Case Studies
Examples of how I’ve helped individuals, teams and organisations work through real challenges. Most of my work today is coaching. The advisory projects show the broader experience I bring to it.
Coaching
A Defence group engaged me to coach its Executive Level leadership cohort through a facilitated group session and individual coaching.
A leadership cohort with a shared, self-authored standard for what good leadership looks like in their context.
A brigade headquarters engaged me as an embedded coach through a multi-week collective training activity.
A Forward Action Plan of prioritised, owned and timelined actions the command team could act on immediately, rather than a generic list of lessons learned.
A brigade headquarters showed clear improvement between two major exercises within a single training year.
A set of recommendations the command team could act on immediately, plus a clear-eyed diagnosis of the cultural and postural shift still required to move the team from competent to excellent.
A brigade-level team engaged me across a sustained training activity focused on three things: command post functions, team self-awareness, and the harder tactical judgement required in large-scale operations.
A team that left the activity with more than a list of fixes. It left with a stronger habit of self-directed learning that it can carry into the next cycle without me in the room.
Earlier Advisory Work
An international management consultancy engaged me as a specialist consultant to support a government client's revamp of its career management model, drawing on my knowledge of the Australian career management system.
A career management model redesign grounded in a proven external framework, delivered through a small, high-leverage advisory role rather than a full-time engagement.
A major Australian energy distributor's CEO wanted a repeatable way to select, develop and deploy staff into exchange opportunities with peer energy distributors overseas.
A fully codified process covering every phase: pre-deployment, deployment and return.
An independent government statutory authority needed a cohesive three-to-five-year strategy.
Leadership aligned around a shared set of priorities, a strategy the whole organisation could act on, and a measurable improvement in talent retention as a direct result.