A detailed summary of my experience delivering digital channels and projects for communication - supporting significant transformation and change programs at some of Australia's largest and best-known organisations. The examples listed were developed to drive engagement for both internal and external audiences. By facilitating communication online, they complemented and supported traditional (offline) communication methods. Because some provided tools, training and support for enablement, the user experience (UX) and user interface (UI) was critical. Following and adhering to best-practice, each channel was designed for optimum end-to-end customer experience.

1. DIGITAL CHANNEL DELIVERY
SSFS
Thevisionfor SSFSis to be the preeminentproviderin Australia of financial planning andimplementation
servicesto currentandformerpublic sectoremployeesandtheirfamilies. SSFSis pursuing a growthstrategy
whichwill resultin the diversificationofcustomers,productsandservicesover the next five years. SSFS
provides financial advice andsuperannuation productstoits 57,000 memberswithalmost$14billion infunds
underadministration.SSFShasdeveloped a growth strategy that will diversify the businessoperating model,
servicesand customersrequiring astrategic approach toinvestmentsin future capabilitiesenabled primarilyvia
the delivery of a strategic businesstransformation program –The“Future Operating Model”(FOM)program.
Myrole was to leadthe Digital Stream within the broaderFOM R2projectteam,reporting directlyto the General
ManagerTransformation.Weadhereto a very rigorousProjectGovernance andExecution Framework.
I hadsole responsibilityfor, and ownership ofall digital/online communication andengagementexternallyfacing
channelsforSSFS customers.
New website:
 Projectmanage thedevelopmentanddeliveryof a completelynewwebsite for SSFS whichisa key
deliverable of the endto endDigital CustomerStrategy
 Elicitandcapturedetailed functional andnon-functional,andtechnical businessrequirementsinorder
to deliver the new website
 RFPfor the newwebsite CMS
 Write the website strategy
 Ensuring the optimum customerexperience
Westpac
Westpac’sOnlineTransformation Program (OTP)isoneof the largesttechnologyprojectsinthe Australia. The
Program is delivering aradicallynewonline andmobile experience bringing togetheronline,mobile andtablet
bankingto makeit easierfor ourcustomerstodo businesswith us nowand intothe future. Ultimatelythe
Program will touch over 35,000employeesand2.5 million active onlinecustomers.
Myrole sat withinthe Communicationsteam,partof the OTPChange Managementteam,reporting directlyto
Westpac’sEPMO.We adhered to a very rigorousProjectGovernance andExecution Framework.Itwas my job
to deliver timely, accurate andeffective communicationsandengagementinitiativesthat supportthe Change
Managementstrategyfor OTP.In conjunction withtheOTPcommunicationsteam,myrole ensured that
employees,customersandotherstakeholderswereappropriatelyengagedandinformed ofthe changestothe
newonline andmobile banking platform.
I hadsole responsibilityfor, and ownership ofkey strategic digital/online communication andengagement
channels–externallyfor customersandinternallyfor our staff to manage thechange experience.
New website ‘centre’and mSite:
 Projectmanaged theendto end developmentanddeliveryof two completelynewwebsitesbuiltusing
Morello CMS–these information ‘centres’ wereconstructed within theexistingWestpac public website,
andwere complemented bya targeted mobile optimised mSitewhich Ialsodelivered.Thesechannels
are essential communication toolsthatform part of ‘customerfirsttimeexperience’
 Working to an extremelydetailed projectschedule (EPMOaccountability),I formedandchairaweekly
Working Group/ Steering Committee forengagementandendorsementofmyapproach.Thisis

2. comprised ofselected seniormanagementrepresentativesfrom involved teamsandbusinessunits
(Marketing,IT,Consumer,Mobile,Design,Website Production,Legal,Compliance,Digital Adoption)
 Research,workshop anddefinethe userexperience (UX)
 Define information architecture (IA) andcontentstrategy
 Setting the creativevisual design, utilising newtemplatesdesigned andbuiltforpurpose
 Defining andmanaging anextensive review and approval process
 Facilitating ongoing contentmanagementandupdateswithin Morello CMSasrequired
New intranetmicrosite:
 Projectmanaged theendto end developmentanddeliveryof a completelynewintranetmicrosite,built
using Domino CMS
 Defining informationarchitecture (IA), contentstrategy, user experience (UX)andsettingthe creative
visual design
 Facilitating ongoing contentmanagementandupdateswithin Domino CMSasrequired
Australia Post
New intranet:
As Online ChannelsManager,I sat withinEnterprise Internal CommunicationsandI was anintegral memberof
the projectteam managing thecomplete relaunch ofAustralia Post’s employee intranet. Thisprojectwas
governed by the PMO andadhered to a defined Frameworkfordelivery.
Thisincluded:
 Writing the BusinessRequirementsdocumentation
 Sitting on the panel for vendor selection,choosing OpenTextWebExperience Managementasthe
winning CMS
 Actively involved in defining the functional specifications
 Partnering with IT to ensurea seamlessintegration withexistingtechnology
 Redesigning theIA/structure, working closelywithStanford Interactive to conductcardsortingand
treejacking exerciseswithactual staff
 Defining andcreating arobust andsustainable governance framework
 Writing andimplementing acomprehensive contentstrategy, whichwasendorsed andapproved by the
executive team
 Complete overhaul of visual design elements,working throughwireframestoget the best online
experience
 Managing asmall team ofcontentauthors, recruiting internal staff representativesfrom eachbusiness
unit andfacilitating CMStraining
 Ownership,maintenance andcontinuousimprovementofthe channel utilising bestpractice intranetand
CX principles
 Managing internal collaboration viaRedBox,a social media tool forstaff to post ideasandsuggestions
that were socialised toourexecutive and often implemented
New website:
Following successful deliveryof the intranetproject,I was fortunate enoughtotake a secondmentasSenior
ContentProducerwithin the ICAMS project– an initiative of the Digital Post team,reporting to the PMO and
delivering a brandnewwebsite for customers.
Thisincluded:

3.  Defining the IA, workingcloselywithall businessunitsto ensureinformation wasavailable,andin the
best place
 Actively involved to define the functional specifications,workingwithDeloitte Digital
 Managing contentstrategy, contentdevelopment/production andforthe website and otheronline
projects
Jetstar Airways:
New intranet:
Ledthe relaunch ofJetstar’s intranetwhichwasavailable for staff to accessanywhere inthe world,securelyand
withoutneeding to be within the firewall of corporate HQ.
I wasresponsible for projectmanaging theend-to-enddeliveryof a significantupgradetothe features and
functionalityof the existing iD(intranet Dashboard)CMS,morethan3 years after it was installed.
Thisincluded:
 Partnering with IT to ensurea seamlessintegration withexistingtechnology,whichguaranteed the
significantupgradetosoftware didnot affect businessoperations(locallyandglobally)
 Redesigning theIA/structure to meetthe demandsofa rapidlyexpanding business,including the
creation of a microsite forstaff at the Singapore HQ (linkedfrom the mainintranetsite, with content
available in four languages–English,Malay, Mandarin andTamil)
 Defining andcreating arobust andsustainable governance framework
 Writing andimplementing acomprehensive contentstrategy, whichwasendorsed andapproved by the
executive team
 Audit/refresh of existingcontent
 Complete overhaul of visual design elements
 Managing asmall team ofcontentauthors, recruiting internal staff representativesfrom eachbusiness
unit andfacilitating CMStraining (monthlyat Melbourne HQ,andevery 6 monthsat Singapore HQ)
 Ownership,maintenance andcontinuousimprovementofthe channel utilising bestpractice intranetand
CX principles