Jennifer Dearnaley

Client - Department of Premier & Cabinet (DPC)

• Project: defining & integrating Indigenous Ecological Knowledge into policy. Managed end-to-end complex project delivery, balancing legislative requirements and clarifying ambiguities to achieve project goals.
• Date: 2023

Client - Barwon Water

• Projects: Delivered sustainability and cultural projects, including ethnobotanical reports & seasonal calendar for Porronggitj Karrong
• Date 2020 - 2025

Client - GHD (a global services company)

• Project: Re-engineering the urban environment with a with diverse stakeholders with a focus on First Nations communities.
• Date: 2021

Client - Corangamite Shire Council

• Projects: Strategically developed and delivered environmental projects including managing community & stakeholder engagements
• Date: 2019 - 2025

Client - Wadawurrung Traditional Owners Aboriginal Corporation (WTOAC)

• Projects: Strategic development & project delivery of Indigenous Ecological projects
• Date: 2021 - 2022

Client - Dja Dja Wurrung Clans Aboriginal Corporation

• Projects: Strategic development & project delivery of Indigenous Ecological projects
• Date: 2023 - 2024

Client - Maroondah City Council

• Project: Governance & Policy compliance - heritage landscape
• Date: 2024

Deakin University is a public research university in Victoria, Australia, with major campuses in Melbourne, Geelong, and Warrnambool.

• Curriculum design, delivery, and governance in the Faculty of Science, Engineering, and Built Environment.
• Member of the Academic Board by shaping institutional policies and initiatives.

Shell is a global group of energy and petrochemical companies operating in more than 70 countries and employing around 96,000 people. It is one of the world’s largest integrated energy companies, producing and trading oil, gas, LNG, low‑carbon fuels and renewables.

• Delivered global transformation programs in the area of reporting and performance tracking.
• Program managed the 'global redundancy change management' initiative across 70 countries.
• Project managed the transition of the Global KPI reporting team from Europe to Asia.
• Clearly defined what was in and out of scope to avoid scope creep, regularly reviewed project risks, tracked budgets, and project delivery.
• Informed the Executive team by presenting relevant artefacts including KPI reports and provided recommendations for improvement. Provided effective communication to all stakeholders of plans, activities and progress.

Key Achievements

• Global redundancy targets achieved.
• Centralised the global reporting team from Germany into a low-cost base operation in Philippines.
• Simplified reporting by over 25%
• Lead budget target setting and managed the project budget of GBP £20 million.

• Project Managed the Fraud Management Controls Framework Project in the Retail Loyalty Card program with 12.5m active accounts in 15 countries.
• Identified, co-designed, and implemented controls to mitigate the risk of fraud across the end-to-end process of Shell’s managed loyalty card.
• Developed strategies and established a governance structure for the project and run & maintain phases to support the delivery of priority outcomes.
• Established the 'as is' process design by profiling and documenting the existing operational processes and recommended a consolidated & simplified future process and controls design.

Key Achievements

• Reduced instances of fraud by 68.5%* due to the streamlined processes and tighter controls. *of est USD $1.1m total fraud.
• Established a Process Register itemising the 100+ existing processes that were being supported across the loyalty programs in every country & minimised the number of processes to 18.
• Delivered the project within scope, budget, and the 12-month timeline.

• Project managed the end-to-end standardisation of Shell's expense management model for deployment into 61 countries across 130+ legal entities.
• Led the development and deployment teams of the centrally designed and governed global policies, processes, supporting IT systems, platforms and tools.
• Established the governance and support model with multiple shared service providers based around the globe in Scotland, the US, and Malaysia.
• Established the implementation and operational relationship with Citigroup Global, the Corporate Card Provider, and was accountable for the contract that had USD $5 billion annual spend.
• Managed the contract-signing process with each Shell legal entity (130+) acting on behalf of Shell's CFO and the Board of Directors as a signatory by holding Power of Attorney.

Key Achievements

• Successfully established a structure for a repeatable implementation approach, which was deployed into 131 separate legal entities across 61 countries.
• Changed the business focus of Citigroup, by driving standardisation in their product and service delivery thus reducing operational and implementation issues, and costs for the program. Citigroup, was at that time the largest bank in the world by market capitalisation.
• Delivered centralised spend data reports enabling procurement leverage to identify and negotiate preferred supplier relationships and achieve significant savings globally, and realise the initial business case.

• Program Managed the implementation of transactional eProcurement web-based systems throughout Asia Pacific.
• Program managed the implementation of an expense management system and streamlined the approach to operational expense management activities throughout Australia and Asia Pac.
• Supported Digital implementations for Contracting and Procurement initiatives and processes throughout the region.

Key Achievements

• Successfully implemented online bids for vendors, achieving over 20% in savings based on a spend of AUD $150M.
• The expense management project was adopted outside of Australia & Asia Pac and was the reason I was promoted to the UK to deliver on a global scale.
• Negotiated corporate card contracts for Australia and New Zealand achieving 27% savings.

Spotless Group is Australia’s largest multi-service provider for non-core and essential activities. A 'one-stop shop' for outsourcing commercial services.

• Major government tenders, due diligence, digital system implementation; including knowledge management applications.

Key achievements

• Successfully project managed and launched a new IT platform for business development that increased usage by 90%.