Every engagement is scoped to what the business actually needs, so nothing here is a fixed package. Usually, the work almost always falls into four areas, and most projects combine two or three of them.
My Services
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Getting what good looks like out of people's heads, documented clearly enough that a capable person can follow them without asking.
Here we streamline or enhance, reducing friction wherever possible.
This is the foundation everything else sits on, and it's usually where we start.
What this includes:
Standard Operating Procedures for the work your business repeats most
Knowledge base audits, rebuilds and restructures, including naming and navigation so people can actually find things
Daily, weekly and opening/closing checklists
Operations playbooks covering how the whole business runs
Role handbooks for critical positions and succession
Typically right when: you're adding sites or headcount, a key person is leaving, your existing documentation has gone stale, or you're preparing the business for sale or investment.
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Onboarding is where consistency is either established or lost. If a new starter's first month depends on who happens to be on shift, you'll get a different standard from every hire, and you'll be paying for months of underperformance you never see on a report.
What this includes:
Structured onboarding guides, role-specific and consistent across locations
Competency frameworks so "ready" is defined rather than assumed
30-60-90 day checkpoints and probation sign-off
Onboarding facilitation, delivered by me or built for your managers to run
Typically right when: you're hiring at volume, time-to-competency is longer than it should be, or the experience varies depending on which site or manager someone lands with.
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This is where we build the capability within your teams.
What this includes:
Training design and facilitation, in person or online
eLearning and microlearning built from your existing content
Train-the-trainer, so your managers deliver consistently without me
Leadership and capability programmes for frontline and emerging leaders
Training needs analysis, so investment goes where it actually matters
Typically right when: you've documented things and nothing changed, you're rolling out a new standard, or you want to build a bench of people ready for more responsibility.
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New benefits, new products, new ways of working? I build the comms, updated documentation and training that carry a change from head office to the frontline so it lands the same way everywhere, and your team isn't fielding questions for months after go-live.
Here we create adoption, so the new way becomes the norm.
What this includes:
Change and rollout support for new systems, products, models or ways of working
Internal communications frameworks and rollout plans
Reinforcement structures: check-ins, coaching rhythms, feedback loops and measurement
Post-implementation review, so you know whether it actually took
Typically right when: leadership has made a decision that requires teams to work differently, or a previous change never fully landed.
Outcomes
The same standard across every team, shift and location
New starters reaching competency in weeks rather than months
A knowledge base your team trusts and actually uses
Managers leading instead of answering the same questions
Changes that stick past go-live, without months of follow-up
Quality that scales with you, rather than diluting as you grow
Case Studies
Process Documentation: Health and fitness
From nothing documented to a full operational foundation
The situation: A growing jiu jitsu gym had no formal documentation. Processes existed, but only in the owner's head. With expansion ahead and insurance and OHS obligations to meet, they needed a foundation that didn't depend on one person knowing everything.
What I did: Scoped the work around safety, compliance and insurance requirements, researched the OHS standards specific to Australian gyms, and built a branded document template so everything looked and read consistently. Then I wrote the suite: 14 policies, 23 procedures and 2 acknowledgement forms.
The outcome: A complete documentation suite the club now uses in practice. The owner has since said the policies brought consistency to day-to-day operations, and the club has a professional operational foundation to grow from.
Process Enhancement & Systemisation: Coworking
One member journey across 17 locations.
The situation: A national coworking network had member onboarding and offboarding processes that varied by site. Responsibilities between sales and operations were unclear, site-specific quirks weren't accounted for anywhere, and member-facing communication was inconsistent depending on who sent it.
What I did: Rebuilt the member onboarding and offboarding process in Trello, the tool the business already used. Detailed checklists with timelines and task-level instructions, clear allocation of responsibility between sales and operations, site-specific variations built in deliberately rather than existing by accident, full process documentation for every step, and email templates so member communication stayed consistent and on brand.
The outcome: A streamlined member journey across all 17 Australian locations, improved onboarding and offboarding metrics, and clearer accountability between teams. Feedback from the teams using it: “much easier to follow, and love that every step has a guide so I can see how to do it!”
Onboarding: Investment firm, United States
Setting the tone from day one, remotely
The situation: An investment firm ran regular virtual orientation sessions for incoming interns, but the existing material didn't reflect the calibre of the firm or land well with a college-age audience. First impressions were being set by a session that wasn't doing the job.
What I did: Reworked the presentation flow, slide design and content to align with company branding and suit the audience, then delivered one-hour Zoom orientations covering mission, values, culture, policies, org structure and first-week next steps. Built in interactive engagement techniques throughout, because holding attention remotely takes deliberate design rather than good intentions.
The outcome: Interns finished each session with a clear, confident understanding of the company and their place in it. The Managing Partner recognised the professionalism and energy brought to the sessions, and the firm had a repeatable orientation that set the right tone from the first hour.
Training: Utilities and public infrastructure
Standardised training for field crews managing $42B in assets
The situation: A statewide water utility ran a two-day instructor-led training session for frontline water and wastewater operators across six regions. The materials were inconsistent, expectations around core systems and data entry weren't clear, and unreliable data collection was affecting decisions about $42B in public infrastructure assets.
What I did: Redesigned and streamlined the entire training package for clarity and consistency: the presentation itself, video demonstrations of key processes, a facilitator guide so every trainer delivered the same session, and post-training feedback surveys. Introduced a structured assessment tool so competency was confirmed rather than assumed.
The outcome: A consistent competency baseline across all six regions for the first time, a better onboarding experience for new operators, and more accurate, consistent capture of asset data — which meant better decisions about how the network was managed and maintained.
Process, Training & Capability: International hotel group, loyalty operations
Lifting loyalty capability across 400+ hotels in four countries
The situation: An international hotel group needed consistent loyalty delivery across more than 400 hotels and 21,500 team members in four countries. Training was inconsistent, engagement varied enormously by property, and head office could set a standard but had little visibility over whether it was being met.
What I did: Built a full training suite delivered through a mobile learning app: quizzes, learning modules, community forums, surveys and newsfeed content, alongside SOPs, webinars, video tutorials and interactive workshops. More than 100 pieces of content went live in the first year. Then built the reinforcement layer — a decentralised ambassador model of 36 leaders responsible for capability and accountability at property level.
The outcome: A 60% increase in loyalty programme knowledge across operational teams and a 28% improvement in the loyalty recruitment programme. Every key commercial target exceeded, including 7.4 points of revenue contribution above KPI. Stronger alignment and consistency in loyalty delivery across the full portfolio.
Change: International hotel group, loyalty operations
A benefit change that tripled revenue.
The situation: An international hotel group was making a fundamental change to a key loyalty benefit affecting food and beverage outlets across its portfolio. Frontline teams in hundreds of properties needed to understand it, explain it to members, and execute it correctly from the go-live date. A change of that scale usually gets announced centrally and then adopted unevenly for months.
What I did: Led the change end to end, making sure every team was across the detail and ready to execute on day one. Built the full support package rather than just the announcement: SOPs and cheat guides, online training sessions, microlearning and LMS content, and performance reporting so adoption could actually be tracked rather than assumed.
The outcome: Consistent adoption of the new process across the portfolio, delivering 3x revenue growth in April–May 2024 compared to the same period the previous year, and more than AU$1M in incremental revenue from the benefit in 2023 alone.
