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My work spans sectors, including pre‑acquisition readiness, post‑acquisition integration, service transformation, AI‑enabled experience strategy and enterprise‑scale capability uplift. Each case study demonstrates how I bring structure to ambiguity, align cross‑functional teams and deliver outcomes that are human‑centred, technically sound and commercially meaningful.
After a venture capital-led $2B deal, two professional learning platform ecosystems were brought together, requiring the integration of two complex ecosystems across web and mobile. In my role as Product Design and Experience Research Director for the line of business that was the acquired platform, I partnered with other leaders on the integration program to merge the platforms, align teams across geographies and deliver a seamless customer experience.
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Outcomes reached:
I partner in leading high‑stakes, multi‑platform integrations with clarity, alignment and customer‑centred decision‑making.
Gartner identified a major gap in our SAAS platform ecosystem offering: limited support for cohort‑based learning. In my role as Product Design and Experience Research Director for the line of business we ran, we decided to build on existing knowledge of group learning and B2B and B2C learner experiences, to validate the opportunity and shape a new product line.
To reach our goals, I led the following tasks:
Outcomes reached:
Together with key partners and my team, I identified new revenue opportunities, validated them rigorously and influenced executive decision‑making.
A global organisation needed a coherent, scalable AI learning offer to meet rapidly growing demand across government, financial services, telecommunications, and private sector organisations. The concept required structure, curriculum materials and a clear operating model. In my role as Director I stood up an internal offer and curriculum delivery team that was supported by members of the Data & AI, engineering, change and the global leadership team.
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This work demonstrates my ability to take an emerging, ambiguous concept and turn it into a globally aligned, commercially relevant offer. It highlights my strengths in strategic design, curriculum development, cross‑functional leadership, and multi‑region collaboration, creating scalable, ethical and future‑ready AI capability uplift for organisations navigating rapid technological change.
The organisation operated in an increasingly competitive enterprise learning market, with customer retention under pressure and competitors accelerating their AI‑enabled offerings. At the same time, the workforce disruption caused by generative AI created urgent demand for practical, skills‑based AI learning. The existing “hands‑on learning” platform was a strategic differentiator, but it lacked integrated AI experiences that could meet this moment.
Our first Generative AI learning experience within the Hands‑On platform required the oversight of translating emerging AI capabilities into a safe, scalable learner experience; aligning product, engineering, and design teams across an organisation undergoing significant change; and delivering a release in time for a major sales conference and customer commitments.
Our team defined the end‑to‑end learner experience for a suite of AI sandboxes in the Hands-On Playground, including the Prompt Sandbox, AI Cloud Sandboxes, and SageMaker Notebook, with the goal of enabling learners to experiment with LLMs, cloud AI services, and ML tooling in a controlled, simulated environment.
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This initiative was an opportunity to integrate emerging AI capabilities into practical, ethical and scalable learner experiences, while leading cross‑functional teams and our designer through complexity, organisational change, and high‑stakes delivery. It highlighted our team's strength in strategic design, AI‑enabled product innovation and shaping hands‑on learning experiences that met real‑world workforce needs.
A department's HR branches were struggling with fragmented service delivery, inconsistent processes, and a ServiceNow instance that was no longer fit for purpose. Staff couldn’t find the right services, teams had new operating models that weren’t supported by the platform, and service performance was difficult to measure.
As the delivery and service design lead, I led a whole‑of‑branch strategic discovery to diagnose the HR service ecosystem, identify systemic issues, and design a future‑state ServiceNow strategy that improved employee experience, operational efficiency and alignment with the Victorian Government’s digital strategy.
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I bring structure and clarity to large, multi‑unit service ecosystems. By deeply diagnosing the system and aligning stakeholders around a shared service model, I design scalable digital and operational solutions that improve both employee experience and organisational performance.
A government department was managing complex, high‑stakes program. Service delivery was fragmented, systems were inconsistent, and teams lacked a unified approach to investment assessment, policy evaluation, and service design.
Rural and regional communities, particularly rural and First Nations providers faced systemic inequities and digital barriers. Leadership needed clarity, alignment, and a strategic direction grounded in lived experience and operational reality.
My role was to lead strategic discovery and human-centered design to deliver the initiative across divisions, to diagnose systemic issues, uplift capability and design future‑state service and policy models that improved equity, operational maturity and digital readiness.
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I excel in high‑complexity, multi‑agency environments where policy, digital, and operations intersect. My work brings clarity to fragmented systems, elevates underrepresented voices and shapes service and policy models that are equitable, scalable and grounded in lived experience.