FELICITY LAW
Enterprise Change & Transformation Leader
Creating the enterprise conditions for complex change to be delivered, adopted, and sustained.
Leadership Profile
Enterprise Change & Transformation Leader operating at the intersection of business strategy, technology delivery, and human systems. Leads the change dimension of complex, systems-enabled and organisational transformations, ensuring change is governed, sequenced, and delivered within live operating environments and embedded beyond go-live.
Shapes how change occurs at enterprise scale by establishing the governance, leadership, and delivery conditions required to manage sustained change pressure and deliver outcomes that can be adopted and sustained.
Trusted by executives to stabilise high-risk transformation environments, integrate change across concurrent initiatives, and reduce adoption and operational risk while maintaining operational performance.
Common Engagement Contexts
Organisations typically engage Felicity when enterprise change delivery pressure is high and outcomes must be secured without destabilising operations or fragmenting leadership focus.
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Complex, systems-led or organisational transformations are underway and change must be delivered within live, regulated operating environments.
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Delivery confidence has eroded and clarity, momentum, and alignment need to be restored across leaders, portfolios, programs, and workstreams
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Multiple initiatives are competing for attention, creating pressure on enterprise capacity, prioritisation, sequencing, and adoption.
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Change governance, ownership, or operating rhythm is insufficient to support execution, increasing delivery, adoption, or operational risk before, during, or beyond go-live.
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Adoption, readiness, or operational stability is at risk without clear leadership ownership, enterprise sequencing, or evidence-based insight.
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Enterprise change capability, governance, or a Change Centre of Excellence needs to be established or matured to enable consistent, repeatable change delivery at scale.
Areas of Expertise
Enterprise Change
& Transformation Leadership
Strategy translation, multi-stream delivery, enterprise execution​
Leads the change dimension of enterprise-scale transformation portfolios, translating strategy into coordinated, portfolio-level change delivery across multiple programs, systems-enabled initiatives, and operating models.
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Operates inside pressured, complex delivery environments to restore clarity, confidence, and momentum where priorities compete, change demand is high, or delivery conditions have deteriorated.
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This enables organisations to execute transformation with greater coherence and control, with clearer prioritisation,
integrated delivery, and reduced delivery and adoption risk across concurrent initiatives.
Outcome: Aligned execution across the transformation portfolio, maintaining control and reducing delivery, operational, and human risk while change demand remains high.
People & Enterprise Conditions for
Change
Governance, operating models, leadership alignment, readiness
Designs and embeds the enterprise and people conditions required for transformation viability, including enterprise change governance, operating models, leadership alignment, decision rights, and organisational readiness.
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Steps in when change demand exceeds organisational capacity, establishing or resetting governance, operating rhythms, and leadership alignment to bring control, visibility, and coherence to change-in-motion.
This leaves organisations with a stronger enterprise change foundation — clearer decision pathways, aligned leadership, and change capability that can be applied consistently across future initiatives.
Outcome: An embedded, scalable enterprise change capability - treated as an organisational asset - enabling sustained transformation through consistent, predictable change experiences.
Adoption,
Capability & Sustained Outcomes
Leader-led adoption, embedment, post-go-live stabilisation
​Drives adoption and sustained outcomes by embedding change into enterprise ways of working, strengthening leader-led accountability, and applying evidence-based insight to readiness, adoption, and performance.
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Applies targeted focus to the stabilisation and optimisation of delivery environments, addressing residual risk, decision friction, and confidence gaps as organisations transition out of peak delivery intensity.
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This enables organisations to operate with confidence once delivery intensity reduces, supported by clearer decision pathways, embedded change capability, and reduced reliance on external or central change support.
Outcome: Benefits realised across impacted business cycle, with new ways of working stabilised, optimised, and enabling the intended value of the transformation investment.
Selected Change & Transformation Impact
1
Large-scale Systems-Led Enterprise Transformation with Workforce Integration at Scale
Primary domain: Adoption, Capability & Sustained Outcomes
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Led end-to-end change delivery for a complex, systems-led enterprise transformation for Bega Cheese Limited including the rapid integration of 2,000 acquired employees mid-program. Achieved 74% adoption within one week and 85% within one month, maintaining operational continuity, compliance, and workforce confidence through a high-risk transformation period.
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Large-scale Enterprise Change Leadership in a Regulated Environment
Primary domain: People & Enterprise Conditions for Change
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Led enterprise change leadership across a regulated utility environment (SA Water) to stabilise delivery during a period of competing initiatives and executive pressure. Strengthened enterprise visibility, decision discipline, and sequencing to reduce change saturation risk and restore leadership confidence to proceed with transformation in a controlled and deliberate manner.
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Global Enterprise Change Leadership & Delivery Stabilisation
Primary domain: Enterprise Change & Transformation Leadership
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Led enterprise change across a global transformation portfolio spanning more than 50 countries at Worley Limited, restoring delivery stability and leadership confidence across concurrent programs, including large-scale finance and enterprise system initiatives. Embedded a consistent enterprise change operating model to improve visibility, reduce risk, and support sustained outcomes at global scale.
