", "endYear": "2014", "endMonth": "", "location": "New Zealand", "startYear": "2014", "startMonth": "", "currentRole": false, "description": "Designed the new high-level operating model and initiative roadmap for enabling the consolidation of multiple consumer health support services across New Zealand. \nPress release here for more details: https://whakarongorau.nz/news/articles/Homecare-Medical-announced-as-successful-national-telehealth-partner\n" }, { "role": "Contact Service Centre SME, Operating Model Designer, & Program Planner", "company": "Accenture; Client: NBN Co", "endYear": "2014", "endMonth": "", "location": "Melbourne", "startYear": "2014", "startMonth": "", "currentRole": false, "description": "•\tAssessed client’s current customer service strategy and supporting operational model.\n•\tRecommended and designed a new, tiered, customer service model to improve efficiency, response time, and customer service.\n•\tDefined strategic roadmap of initiatives to continuously improve the customer service operations over the short, mid, and long term." }, { "role": "Contact Service Centre SME, Customer Service & Business Operational Performance Improvement", "company": "Accenture; Client: Origin", "endYear": "2013", "endMonth": "", "location": "Melbourne", "startYear": "2013", "startMonth": "", "currentRole": false, "description": "•\tAssessed client's cross-channel strategy, operations and customer demand-drivers to identify opportunities to reduce customer demand and improve operational efficiency, while improving customer service experience.\n•\tIdentified opportunity for 10% demand reduction and 10% improvement in operational efficiency, while positively impacting the customer experience.\n•\tDefined the program roadmap of initiatives to deliver the targeted operational efficiency improvements.\n" }, { "role": "Business Enablement Lead, Australian Government's eHealth Records Enablement Program", "company": "Accenture; Clients: Dept of Health & Aging, DHS-Medicare, & NEHTA", "endYear": "2012", "endMonth": "", "location": "Sydney & Canberra", "startYear": "2011", "startMonth": "", "currentRole": false, "description": "•\tEffectively operated in a project leadership role within a consortium of clients from three distinct government entities (DOHA, NEHTA, & DHS-Medicare). \n •\tProvided contact centre service & operational enablement expertise to successfully establish the Australian government’s new national eHealth Record Management capability and supporting contact centre service.\n•\tAssessed DHS’ current state capabilities, identified customer and business requirements, and defined the business solution and required capabilities.\n•\tIdentified and designed the contact centre service and capability model, customer service interaction model, and program roadmap.\n•\tDefined the front-line training strategy, approach, and curriculum outline.\n•\tEstimated the work effort for developing new processes and training.\n•\tManaged a team of five in developing ~45 new customer service processes and the associated contact centre’s training materials." } ]