Activ

2018

High Performance Team program of work with the Executive Team including an assessment of their effectiveness and performance as a team; agreeing a Team Charter; individual feedback sessions based on a 360; agreeing action streams on identified improvement areas.

AGC

2010

Working with the Executive Team at AGC to create a High Performing Team and undertaking a LSI program with extensive individual coaching and results sharing.

AMEC

2012

Facilitated process to establish the new ASEA Leadership Team including a strategy development session / pre-session engagement work and establishing a team charter of accountabilities.

2008

Project for AMEC to develop a High-Performance Team of Leaders across South-East Asia (working in Perth, Singapore, Kuala Lumpur & Manila) including creating a Vision for the business and Team Charter; and focusing on Individual and Team Performance. 

Apache

2011

'State of the Nation' project to assess the functioning of the Leadership Team, the Apache Culture, Communication & Stakeholder Management, bringing together the findings, and working with the Leadership Team to put in place key strategies and actions moving forward.

BHP Billiton

2008

Project for BHP Billiton Nickel West to undertake a significant feedback and diagnostic of Individual & Team behaviour, effectiveness & performance; and facilitating a major workshop across the Leadership Team to share/discuss the findings and focus on building further team alignment.

2006

Project for BHP Billiton Iron Ore to provide front-end support for a major change program; running a series of culture change workshops with employees on various mine sites as part of an engagement strategy to identify current culture and shifts required, working with MODAL.

Working with the Executive Team at AGC to create a High Performing Team and undertaking a LSI program with extensive individual coaching and results sharing.

CCI

2015

High Performance Team Effectiveness Program undertaken in 2015, including assessment of where things are at with the leadership team, 1:1 coaching, and a facilitated workshop agreeing priorities and actions for moving forward.

CPB Contractors

2020

Acting as Team Coach & Facilitator on a MetroNet project to help set up the Alliance including agreeing the Project/Team Charter and how the partners are going to work together. This included a workshop involving the PTA. Played a Coaching & Facilitation role in helping the Alliance to bring together a key presentation as part of the bid process.

City of Perth

2020

High Performance Team program of work with the newly forming Executive Team to assess the effectiveness and performance of the team including feedback to each team member. Program consisted of 1:1s with each Executive; two facilitated workshops; agreeing the Team Charter/Rules of Engagement; putting in place the foundations of a High Performance Team. Part of the Reset and Transformation of the organisation.

CSC

2009

Project for CSC to assess, in the spirit of openness, learning and continuous improvement, one of their major accounts looking at the nature of the relationship; what is working well and needs to be improved; the Governance and the Partnering Charter arrangements (and so forth); and then working with senior players on action planning the areas requiring further focus. Project involved a detailed consultation process and a major workshop with key members of CSC and client organisation.

Curtin University

2005

Project for Curtin University (WA) on a change program to create sense of 'one organisation' and define the nature of the relationship between the Centre and Teaching Divisions plus design a communication strategy to engage staff around BPR changes, working with a big 4 consultancy.

Department of Fisheries

2010

Working with the Leadership Team at the Department of Fisheries (WA) to facilitate a major strategy review and develop their next 5 year business plan. This involved facilitating a major forum with the CEO and his team. 

Department of Lands

2014

High Performance Team program with the Corporate Executive to build the foundations of a newly forming leadership team. 

Department of Transport WA

2019

Team Coach for the Transport Portfolio Governance Council (involving senior members of the PTA, Main Roads, MetroNet as well as the Department of Transport) to assist the team to work more strategically and collaboratively across the agencies including assessing the effectiveness of the TPGC and providing feedback to each member of the team.

Department of Local Government, Sport and Cultural Industries

2019

High Performance Team program of work to assess the effectiveness of the Corporate Executive and identify areas for improvement. This included coaching and feedback sessions with each member of the Corporate Executive as well as a workshop to discuss the findings and agree action streams

Department of Industry and Resources

2008

Project for Department of Industry & Resources to diagnose the current state of play on Leadership, Culture & Communication, including facilitating several Discussion Groups with Leaders & employees, and workshopping the findings with the Board.

