Anagha Paul

Adar Consulting is a corporate advisory firm based in Perth, Western Australia. We work with government, business leaders and start ups who are passionate about what they do and who expect their advisor to be just as committed as they are.

Our Partners have extensive 15+ years’ experience with global firms including Deloitte and IBM and can anticipate the needs of small to midsize private businesses and focus on delivering innovative and effective solutions, while maintaining a high quality service specifically tailored to our client.

Key Responsibilities

• Providing practical and fit for purpose strategies for managing small and medium sized businesses in fast paced digital environment
• Leading and implementing change, defining strategy and customer success outcomes
• Advising businesses on corporate structures best suited to go to market
• Applying fit for purpose methodologies for improvement and change including Lean Six Sigma, Design Thinking, Automation and Analytics
• Leadership, Mentoring and Business Development.

Key Achievements

• Completed strategy development for a Western Australian based COVID-19 Diagnostics Solution Provider who has been awarded $3m in Federal Government Funding amongst other accolades and awards
• Was the lead facilitator for Service WA Service Delivery Model discussion; Service WA is a critical digital program of work for the State Government of WA. The panel included Director General from several central government agencies including the Department of Premier and Cabinet and the Office of Digital Government
• Completed the strategic review of mobile Health Solutions Provider securing contracts with key mining magnates across WA.

The Department of Finance (DoF) advises government on strategic sector-wide policy and operational issues. It provides asset management advice and services across government, including leading the planning and delivery of major projects. DoF manages government office accommodation from a portfolio perspective to drive sector-wide efficiencies. And it leads the procurement policy and capability building, whole-of-government contracting and high-value procurement.

Key Responsibilities:

• To lead the mobilisation and execution of the DoF Strategy via the Enterprise Business Plan (Blue Print) incorporating the opportunities for optimisation with over 50% opportunties being noted within the Information Technology and Corporate Services Function
• Working directly with the Director General and the Executive, to construct the new strategic direction to transition DoF from its current state to being a bold, innovative and agile employer of choice through identification of opportunities for improvement and execution of innovative and analytics/automation based solutions
• To critically examine the Department across the 8 dimensions of Customers, Culture, People, Partnerships, Structure, Insights and Innovation, Process Centre of Excellence and Systems and establish the strategic direction via identification of specific opportunities for optimisation
• Validate the program (opportunities for optimisation) with key senior stakeholders across the WA government including Department of Premier and Cabinet, Department of Workplace Training and Development, Department of Education, Office of Minister for Finance and within DoF through the Corporate Executive.

Key Achievements:

• As per the DoF Deputy Director General Advisory, 'Anagha has played a critical part thus far in shaping DoF's journey and destination, and has put her fingerprints on Finance.'
• Facilitated several workshops with the Director General and the Executive team to consolidate DoF's vision and identify opportunities that will deliver immediate, medium term and long term value to the business
• Consulted with senior stakeholders across various government agencies including WA Government Chief Information Officer, Senior Policy Advisor to the Minister for Finance WA and Director General for Department of Premier and Cabinet in identifying opportunities for execution
• Successful delivery of the Enterprise Business Plan established to achieve the Business Strategy with engagement from senior initiative owners.

Edith Cowan University is one of Australia's and the world's best young Universities. It has more than 30,000 undergraduate and postgraduate students with over 6000 international students from over 100 countries.

Key Responsibilities:

• Working with Senior Deputy Vice Chancellor and Chief Financial Officer to set up and mobilise an enterprise wide performance improvement function using contemporary and traditional transformation solutions
• Ensure alignment of the Performance Improvement Program with the overall strategic direction of ECU
• Define key performance metrics and manage complex change through continued meaningful stakeholder engagement involving the Executive Deans, Deputy Vice Chancellor and Senior Directors to ensure compliance and delivery
• To lead the review and revision of the enterprise program management, change management and benefits realisation frameworks to ensure standardised delivery of projects across the program
• To facilitate audit of the Performance Improvement Function.

Key Achievements:

• Created up to 25% administrative staff capacity across Finance, Human Services and Payroll, Student Services (Communications) and the School of Medical and Health Sciences through business process improvement and automation with the replicability of the model allowing similar capacity creation in other parts of the business
• Led the creation of strategic and operational dashboards based on use of data analytics and insights to reflect value being delivered across initiatives in real time
• Socialised the governance and opportunity for benefits realisation (including actual benefits realised) on the program with the Senior Deputy Vice Chancellor to seek funding approval for scaling the infrastructure behind the program
• Delivered between 25-75% improvement in Service and Quality of outcomes as validated by Business Sponsors across approximately 20 Automation Programs.

