Not-for-profit library service across 18 locations with 113 staff plus volunteers, 46,000 members, 800k visitors pa. AFR Best Places to Work 2024

Appointed from the Board to Interim CEO; stabilised ELT and external partners, actioned a crisis, re-prioritised projects, clarified decision authority, approved first innovation investment in revenue diversification. Delivered the AI Policy and set direction on the Enterprise Agreement negotiation with the Union. Led all-hands Staff Day for learning and teaming.

‘In your time as acting CEO, the culture shift I felt was massive... [teams] have all felt more supported, heard, and safe than they had in a long time.’ - Area Manager, Myli

‘We want to disrupt adult learning for student benefit and growth’ - CEO

Built the first digital team and partnered with a software engineering firm. Led investment into a sector-first AI learning platform with personalised, adaptive courses, compliant to ASQA regulations. We generated white-label revenue, IP assets, expanded student coaching coverage from 12% to 80% with no additional labour costs.

‘We need commercial and client innovation whilst retaining our values’ - CMO

Led the research, strategy and service design that put Benetas Aged Care in clients' homes 18 months before the care decision. Home care packages up 50%, digital engagement up 600%, phone by 40%. Winner, Australian Marketing Institute award (Data-Driven)

'Enterprise clients buy the promise but can't realise the value, a real retention risk.’ - APAC leadership

Re-engaged continuously by APAC services leadership over five years. Led research and rebuild of the services portfolio, co-designing engagements directly with clients including Xero, NAB, RACV, Origin Energy and Universal Music, and supporting pursuit of seven-figure enterprise deals. Developed the 'Own The Outcome' strategy framework, funding country managers to invest directly in local experiments; the region finished one year 40% above target revenue.

Co-designed the operating model for BP's Green Hydrogen business with its three APAC managers, mapping the current state, surfacing constraints, and leaving a prioritised improvement backlog. The program was wound down when sponsorship changed at the top, a lesson in how operating-model work lives or dies with its executive sponsor.

Pro bono: led a single-day innovation sprint for Pancare Foundation, generating and pitching white-label and brand-partnership product concepts to diversify revenue for pancreatic cancer research.

'We need someone to lead NWOW, agile and innovation practice transformation at a bank' - Managing Director BCG DV

Led a cross-functional team of 13 specialists on NAB's $100M+ Customer Journeys program, engaged through BCG Digital Ventures (now BCG X), mapping the home lending journey, developing six new digital product concepts, and converting them into a prioritised two-year delivery roadmap.

Led alignment across 14 business units, feed to farm to processing to sales, fully remote through COVID, designing the transformation's governance, risk positions and unifying change narrative.

I led the Membership team in research and prototyping, mapped to strategy, increasing conversion and addressing competitive threats from Facebook and Google.

‘We’re trying something new but facing political and policy obstacles.’ - Director

Engaged twice by Finance as a product and research specialist. On the politically sensitive transparency.gov.au, interviewed stakeholders across the landscape to surface obstacles and objections, including audit clauses tied to hardcopy page numbers used to delay release of data already held, so the department could design against them. The portal is now mandated under the PGPA Rule: every Commonwealth entity publishes its annual report there.

'We're having problems getting Boards to agree on what we're doing with tech' - CIO

Led co-design of AHPRA's national technology strategy, bringing the boards of all 15 regulated health professions into a two-day session that produced four group-endorsed strategies and committed a federated agency to one shared direction, with cross-Directorate commitments.

'We don't need expensive slides, we need to get the work done.' CIO, taking over after the incumbent consultancy was let go.

Co-designed the operating model across 150 people in technology: baselined six teams running six different models, then designed the future state with them. The new model was customer-oriented with defined profiles and service paths, automated status communication, and introduced product owners and portfolios across dozens of platform products. Established a step-up 'shadow' leadership team so the executive rhythm never stalled.

Engaged through Adobe who sponsored the program to show enterprise clients what new-channel innovation looks like.

I embedded with 12 young music fans in Sydney over three weeks: interviews, observation, Lego Serious Play in recording studios. Then led Universal Music Group's executive team in turning the insights into new concepts and business models.

'We need our teams to get up to speed on modern practices' - Head of Digital

» With Risk and Governance, built a service blueprint across web, app and call centre overlaid with policy and process. It exposed a channel-switching PII vulnerability that could let perpetrators of domestic violence access victims' updated addresses; three business units then closed it through process and policy change.

» With the GM of go-to-market, led a digital team mapping ~60 in-flight campaigns against a researched customer journey with conversion overlaid. The analysis showed 65% of spend had no ability to measure benefit, and investment was rebalanced toward later-journey touchpoints.

'We paid $300k to an agency and all we got were these slide decks' - Head of Digital

Led the redesign of Australian Catholic University's international student enrolment journey, cutting 27% of the steps, forms and content, and giving prospective students a logged-in relationship with the university before they'd enrolled.

‘Emergency department mental health triage, just isn’t working’ - Executive Director

Persuaded a shift in investment from tech to service design. Co-designed a new clinic model with clinicians and executives. The Agile Psychological Medicine Clinics achieved published clinical outcomes, 23–46% improvement across standardised measures with 97.5% consumer satisfaction, received eight successive years of funding. Winner, Monash Innovation Award.

'It takes six months to get lawyers Telstra-ready. Is there anything we can do to speed that up?' - Head of Legal

Ran a five-day Google Design Sprint for Telstra Legal prototyping and user-testing a natural-language assistant giving new lawyers instant access to precedents, policies and institutional knowledge, aimed at the six-month ramp to 'Telstra-ready.' Designed years before LLMs made such assistants commonplace; the demand was validated, the technology has since caught up.

'The Garage, our innovation lab, is a bit stuck.' - Innovation Lab Manager

Engaged to diagnose why Computershare's $5M-a-year innovation lab wasn't converting prototypes into production. I traced the blockage to the lab's isolation from the business whose capacity it needed, and delivered the findings.

Taught researchers to translate their work for executive audiences, three cohorts of ~40 at RMIT. Ran guest sessions at Academy Xi on what design feels like inside large organisations, bringing real clients into the room to field the students' pitches.