Office of State Revenue (WA)

2007

Project for Office of State Revenue to engage all employees on the results from the OCI-OEI by running 20+ communication sessions around the organisation on the current and desired culture, and behavioural shifts required.

EVT JV (Wheatstone Project)

2014

High Performance Team program with the project leadership team including 1:1 feedback & coaching as well as team workshops to agree team priorities and action plans.

Evolution Mining

2015

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

2014

High Performance Team Effectiveness Program in 2014 with the General Managers of Evolution Mining including amongst other things agreeing how they are going to work together across the sites and the shifts they need to make as a team plus Individual Coaching Program for several senior mine personnel including 360 feedback and shadowing & observation based feedback.

FMG

2011

Project working with the Development Team within the Fortescue Metals Group to assess the degree to which they are a High Performance Team and working with individuals and the team identifying and putting in place key actions required to achieve the desired state.

Fremantle Ports

2009

Project for Fremantle Ports to measure their organisational culture using the OCI-OEI tools and engage the senior team and rest of the business on the results and actions now needed to achieve the shift required.

GESB

2008

Project for Government Employees' Superannuation Board (GESB) to co-design, develop and facilitate a major Leadership Communication Program including focusing in on communicating in times of change; communication planning; channel management and personal communication styles.

Department of Treasury (WA)

2011

Project working with the Department of Treasury Leadership Team and engagement of the entire organisation over 6 months on the 2010 OCI-OEI results and developing corporate and individual directorates / team strategies and actions to achieve desired organisational culture shift.

iiNet

2007

Project for iiNet to design and facilitate Communication Skills Training Sessions for the senior management group rolled out in Perth, Sydney and Auckland to enable them to better manage internal communication and play their role more effectively as communicators.

2006

Project for iiNet running communication strategy workshops with the General Manager, Human Resources and the Communication Team to develop a company-wide communication strategy, based on best practice, and guiding its promotion and roll-out across the business. 

Ikea

2005

Project for IKEA in Perth working with Senior Team to manage the transition to a new much larger operation by designing a change program and employee engagement strategy plus conducting extensive employee research about attitudes to and understanding of the transition.

LandCorp

2011/12

Full OCI-OEI facilitated process across the organisation including interpreting / analysing the results; working with the Executive Team; communicating the results to every Division and team; action planning work across the business developing the overall and each of the Divisional plans; and, working with the Business Managers.

2010

Conducting a High Performance Team Review for LandCorp looking at the alignments, dynamics and functioning of the Executive Team. Providing individual feedback and facilitating team sessions to agree actions now required. An individual and team development program.

Marine & Civil

2009

Project for Marine & Civil to measure their organisational culture using the OCI-OEI; engage the entire business on the results; and work with the Leaders to generate a strategy and actions to move forward.

Minter Ellison

2005

Project for Minter Ellison conducting interviews and discussion groups with the Partners and other Lawyers to assess common shared purpose, Partner alignment and change imperatives facing the firm, and developing a strategy for moving forward, working with a big 4 consultancy.

Newmont

2010

Undertaking an OCI-OEI audit for Newmont Boddington Gold in late 2009 across the gold mine to measure the culture, engage people in the results and set in train a major action planning process to begin shifting to a more constructive culture.

Norilsk Nickel

2007

Project for Norilsk Nickel Australia on an OCI/OEI intervention to engage the Senior Management Group on the desired and current culture and then rolling this out to the mine operations in Western Australia. Working with key members of the Leadership Team to assist the organisation to develop its Corporate Social Responsibility Strategy.

Optus Stadium

2018 & 2019

Executive Coaching of key members of Venues Live as well as working with Senior Managers to develop a High Performance Team, including 360 LSIs and Coaching Support for each member of the team.