Western Power is a statutory corporation established by the Electricity Corporations Act 2005. It is owned by the State Government of Western Australia and is accountable to the Minister for Energy. It is responsible for building, maintaining and operating the electricity network within the South West Interconnected System.

Key Responsibilities:

• Responsible for the change management and unit cost performance of Western Powers end to end processes working across 6 executive business units including Corporate Services and 26 corporate functions
• Ensure alignment with corporate KPIs and OPIs as they relate to the overall performance of the end to end processes
• Drive innovation, strategic alignment and continuous improvement disciplines across the value chain and ensure the application of Western Power's Enterprise Risk Management & Change Framework to the business critical programs/initiatives
• Lead the development and execution of market sensitive deliverables as requested by the Board and/or CEO and develop recommendations to inform and influence strategic corporate decisions
• Provide leadership coaching, change and Lean Six Sigma Black Belt expertise to other senior Western Power stakeholders.

Key Achievements:

• Led the assessment, change management and delivery of several business critical initiatives and reviews including Field Force Business Review, Asset Operations Improvement Hypothesis, WP Delivery Strategy and COO Report to WP Board
• Led several cross functional engagements with senior stakeholders in delivering outcomes in condensed timeframes
• Led the assessment of innovation opportunities, delivery of change management plan and $75 million dollar Western Power's Field Force Business Case involving engagement with both difficult and influential stakeholders from across the business
• Other business critical change initiatives completed include the Erroneous Operations Investigation, end to end review of Western Power's Quality Assurance/Quality Control process and Mid West Energy Project review on behalf of the CEO. Recommendations resulting from the reviews have been critical in minimising safety risk to staff and public and reputational damage to the business
• Recognised as the go to person for completing business critical internal and external submissions. Executed the delivery of Western Power's submission to the International Quality and Productivity Commission for Process Excellence. Western Power won the Process Excellence award for the year
• Led the development and embedment of the centre of excellence for business performance improvement, change management and business process management within Western Power
• Consistently rated as a high performing leader AE (Above Expectation) throughout my tenure with Western Power.

Deloitte is the brand under which thousands of professionals collaborate across a network of offices in Australia to provide audit, economics, financial advisory, human capital, tax and technology services. The Australian partnership of Deloitte Touche Tohmatsu comprises 640 partners and more than 5400 people located in 14 offices across the country, plus offices in PNG, Timor-Leste. Deloitte Australia's revenue of A$1.336 billion for the fiscal year ending 31 May 2015.

Key Responsibilities:

• Develop and execute change management programs for improved business productivity outcomes aligned to the organisational drivers/objectives across the functions of Finance, HR, IT and Student Services within the WA Public Sector
• Provide vision and leadership across programs and enable creation of workplace culture that aligns with long term corporate objectives
• Conduct organisational structure design including development of approach and tools associated with strategic leadership alignment
• Senior stakeholder engagement including Board, Executive and CEOs and facilitation of strategic workshops
• Transition planning across the areas of process, technology, governance and people
• Manage mentor and coach team members and staff.

Key Achievements:

• Identifying $20million in annualised savings across the Corporate Services Functions within the Higher Education Sector
• Managed the knowledge base associated with key funding programs available to Universities in the Higher Education sector
• Working with senior client management in conducting change management and business improvement workshops and presenting deliverables such as the Program Business Case to the Murdoch University Senate.

Omegatrend is a private direct marketing organisation with offices in Australia, New Zealand, Singapore and Malaysia. In 2007 Omegatrend was taken over by New Image International, one of the pioneers of health products and direct selling in the Asia Pacific region.

Key Responsibilities:

• Identifying new opportunities for growth in the organisation's Australasian markets by recommending appropriate promotional and marketing campaigns and transitional strategies
• Working with key external stakeholders and the Executive team to determine the main drivers for the organisation's growth in line with its vision
• Project managing the development of a comprehensive annual Promotions Plan through interviews and surveys
• Responsible for building brand equity and managing the 'Sanden Brook Brand' (Omegatrend's Product Brand) and recommending and implementing strategies to enhance its appeal and awareness in several markets
• Managing the organisation's key stakeholders (including external advertising agency Directors)
• Managing Omegatrend's marketing budget Managing and training Product Managers in areas related to product promotion in four countries.

Key Achievements:

• Successfully completing an extensive project of managing the development of nine key publications within strict time and budget constraints. This enabled the organisation to launch their product range across all its locations simultaneously
• Streamlining the market research capabilities within Omegatrend enabling the organisation to minimise resources dedicated to conducting research. Decreased response time from six weeks to five days
• Delivered a paper entitled 'Doing Business in New Markets', following extensive research across several geographies. This paper was critical in determining risks and expansion opportunities for the business within the new markets.