WaterNSW were charged with standing up new critical state infrastructure – new, large dam supply – and Aurecon was appointed as their major infrastructure delivery (MID) alliance partner.
Our change team established the integrated team, developed terms of reference for the key leadership teams, continued operational BAU, established the main HR functional processes and began the capability uplift for managers.
The long term aim of MID is to leave behind a legacy of capability, processes and systems in the Department by 2027. The success of our change implementation is the successful integration of external companies and team members into one functioning team.
Denel Defence needed to improve their supply chain efficiency and design a cost saving shared services division, including facilitating the agreement of the new organisation structure and positions.
Our team conducted a global benchmark against Denel’s 5 nearest competitors, then designed a new shared services division.
Cost savings of over 20% were estimated and a range of other savings were identified.
The Watkins Group (TWG) needed help preparing its medical practices for sale to private equity.
As the CEO, our team member created and implemented new strategic and operational plans, including organisational restructure. Volumes could be raised without matching increases in expenses by rethinking branding and marketing strategies and enhancing operating model efficiency. This resulted in increased revenue and profitability.
The improvements made led to an increase in sales of 125% and a 160% rise in operating profits. The company received the Telstra Tasmanian Business of the Year Award and sold 2 years later to an ASX listed healthcare company, achieving the aim of the strategic plan written 5 year earlier.
TasIVF was seeking to introduce a new fertility service model. To achieve this, it needed to establish its own day surgery facilities. This required renegotiating lease terms with its landlord, but also its sub-tenant medical service providers within its own tenancy.
As the CEO, our business transformation expert negotiated Service Level Agreements (SLAs) with all parties ensuring patients were not inconvenienced by an unnecessarily complicated payment and admission process, while also ensuring sub-contracted clinicians would reliably provide consistent, high quality, and safe service to TasIVF patients.
The new SLAs enabled TasIVF to successfully launch its new service while also improving the overall experience for all patients.
Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.
