Re-engineering, Process improvement & Systems Design:

The Bank was under tremendous pressure to be more of a ‘gentle hand’ with customers who were experiencing financial difficulty. A team to help with ‘hardship’ existed, and another who provided financial solutions. Both doing more or less the same thing but generating duplication and getting into each other’s way.

Having been asked by the client to review and improve the two teams, investigations revealed it took 63 days for customers to receive an approval for assistance. Meanwhile the account continued to cycle with out payment, making it ever more difficult for declined customers to catch up.

A complete systems review was carried out, eliminating wasted effort from the process and challenging long held beliefs about ‘how things must be down’ (after all this was a bank). 

A concurrent change plan was implemented to help manage such a dramatic change, which included focus groups, regular email communications and status reports.

Resulting in a reduction of time to approval from 63 days to just 3 and an annualised bottom line saving of $300,000.


Organisational Development, restructures, leadership development:

Having been referred to a business, which was established as a partnership. The partner who was the driving force had been involved in a debilitating accident leaving the other with little management experience floundering.

With little systems and processes, and the voice of the business gone the organisational structure was crumbling.

I set about interviewing team members, identifying organisational process gaps and implemented a leadership survey to identify how the new leader was performing and what systems he needed to support the business with

Several key leadership behaviour needs were identified, along with internal organisational structures and processes. An action plan was agreed to and check-in conversations structured to deal with obstacles and successes.

This resulted in dramatically improved staff relations, which drove up productivity as measured by the internal KPI culture created.

Moreover the owner now believes in himself and has the skill set to lead with confidence.


Remote Consulting - Mentoring:

A passion for fitness and health led Trent into starting his own Personal Training Business. Trent was becoming increasingly overwhelmed with working so much (early mornings and late nights). Trent was considering wrapping up the business.

I worked with Trent to identify a vision and strategy for his business and his own lifestyle.  Actions and accountabilities were set, which kept him on track

Four months later Trent increased the number of sessions from 60 to 90 and reduced his personal time commitment from 5 and half days to 4 and a half.