I help organisations move from uncertainty to clarity, and from silos to shared understanding.

The problem

Domain had a siloed, product-by-product view of its agency customers. There was no shared understanding of the whole relationship, the experience across the lifecycle, or lifetime value — and as a result, decisions were being made without a holistic or strategic frame.

The ask

Run a discovery, identify the real issues, and inform a strategic roadmap of "big rock" programs of work.

How I tackled it

• Ecosystem-wide thinking — looking at the agent relationship across products, channels, and internal teams rather than one silo at a time.
• A WIP service blueprint as the central artefact, deliberately rough so it stayed editable and collaborative.
• Case studies and "thought starters" to make abstract problems concrete and discussable.
• Discovery framed through three lenses — business, customer, and employee — drawn from document review, interviews, and workshops.
• Mapping the end-to-end lifecycle and connecting customer experience to commercial impact.

Outcomes

The work produced a shared, deeper understanding of the end-to-end experience and unlocked more informed, collective decision making at a leadership level. Initiatives that flowed from it included:

• Customer support re-design and consolidation
• New sales strategy and structure — moving to a single point of contact model
• Value-based segmentation of B2B customers and a new tiered-service model
• Onboarding process redesign
• Product model simplification and sales process redesign

Direct, measurable outcomes included onboarding time reduced (1 day, down from three days), error rejections down by roughly 20%, and over 2,000 hours per year of manual handling effort removed. The discovery also seeded a multi-year 'big rock' program to transform Domain's enterprise platforms.

The problem space

Domain's product model and sales processes had grown organically over years. The residential buy/sell catalogue alone had ballooned to over 2,000 SKUs. Commercial systems were no longer fit for purpose, and customer-facing reps were carrying the cost of that complexity in their day-to-day work.

How I tackled it

• Used conceptual modelling to redefine "customers" and "accounts" in a way that was usable across teams.
• Simplified the residential catalogue from 2,000+ down to a much smaller, more intuitive set — easier for reps to sell and easier for customers to buy.
• Used service blueprints to reduce the mismatch between front-stage and back-stage. Availability checks and stock reservations became one integrated flow rather than disconnected steps.
• Applied systems thinking to surface where commercial systems no longer fit the problem space, and to make the case for change in a way leaders could act on.

Outcomes

A measurably better experience for sales reps, a simpler product story for customers, and informed decision making at the executive level about which platforms and processes to invest in next.

The official brief

• Establish a cross-functional mechanism to manage key customer journeys.
• Improve customer experience and advocacy.
• Uplift organisational capability and customer maturity.
• Prove the case for a broader transformation program.

The real challenge

• Silos. Different agendas, personal frictions among participants, and an organisational structure that implied single-point ownership of customers rather than shared responsibility.
• Low CX maturity. No existing understanding of journeys, no link between operational performance and customer experience, and no commercial incentive to attract or retain customers.
• Baggage. Previous Process Councils were perceived as ineffective. People were sceptical and tired before we started.

How I tackled it

• Built a Service Faults Journey Wall as the visible centre of gravity — physical, visual, walkable. We avoided slides on purpose. People got up and interacted with the work.
• Worked upwards and horizontally to gain buy-in, including Exec sponsorship and a rotating chair to keep ownership shared.
• Ran "wall walks" that continually reinforced the connectedness of the journey, leveraging stories that illustrated end-to-end issues.
• Brought the customer into the room — through interviews, field trips, front line perspectives, and NPS — so decisions weren't being made in the abstract.
• Connected operational performance with customer experience (e.g. through-put metrics tied to customer outcomes).
• Built a paper-prototype journey dashboard with best-guess metrics, then iterated. Better to start rough and improve than wait for the perfect data.
• Ran regular retros to catch issues early — both as a group and one-on-one.
• Promulgated a clear narrative for why customer experience matters: we need customers to advocate for Sydney Water.

Outcomes

• Early signs of culture change: regular meeting cadence, high participation, increased collaboration, and customer-oriented language being adopted across the group.
• Shared understanding of end-to-end and upstream/downstream impacts — visibly less siloed decision making.
• Case-study deep-dives into hot-spot areas (rework, repeat calls, communications) that produced concrete improvement plans.
• An initial $2m investment that scaled into a large Customer Experience & Field Optimisation Program, addressing people, process, and technology across the value chain.

The problem

Sydney Water was facing a looming crisis: cost overruns, increasing environmental breaches, and regulatory non-compliance. Like a lot of long-running operational issues at large organisations, these had been "solved" several times before — but kept resurfacing. The work needed wasn't more analysis; it was a different way of looking at the system.

How I tackled it

• Used a systems practice (modified from the Omidyar Group's approach) to dig past surface symptoms and into systemic-level causes.
• Ran it as a highly collaborative engagement — over 100 discovery participants, a cross-functional working group and a Heads of Business (HoB) Advisory Group.
• Conducted extensive upward management throughout, to prepare the ground for tough findings.
• Facilitated collaborative ideation and co-design — deliberately building on initiatives already underway rather than starting from scratch.

Outcomes

• An ecosystem map and narrative that explained the complex interplay of drivers behind poor performance.
• Presented directly to the CEO and Exec team.
• Enabled more direct, transparent conversations by surfacing and naming deep, uncomfortable cultural issues.
• Became a rallying point for culture change — gave change champions a shared language and evidence base to draw on.
• Catalysed a 'coalition of the committed': senior execs who were energised and ready to drive reform.