About JCG

Past Experience

 

Company:

Ernst & Young Consulting, Melbourne

Date:

November 1992 to January 1997

Size:

Global: $6 billion; Australia: $340 million

Reporting To:

Regional Partner 

Staff:

Responsibilities for staff varied depending on the needs of the project. However had counsellor responsibilities for a number of junior staff.

Responsibilities:

Director specializing in Strategy, planning and marketing.

Duties:

Involved in organizational analysis, particularly in the areas of strategic and business planning, organization development and change management, marketing and marketing research.Particular expertise in the following industries:
• Telecommunications and high technology
• Government
• Health and Welfare
• Tourism and hospitality
• Utilities
• Insurance

Achievements: (highlights)

Practice Management
• Instrumental in developing new structure for Consulting practice nationally.
• Developed, and had adopted, project profitability assessment and tracking system across National Consulting practice.
• Developed innovative planning methodology that was added to Ernst & Young Consulting methodologies.
• National leader of the Sales and Marketing Knowledge Network.
• National leader of the Executive Process Knowledge Network.
• Subject Matter Expert for two Ernst & Young Consulting methodology components.
• National account manager for the National Australia Bank account.

 

Client ProjectsThere is a range of key projects that have been undertaken for Ernst & Young clients that have illustrating high strategic competence. A brief list of these include:
• Development of innovative but effective new strategic planning methodology.
• Resolved a key organizational problem within the WA Fire Brigade that had festered for many months and had not been resolved by management, the Board or the Minister. The report was presented to the WA Cabinet and adopted.
• Solution for the Public Record Office of Victoria of the problem of keeping accessible digital records for 100 plus years. This problem has remained unsolved elsewhere in the world.
• Strategic refocus of EFIC to better comply (optimize) with its legislative charter.
• Establishment of methodology to resolve RACV's dilemma between service and profit.
• Development of tourism strategy for Westernport Development Council.
• Development of long-term organizational structure for Western Australian Building Management Authority to optimize Western Australian Government's requirements.
• Developed strategic assessment and options of Optus and Arena (as it was then) and their impact on Telecom's PSTN.
• Identified $40 million in savings together with long-term restructure for Fujitsu Australia Limited.
• Recommended methodology and structure to resolve fundamental organizational issues for TV New Zealand.
• Challenged (and recommended actions) and changed the fundamental assumptions underpinning magazine distribution industry for Gordon and Gotch Australia Limited.
• Methodology was chosen as the optimal strategic planning methodology by the Western Australian Agriculture Department against 54 tenders. Subsequently, the methodology has been taken up by other Government Departments.
• Assisted the Board of a Western Australian public company to identify the process required to grow the company from $350 million in assets to $ 1 billion within 5 years.

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