WORK
This is a summary of some confidential case studies. Please reach out for further information.
Aligning leadership to unlock agile transformation
Strategic design | Stakeholder alignment | Executive engagement
Australia's largest private employer was stuck mid-agile transformation. Despite extensive change management, 200K+ employees couldn't grasp the new structure. Ten senior stakeholders had conflicting visions but couldn't articulate user value. I led the leadership team through concept modelling that shifted conversations from feature wishlists to strategic decision-making. The resulting platform launched enterprise-wide, removing the critical barrier to agile adoption and establishing foundations for ongoing transformation tools.
Building government innovation capability under political scrutiny
Program design | Capability development | Facilitation
A state government agency needed to validate strategic transport opportunities while building internal innovation capability. High political visibility created tension between transparency requirements and quality delivery. I designed a 13-week accelerator that transformed ministerial oversight into stakeholder buy-in through visual storytelling and systematic methodology. Facilitating three accelerators, strategic opportunities were validated (including Mobility as a Service), while training 36 government employees. The program transferred successfully to internal teams who've independently run five additional accelerators.
Accelerating emergency services transformation through strategic alignment
Strategic design | Crisis systems | Organisational alignment
A state emergency services agency needed to transform response coordination across 10,900 volunteers and 261 units following critical flood inquiry recommendations. Diverse stakeholders across seven zones had conflicting views on current-state operations and technology requirements, blocking procurement decisions. I designed a hypothesis-led approach that created alignment through the co-creation of deliverables while managing emergency response unpredictability. The work reduced procurement timeline from 12 months to six weeks, established shared operational vision across the organisation, and became an industry reference point presented at CIO conferences across ANZ.
Scaling research capability across government through strategic community building
Strategic design | Cultural transformation | Product leadership
A state government agency supporting digital transformation across multiple departments faced a critical capability gap: inconsistent research practices were undermining service quality for millions of citizens. Despite established delivery frameworks, first-time researchers couldn't meet expectations, creating leadership scepticism about research investment. Government's secretive culture prevented knowledge sharing, leaving practitioners isolated. I led a three-person team to design a strategic intervention that would create cultural change through practical value delivery. Rather than focusing on training, I identified the leverage point: helping first-time researchers deliver to standards that supported their leaders' objectives. The resulting toolkit attracted 15,000 users and 5,000 downloads in the first 12 months, with 25 facilitation sessions across government. Four years later, the resource remains actively used and has transformed government research culture from knowledge hoarding to open sharing, directly supporting the agency's digital transformation quality mission.