Deloitte Touche Tohmatsu
I worked with a team to develop workshops for the management of two major business units when they merged and implemented joint strategy. The workshops used TANGO as a tool to give people an understanding of how a knowledge organisation uses intangible assets of knowledge and image to generate profit. I facilitated these workshops together with senior leadership to make the strategy accessible and actionable for the 200 people involved. We achieved clarity in identifying key clients and targets, and enabled people to think outside the square as consultants rather than as auditors.

Sydney Harbour Foreshore Authority
A key challenge for this authority, place manager and custodian of Sydney’s harbour sites, is to ensure that all parts of the business understand what it is that they contribute to the bottom line, in addition to their contribution to the community and the life of the city. Apples & Oranges is now a regular program on their learning curriculum, as it provides an interactive and effective way of learning key financial concepts, including preparation of a balance sheet and profit and loss, and embedding this knowledge in the business practices. Discussions move quickly from financial basics to business improvements that can be implemented for more profitable results.

Deloitte Touche Tohmatsu
I led the learning & development team through a six month period of change, to build a framework for people development in the Australian Firm. I structured and coached the team to:

  • Consult to the internal client base on solutions to all learning needs
  • Develop and implement a learning curriculum for each major business unit
  • Work closely with Human Resources to connect to the business
  • Build processes for the central collection of learning data
  • Integrate solutions with global Deloitte learning initiatives
  • Grow facilitation skills in partnership with learning providers.
PricewaterhouseCoopers
I managed the design and implementation of the assessment centre for potential PwC partners in Australia. The format was reviewed each year and realigned to ensure quality outcomes whilst managing a growth in participation. Assessment exercises were refreshed to reflect changes in global competencies and market trends. As a result of the success of the Australian centres, I designed and implemented an additional centre in Singapore for potential Consulting partners across the Asia Pacific region.

As a result of experiences at the assessment centre, I was asked to design and implement an executive program for the tax practice, to build selling and consultancy skills. This program was integrated into the participants’ personal plans for business development, and used the senior executive team to coach emerging talent.

Change Conversations - Strategic Learning - Knowledge Networks