Panoramic Resources

2012

Repeat State of the Nation review focusing on organisational effectiveness, conducted across the Perth Office, Board, the two mine sites & one exploration project and including external stakeholders. Combination of 1:1 & team discussions; workshops across the business to feedback & action plan in light of the findings.

2009

Project for Panoramic Resources to undertake a 'State of the Nation' review of Leadership, Culture, Communication and Stakeholder Management through 1:1 discussions with key internal and external Stakeholders, plus groups of employees leading to a detailed report assessment and working with the Lead team on priorities and recommendations.

Perilya

2006

Project for Perilya undertaking a communication audit - including facilitating discussion groups on their mine sites in Broken Hill - leading to specific recommendations to improve communication and the development of a company communication strategy.

Perth Airport

2006

Project for Perth Airport on a ‘state of the nation' type assignment to assess levels of agreement/understanding on common shared vision and strategy, diagnose current/desired culture, measure communication and leadership alignment plus facilitating a Senior Management Forum and communication sessions around the business. 

P&N Bank

2019

Integration program of work preparing the Executive Teams of both organisations on what will be required post the merger and how the newly formed Executive Team will operate. Involved 1:1s with each Executive Team member and the bringing together of an Executive Report consolidating the views of the Executive Team about how best to manage the merger and what a Reset Executive could look like.

RAC

2005

Project for the Royal Automobile Club of W.A. (RAC) to develop a communication plan and content for the launching of new values across the whole business in 2005. Working with the RAC in 2006 to develop the company's communication strategy, based on international best practice. 

Rio Tinto

2020

Strategic Alignment & High Performance Team process on WTS2 mine site including recognising what has been achieved to date; identifying current and longer term challenges; assessing how the Lead Teams are operating as well as how they are working together and clarifying individual roles, responsibilities and accountabilities.

SKM

2011

Working with the SKM Cape Lambert Port B Project project to create 'One Team Approach' between Perth & Site and improve teamwork, communication, reporting lines and delineate clearer roles & responsibilities.

Sodexo

2009

Project for Sodexo Australia to develop a High Performance Team of Leaders of the Australian business (working in Sydney, Melbourne and Perth) by focusing on individual and team effectiveness and behavior using the LSI; 1:1 coaching and team sessions.

Technip

2012

High Performance Team Review of the Technip Oceania Leadership Team to assess thier alignment, dynamics, relationships, how they communicate & make decisions and what each leader brings to the team. Combination of 1:1 and team workshops. Complemented in parallel by rolling out a full LSI program of 1:1 debriefing on their results; coaching and team sharing their of LSIs.

2011

Project working with Technip to facilitate strategy development process including workshop to agree strategic objectives & plan of action for next few years.

Water Corporation

2007

Project for the Water Corporation continuing the Culture Change Program started in mid 2006 including working extensively with the Executive Team on their own personal style / behaviour (using the LSI tool) and helping to develop the Implementation Plan and Strategies to achieve the required organisational culture change.

2006

Project for Water Corporation on a major culture change program including running several engagement sessions on culture around the business and facilitating the Executive Team and the Senior Management Group. 

Worley Parsons

2008

Project for Worley Parsons working with the WA Leadership Team undertaking LSIs of Individual & Team behaviour/Leadership Styles; 1:1 coaching of Individuals;  and facilitating a major workshop to share Individual & Team results.

Britannia Airways

Leader on project for Britannia Airways to plan and scope a change programme and develop a communication strategy to support it, including the design and execution of Senior Management Forums to kick-start the change process.

(Completed as Partner of UK Communication & Change Practice)

UK Department of Health

Consultant on project for UK Department of Health to develop a detailed communication and change strategy for the introduction of a new electronic booking system across the NHS that has significant implications for GP and Consultant working practices and behaviour, as well as greatly improving patient treatment.

