Greater Melbourne Area
I help businesses scale by building the systems and discipline that make growth sustainable. I’m particularly effective when organisations are scaling quickly, entering new markets, or adding new channels. These are moments where operational decisions really matter, and structure has to be introduced with care. Getting it right means understanding how people, processes, data, and technology actually behave under pressure. I bring enterprise-level operational discipline into fast-moving businesses, while preserving speed and accountability. This includes designing scalable processes, improving visibility across the operation, and aligning teams around a shared direction and measurable outcomes. As Head of Operations at Clever Gear, I oversee the operational engine that supports global consumer technology brands across Australia and New Zealand. I work closely with commercial, digital, supply chain, and technology teams to ensure the business operates as one coordinated system, capable of supporting growth, reliability, and partner trust. If you are a global brand entering ANZ, a leadership team navigating scale, or an operator who values clarity over noise, we will likely speak the same language.
Responsible for leading small teams across multiple clients to deliver business transformation roadmaps for clients. Worked to align leadership across business functions by facilitating workshops to develop vision, goals, and objectives, assess capability maturity, and develop roadmaps that deliver business value against their strategic pillars
Joined a rapidly growing consulting firm in their Business Advisory group to develop a name for ourselves in the Australian market. I worked closely with executive stakeholders in multiple industries such as logistics, sporting associations and global insurance providers to provide insight into their current ways of working and developed roadmaps to help them become leading organisations. Key Achievements: > Led stakeholder interview and workshops to elicit current state pain points > Developed business and technology roadmaps > Led a team of 6 to design, develop and change manage an internal SharePoint page
Following on from my role as a Technology Consultant, I wanted to try my hand in delivery and to bring to life the solution that we designed from our initial conversations with the client. In this role I was responsible as the Functional Lead for the implementation of the Absence and Onboarding modules on Oracle HCM Cloud, for a global IT merger. This role involved hosting global design workshops to educate the client on a cloud solution and to bring together the requirements from 20 countries across two legacy companies. I was responsible for leading a team of 3 to develop these requirements into a viable solution that could work hand-in-hand with the on-premise finance modules. Over the course the project I was also responsible for stakeholder management, status and risk reporting, deliverables and managing change requests. Being involved across each lifecycle of the project has helped me appreciate the value that each phase carries into the next, and how effective communication in between phases are critical for a successful project. Key Achievements > Led the implementation of the Absence functional module across 20 countries > Facilitated fit-gap and design workshops to gather requirements from multiple stakeholders > Responsible for ensuring the successful implementation of a cloud platform integrated with an legacy on-premise solution > Supported a team of 3 to deliver their best work from across multiple geographies
As a Technology Consultant within such a large organisation I’ve been fortunate enough to work in small teams where I was responsible for tying together business requirements into viable technology solutions. In these roles I have facilitated Design Thinking and Fit-Gap workshops to understand a clients current state and to jointly develop a technology strategy to meet their future customers needs. It involved technology immersion sessions and showing clients the ‘art of the possible’ through Accenture’s Liquid Studios. I’ve learnt to work well without much clarity but to find clarity through workshops to produce documentation that we can take to our architects to build out the solution. For example some of these documents included business cases, solution blueprints, high level architecture and integration roadmaps. I have also been involved in the next stage of the delivery lifecycle to collect and review estimates with solution architects to build out resource estimations for both CRM and ERP technologies. Key Achievements > Facilitated Design Thinking workshops with clients to discover their strategy for the future > Developed critical technology artefacts to support business case evaluations > Assisted clients in the vendor selection process > Advised clients on 'what good looks like' when moving to the cloud
Responsibilities and key skills • Research, problem solving and analytical skills developed through successful completion of three short term projects which significantly impacted future cost reductions • Working with the coil team to submit new technology in powder and paints to PPG customers • Developed an adept knowledge in powder and paints technology • Efficiently managed high volume workflow by multitasking and prioritising numerous projects • Maintaining and assisting with technical problems in PPG Melbourne and PPG New Zealand • Developed key presentation skills by presenting new data and completed research to managers within the coil team