Impact Story 1
Bega Cheese
People Transformation & Workforce Integration
Delivering a people-centred transformation while integrating 2,000 acquired employees​
Impact Story 3
Worley
People Transformation & Workforce Integration
Rebuilding a global change ecosystem and restoring leadership confidence
Impact Story 3
RXP Group
People Transformation & Operating Model
Strengthening capability, governance and business performance through people, culture and digital enablement
​​​Situation
Bega launched a major People Transformation (FutureToday) involving HRIS, operating model, capability uplift and cultural alignment — then acquired an additional 2,000 employees mid-transformation.
​
Task
Maintain strategic momentum while ensuring rapid integration, adoption, and consistent employee experience during a high-risk period.
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Action
Redesigned the operating model, built a people-centred transformation strategy, applied human-centred design principles to ensure alignment, led a rapid integration approach, and delivered HRIS adoption with targeted engagement, communication and readiness.
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Result
Achieved 74% adoption in one week, 85% in a month, and integrated 2,000 employees in 156 days, maintaining continuity, compliance, culture alignment and workforce confidence.
​​​Situation
Worley’s global transformation portfolio faced inconsistent change delivery, low leadership confidence, and a lack of governance or visibility across 50+ countries.
​
Task
Stabilise the global change function, rebuild capability, and implement enterprise change governance across regions.
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Action
Established a Global Change Management Office, co-designed the enterprise change methodology, embedded governance, uplifted capability, implemented data-driven reporting, and integrated people, culture, capability, structure and technology into a consistent change approach.
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Result
Achieved a 34% uplift in awareness, capability and leadership confidence, restored program alignment, strengthened governance, and improved adoption across global transformation programs.​
​​​Situation
RXP Group was undergoing rapid growth and digital expansion, but its People function lacked the operating model, systems, and capability needed to support organisational performance. Turnover was rising, engagement was low, and governance and service delivery were inconsistent across locations. The outdated HRIS and decentralised processes created inefficiencies, risk exposure, and limited workforce insight.
​
Task
Lead the People function and sponsor a People & Digital Transformation that would redesign the operating model, uplift capability, improve governance, introduce people analytics, and embed the systems and structures needed to support growth, performance and future-readiness.
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Action
Redesigned the People operating structure and introduced a modern HRIS, embedding governance, process consistency, and data-driven decision-making. Introduced leadership and succession frameworks to build capability and clarity, uplifted service delivery, and integrated engagement, communication, and adoption strategies. Partnered with the Board and Executive on organisational redesign, workforce strategy, M&A readiness, and risk management to ensure business continuity and alignment.
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Result
Delivered $625K in annual savings, reduced turnover by 3.5%, and achieved a 51% uplift in engagement. Strengthened governance, improved service quality, uplifted leadership capability, and enabled a consistent, data-informed People function that supported organisational growth and operational resilience.​​