(Completed as Partner of UK Communication & Change Practice)

Hewlett-Packard

Leader on project for Hewlett-Packard designing and delivering a communication training programme in Spain and helping them to develop best practice.

(Completed as Partner of UK Communication & Change Practice)

Jersey Post

Leader on project for Jersey Post to equip the organisation to deal with major change by working to create a more cohesive and effective Leadership Team; building a new culture (through defining the values and behaviours required to succeed); scoping and planning the change programme; and designing and developing an internal communication strategy to encourage more open, two-way communication.

(Completed as Partner of UK Communication & Change Practice)

National Australia Bank

Leader on project for National Australia Bank in UK/Ireland to develop an approach to engaging senior employees around organisational and behavioural change; to help establish a new communication team and define its roles and responsibilities; and to develop a framework for managing internal communication within a global, matrix environment. 

(Completed as Partner of UK Communication & Change Practice)

National Commercial Bank

Manager on project for The National Commercial Bank to create a more open communication culture, working with senior teams in Saudi Arabia. 

(Completed as Partner of UK Communication & Change Practice)

Siemens

Leader on project for Siemens to communicate a new Staff Share Scheme across the UK in a way that ensured maximum profile and take-up – including communication planning, getting senior people ‘on board’, content development and channel management.

(Completed as Partner of UK Communication & Change Practice)

Waterford-Wedgwood

Leader on project for Waterford-Wedgwood to develop a communication strategy, including developing communication standards and competencies, and measurement techniques to benchmark and track employee attitudes and the ongoing effectiveness of communication.

(Completed as Partner of UK Communication & Change Practice)

Zurich

Leader on project for Zurich Financial Services to re-energise and refocus a key ZFS Division to create a common sense of purpose and identity around its vision, new role, and desired culture as well as developing and implementing specific recommendations to improve internal communication.

(Completed as Partner of UK Communication & Change Practice)

Aecom

2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

2015

High Performance Team program with the WA Leadership Team assessing the performance of the team and putting in place actions to move the team to the next level of effectiveness, including 1:1 coaching.

2012

Programs of work with two key Leadership Teams at AECOM assessing how they are tracking and working with them over several months to make some real improvements in team dynamics, communication, decision making and accountabilities.

Aspen Group

2014

Facilitation of the Strategic Planning & Vision process as well as High Performance Team program with the Executive Team including LSIs and individual coaching.

Austral

2013

High Performance Team Review of the Executive Team of Austal involving a bespoke assessment of the team looking at its alignment, dynamics, decision making & communication and what each person brings to the team. Putting in place the foundations to create a more effective team.

Clifford Chance

2014

High Performance Team program with the Partner Team of this leading law firm to further develop and make more effective the leadership team.

Gold Fields

2014

Facilitation of the Strategic Planning process as well as High Performance Team Review to assess current levels of effectiveness of the leadership team.

Synergy

2012

Project working with the Executive Team and Change Leadership Team at Synergy to shape and roll out a major Customer Focus Change Program including ‘checking in’ with various stakeholder groups on what is working well / needs further consideration.

EVT JV (Wheatstone Project)

2014

High Performance Team Effectiveness Program in 2014 with the WA Leadership Team including 1:1 feedback plus coaching as well as team workshops to agree team priorities and action plans.

Atlas

2015

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

BG&E

2015

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

BGC Construction

2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

Capital Drilling

2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

Department of Fire & Emergency Services

2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

DNV-GL

2015

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

Laing O'Rourke

2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

MZI Resources

2015 & 2016

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

St John

2015

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

Wood

2017

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

2019 - 2020

Strategic Alignment and Health Checking program of work including assessing & improving the way that the EPCM and Albemarle are working together on the Kemerton Lithium Plant; individual coaching work; facilitating a Mediation Process between some key people on the project.

Lycopodium

2017

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.

Georgiou

2017

High Performance Team Program of Work including diagnostics; team workshops; 1:1 coaching; 360 degree measurement; implementation of changes to improve team performance.