C-Suite Continuum

Over the years and the many roles I've undertaken, I've consistently noticed the pain businesses go through when an employee resigns. Even when I have left organisations, I've desperately tried to handover my undocumented knowledge to someone but in almost all cases, my replacement arrives weeks or months after I've already departed. 

I came up with the concept of specialty handover consulting and to my surprise, I cannot find anyone else offering the service. It would be nice for someone inside the organisation to conduct the handover but everyone in the organisation has a role to play and to spend the required time to properly conduct a handover with a departing employee is essentially impossible because everyone is busy. 

This is a highly specialised and niche offering. 

When I speak to prospective customers, I typically ask three questions: 
1. How painful is it when an employee resigns?
2. How often does the replacement start before the exiting employee leaves?
3. Is the handover of vital company knowledge and information done well in your experience? 

That's almost always enough to highlight the problem.

Principal Consultant

Fahrenheit Global

Risk Consultant

Critical Air Pty Ltd

Critical Air Pty Ltd was acquired by the Stallion Air business in Nov 2019 and I run the two businesses side-by-side.

General Manager

Stallion Air Conditioning

General management of all aspects of the Stallion Air Conditioning business including ownership of P&L. Manage P&L to maximise growth and profitability. 

Establish strategic goals and objectives of the business and measure and track staff performance to ensure the business meets all targets. 

Interface with suppliers and customers to ensure consistency across the business.

Liftronic Pty Limited

Responsible for the strategic development of systems and procedures within the entire business and ensuring they continuously improve efficiency and customer service. 

Oversee the development of sales for major tenders and National Clients in the Service, Modernisation and New Sales Business across NSW, VIC and QLD.

Responsible for the negotiation and final execution of major contracts with customers and ensure that all direct reports are clearly focused on satisfying or exceeding customer expectations

Liaise as required with operations to ensure that sales commitments are met.

National Business Manager

Entrusted with the development of the Victorian Branch and to lead the sales team in the areas of  modernisation, new equipment and service. 

Since taking over the Victorian Branch, the maintenance portfolio grew by over 20% and sales revenue increased by over 200% when compared with the previous year. 

My specific responsibilities included financial performance, OH&S, customer service, employee satisfaction & development, operational excellence, business ethics & compliance.

Victorian Business Manager

United Technologies

In keeping with my background, my role at Electra Lift (a subsidiary of Otis Elevator Company and the United Technologies Group) was broad and dynamic. 

Initially I was responsible for Modernisation Sales (in particular for heritage buildings) and maintenance sales. Due to a demonstrably broad skill set, I was charged with additional responsibilities in marketing, major account management, communications and management reporting. 

I became the liaison between Electra Lift and Otis for high end lift interior upgrade projects as well as being the primary contact for both Spotless and NSW Public Works contracts. 

In addition, I engaged in the strategic process re-engineering for the maintenance department and call centre, improving their service delivery and the increasing the efficiency of data collection and interrogation.

Sales and Marketing

Image Design Technology

IDT/Midwich is an importer and distributor of premium audio, video, data distribution and display technology. IDT provides specialised support to AudioVisual, IT and Unified Communications professionals across Australia and New Zealand. 

As the Collaboration Evangelist, I'm managed the strategic introduction and launch of Mersive's Solstice Collaboration Software into the ANZ Market. 

Solstice enables multiple users to wirelessly connect, share and control a display (meeting/board room, classroom, lecture hall etc) simultaneously from their mobile device – phone, tablet or computer over a Wi-Fi network.

Business Development/Collaboration Evangelist

UTS: University of Technology Sydney

In 2012 and 2013 I undertook a role within the Legal Faculty at UTS to tutor in Trademarks Law. I was responsible for guiding online discussions amongst the students as well as setting and marking exams.

Tutor

The Competitive Advantage Group

I specialised in the areas of Strategy, Business Development, Marketing, Intellectual Property Management, Technology Commercialisation, Knowledge Management, Risk, Compliance and Data Governance.

A great many clients require assistance in the areas of technology commercialisation and licensing as well as Strategic IP Management and IP Analytics.  

While most of my work was for clients, I also spent my time teaching at the University of Technology Sydney as well as doing some volunteer work at the Centre for Innovation and Entrepreneurship at the University of NSW. This included judging of students pitching their ideas.

Management Consultant

University of Sydney

Strategic and commercial management of the Intellectual Property Portfolio for the University
• Includes Patents, Trademarks. Designs and Plant Breeders Rights
Management of the University’s relationship with Patent and Legal firms
• Responsible for protecting technological breakthroughs for the purposes commercialisation
• Overseeing the implementation of a new IP database
• Lecturing to staff and students on IP and innovation

Intellectual Property Manager

Working for Sydnovate (the Technology Commercialisation Office for the University of Sydney) I undertook Business Development in the areas of Engineering and the Physical Sciences. The process required identification of commercially viable Intellectual Property which was able to be protected (typically by patenting), finding commercial partners to take a licence to the technology, further develop it into a saleable product and market it.

Business Development Manager

I help business owners/C-Suite with the handover from an exiting to an incoming employee → via a systematic framework designed to dramatically reduce the time for a new employee to get up-to-speed.

Employees come and go, and 95% of the time, it's chaos.
Let’s be real - nobody loves the extra work knowing there is always more to this.
The Handover → It sucks, and we all know it’s never executed properly.

Well, the GOOD NEWS is, that was before you met us.

Let us do this drill, together:
→ Before the executive leaves, they attempt to put together a "handover document".
→ The next person starts and attempts to read it - only to realize there is NOTHING of value in it.

Now, the new starter just spends days, weeks, and sometimes months, and usually leaves a bad taste like a sour pill.

Alarm 1 → This causes the new starter to wonder if they made the right choice joining.
Alarm 2 → Chain Reaction - Meanwhile, all their new colleagues spend even more of their valuable time on meetings going over the same things. Over and over again.
Alarm 3 → 4 months later you notice a TON of corporate memory is missing.
Alarm 4 → Making the new big hire feel incapable, and painful needing to start from Step 1.
Alarm 5 → When the excel sheet trigger warning of the thousands of $$$ lost on wasted efficiency.

What a disaster. Yet every company seems to do it.

But what if:
→ There was actually a solution for this?
→ The handover happens smoothly?
→ There was no real downtime?
→ You actually retained all the corporate memory?
→ The person starting actually enjoyed their first few weeks?

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