building for builders

Design and implementation of a talent management and employee capability framework for a national project infrastructure consulting firm

Having experienced a difficult partnership dissolution, this national project infrastructure firm had concerns about employee retention. Having coached the Directors through the dissolution, I was invited to audit their culture; to reveal what mattered to their people, and how they could create an environment they would want to remain part of in the longer term.

I conducted fieldwork in the Melbourne, Sydney and Brisbane offices as well as on construction worksites. I interviewed over 50 (internal and external) stakeholders nationally. I also had many casual conversations whilst interacting day-to-day with individuals on site. What I discovered was that the project managers loved their work. I also discovered that they wanted to learn more from each other but didn’t have the means nor opportunity to do so. And they didn’t want to take time away from their projects to do so or increase their hours worked.

With them, I designed what can be best described as a capability framework. Journey mapping the life cycle of a project enabled us to identify the opportunities for learning and development that were happening within that cycle. We made the tacit a little more explicit and, in doing so, enabled team members to reach out to one another nationally as subject matter experts to share their knowledge, and their lack thereof. It was all about seeing themselves as perpetual apprentices, and teachers, within the project, within a community.

shiny new thing

Design and implementation of full suite HR strategies and client engagement frameworks for a premier consulting group with an ASX 50 client base

An earlier-than-expected exit from their previous firms had seen this consulting start-up organise the management of their firm on-the-fly and after 12 months of operation, small cracks had begun to show. I was engaged to conduct a three month full organisational review.

Over a period of three months, I worked full-time on-site, as a participant observer. In addition to a review of existing management programs, policies and processes, I conducted one-on-one interviews with an employee group of approximately 30-40 individuals, and external provider groups. The recommendations put to the Board were approved for implementation. I was then offered, and accepted, the role of General Manager.

a brand within a brand

Design and implementation of full suite employee and customer experience frameworks for a start-up management consulting grou
with an ASX 50 client base.

This national law firm had recently launched a consulting business. I was engaged to identify, articulate and embed a ‘brand within a brand’ and to facilitate strategic planning and team dynamics workshops. I was engaged on a 12-month consult to design, implement and manage a suite of client and employee development initiatives.

Beginning with the elicitation of the firm’s value proposition, culture, vision, values and ways of working, full suite marketing collateral and client engagement frameworks were designed with supporting performance measurement and employee capability frameworks. All programs were co-designed with the team of twenty employees across Melbourne and Sydney.

The outcomes consolidated the firm’s unique identity with a suite of client and employee development and engagement programs that linked directly to the firm’s strategic objectives. The group became an independent entity and was acquired by a global consulting group in 2017.

the doctor is in

Design of a pilot customer-centric operating model and change implementation plan for a financial services firm embarking on a significant growth strategy.

This professional services firm provided advice on all things financial to a niche client group of medical practitioners. As an organisation designed around specialist silos, the Directors realised the missed opportunities that organising this way afforded. I was engaged to design a customer-centric operating model and change implementation plan as a foundation of a broader, five-year growth strategy - a strategy that required the ‘letting go’ of individual client ownership.

The project commenced with a thorough analysis of the customer life cycle and the design of a tailored customer survey to assist in understanding the existing customer experience and identify opportunities for business growth. I spent time on-site in Board meetings, client meetings and interviewed employees. A blue print operating model was then presented to and agreed to by the Board. I stayed on to assist the project lead with implementation. The firm has now expanded nationally.