Case Studies

How we have previously assisted people and businesses achieve their objectives

Mission Clarity & Executable Strategy

Helping leaders focus & communicate 'why' and 'what' are the priorities

New Business. New Approach.

After leading the operational establishment of a new insurance company (QInsure) leveraging parent company systems and processes,  we lead development of a business case for capability and customer experience improvement. Customer-led Design underpinned the approach to procuring a new customer and claims management systems.

From Traditionalist to Challenger.

Noting the Board of Tower New Zealand was very sensitive to the Business Case efficacy following two large failed technology investments, gaining Board approval was a significant challenge. Defining a future as a 'Digital Challenger Brand' became essential to warrant transforming technology, people, processes and customer relationships. The Business Case also re-defined many existing fundamentals including customer experience design, expectations on internal capability owners, and commercial relationships with prospective systems partners.

Reviving a 150-year-old Club.

Tattersall's Club in Brisbane has been a part of Queensland's history since the 1850's but struggled with global and domestic demographic changes in recent decades. Stuart was engaged to perform periodic member, staff, and external engagements for the managing Committee to clarify the drivers, strategy and urgency for business model and service re-design. Stuart's contribution to the Club's future stepped up after becoming a director in 2014, contributing to a significant case for change (which was accepted in 2018) by members voting to change the Constitution and allow female members. This change underpinned further financial cases and decisions for building rejuvenation projects that would underpin the Club's contemporising whilst remaining sympathetic to the Club's history and its historic CBD building.

From Queenslander to Australian.

Following Suncorp's acquisition of Promina's insurance brands to become Australia's second largest insurer, achieving the potential scale efficiencies and customer service improvement required detailed investigation and business case assessment. The resulting insights led to a project (also led by Stuart) to establish a national network of commercial building damage assessors and repairers, together with processes and systems for claim allocation and fulfillment workflow. The 'prize' was both a significant financial and customer experience improvement.

Execution Planning & Project Preparation

Helping leaders and teams work out 'how' and 'when' to invest in change

 Post-merger Integration Success.

We led the recovery of one of Suncorp's four critical 'post-merger integration' programs following the Promina acquisition. The Program was re-set as 11 projects to bring together 15,000 employees under a single Enterprise Agreement (from 6) and unification of multiple HR systems covering Payroll financials, Remuneration Management, Performance Management, Group Policies and Intranet. The delivery team numbered circa 125. The most fundamental implementation innovation was engaging the Program's leadership team to run Agile at a program scale (i.e. 11 projects) which was a first for Suncorp. The result of this high-performing team led to delivery of more scope than expected, on time and under budget.

From Traditionalist to Challenger (continued).

To support the Tower Business Case a Program Plan was developed to ensure effective delivery of the new 'challenger' capabilities. Overall program design, budget, governance interaction and leadership responsibility was taken for running the 8 enabling projects to completion. During the delivery phase, the Program had to deal with vendor teams across 17 hours of the world's time zones, another potential takeover, and significant internal digital skills uplift. Significant implementation innovations included:

    -   A novel legal framework with key partner to mitigate Board’s ‘blowout’ concerns.

    -   A “Business-led Change Leadership” approach and capability development.

    -   Commencement of ‘Transition to BAU’ approach 5 months from program completion.

Execution Assurance & Business Resilience

Helping leaders and teams ensure the right things are done the right way

 Strengthening the operating model.

Stuart designed a simplified approach (but fundamentally stronger structurally and culturally) to market and deliver value to stakeholders of a large UK automotive leasing subsidiary of GMAC. This required the business to pivot its traditional view from being 'in the automotive industry' to becoming an information solutions partner to businesses with complex staff vehicle entitlements. This model was facilitated by Stuart's role as interim IT Director and sponsored by the UK CEO who, upon taking over the role of Global CEO, engaged Stuart to assist implementation of the model into the other subsidiary leasing businesses in Europe, Mexico and Australia.

More value from the value chain.

Stuart led data analysis and procurement teams for Suncorp Insurance to investigate opportunities for significantly reducing the operational and automotive parts costs which at the time ran in excess of $500m. The requirements were twofold - determine opportunities for modifying structures with automotive OEM and supply chain participants; and confirm the feasibility of 'harvesting' suitable parts for re-use from written-off vehicles around Australia. The case for change became very strong and warranted a new business establishment phase. Once implemented, this included a joint venture with one of the world's largest automotive parts businesses in the USA.

Centralising functions for efficiency and effectiveness.

Stuart led a team of internal experts and external consultants to develop a centralised people and technology model that would improve efficiency and effectiveness outcomes for the Queensland Department of Main Roads. A Discovery phase was followed by Implementation Design and Business Case phases to bring together 27 regionally-led IT service provision teams under a single Chief Information Officer. Whilst the systems architecture component was complex, as diverse solution decisions had been made over time, it was developing a deep understanding and engagement of people in the 'merger' that was critical.