Kerrie Mazengarb

• Established and maintained risk management system to identify and minimize potential risks.
• Oversaw divisional marketing, advertising and new product development.
• Spearheaded development and implementation of corporate governance strategies, confirming compliance with regulations at all times.
• Formulated and executed strategic initiatives to improve product offerings.
• Contributed to values, goals and strategic vision of organization.

I have had many consulting roles in my time at GSD Advisors - a summary of overall generic skills:

• Developed and implemented organisational governance models, strategies, policies and procedures.
• Designed and implemented risk management system to identify and mitigate potential risks.
• Researched, analyzed and solved marketing and strategy concerns through personalized approach.
• Developed strategic initiatives for clients, leading to improved business performance and increased profitability.
• Evaluated merger and acquisition opportunities for clients, providing detailed due diligence reports that informed strategic decisions.
• Achieved successful project outcomes by conducting comprehensive market research and competitive analysis.
• Led stakeholder engagement initiatives with diverse groups, promoting open dialogue and building strong relationships that supported successful change implementation.
• Built strong relationships with key stakeholders across the organization, enabling effective collaboration during times of change and fostering a culture of continuous improvement.
• Streamlined and monitored quality programs to alleviate overdue compliance activities.
• Collaborated with project teams on integrating effective Change Management methodologies into existing workflows while maintaining alignment with company objectives.
• Oversaw change management efforts to support implementation of critical initiatives driving technology, process and culture changes.

Working with the Public Health Executive, conduct full consultation on new structure and proposed operating model.

Prepare report on findings and prepare recommendations on change and transition planning for the new organisation structure.

• Coached team members on problem-solving techniques, enhancing their ability to identify root causes and implement effective countermeasures.
• Implemented visual management tools to improve communication and increase transparency within the workplace.
• Produced detailed and relevant reports for use in making business decisions.

Working with DoH Executive, Health HR executive and with the commission of enquiry into child abuse, reviewed the current HR business model, recommend and develop new model and organisation structure to support the recommendations from the Commission of Enquiry, support the introduction of the new HRIS and to support the transform Health HR Program of work.

• Created strategic and operation plans to provide continuity of operations during period of no Ice Rink.
• Spearheaded development and implementation of new Constitution to modernise the incorporate entity
• Conducted detailed Financial Audit, and discovered non compliance with funds, which were then rectified.
• Implemented robust financial controls to increase transparency, reduce risk, and optimize resource allocation.
• Cultivated strong relationships with external partners, Ice Hockey Community to foster collaboration and maximise volunteers and to keep the community connected whilst new rink being considered by State Government
• Established a culture of accountability by setting clear expectations and holding individuals responsible for results.

Tasmania only has one small Ice Rink at this time ( one quarter size rink), at the time my son played Ice Hockey and went on to play for Victoria, however in 2018 I decide that there was no reason Tasmania couldn't have a full size Ice Rink. So I led a 4 year process to get new Ice Hockey infrastructure build in Tasmania.

The Government have now gone through a comprehensive process to cost a new rink and full community engagement with a new rink due in 204/2025

• Collaborated with diverse teams, leveraging individual strengths to achieve optimal results in this complex projects.
• Engaged with all levels of Government, meetings and workshops with all Federal, State and Local Government groups to progress support and funding for rink.
• Evaluated customer needs and requirements, establishing clear goals for each consulting engagement - engaged with all Ice Sport bodies to create a new Ice Sports Tasmania Body to assist with a "one voice" for all Ice Sports.
• Facilitated workshops with stakeholder groups to gain consensus on priorities and approaches for tackling identified issues or opportunities.

Working with the Department of Health OCIO and the Covid Emergency Command Centre, oversee change program and teams for all Covid related projects: This includes but not limited to:

• PHEOC – Public Health Emergency Operations Centre projects (including Track and trace business systems)
• VACCEOC – Vaccination Emergency Operations Centre Program
• Policy and Processes for eForms and Check-in systems – THSEOC – Tasmanian Health Service Emergency Operations Centre projects.
• Planned, created, tested and deployed system life cycle methodology to produce high quality systems to meet and exceed customer expectations.
• Devised creative solutions to critical customer and user needs.
• Managed cross-functional teams for successful project completion within deadlines and budgets.
• Led change management efforts, supporting staff through transitions and promoting buy-in for new initiatives.

Working with the Director HRIS and Deputy CIO – prepare a Department of Health Organisational Capability Uplift Strategy for the whole of department.

• Prepared Strategy and Approach for HRIS program
• ·Developed and began implementation of Department of Health (DOH) Change Methodology and Framework for PMO.
• Developed Enterprise Change Management Strategy, policy, and procedures for DOH – change capability and capacity uplift.

Developed and implemented target state customer experience and strategy.

Lead the development of all customer related journey maps.

Developed and implemented a complete backlog of work and creation of a CX program of work.

• Developing and implementing CX Strategy and plans
• Developed CX target state model
• Mapping all customer journeys
• Developed a program of work, backlog for implementation Managed a team of project managers
• Lead change network and business owners change coalition

Developed and implemented change management strategy, approach and plans for implementation of a new operating model for all service delivery teams across distribution and transmission, approx. 1500 employees

• Implemented fit for purpose change methodology to enable people dependent ROI
• Conducted size, scope, and risk assessment
• Developed change management strategy
• Business readiness plans
• Business transition activity plans
• Benefits realisation plans
• Created change network and SME review teams

Developed and implemented all Change Management activities for new Outage Restoration and Management business - impacted over 1000 employees and the whole Tasmanian customer base.

• Development of change management strategy for whole of organisation change
• Conducted change impact assessments and developed actions plans
• Developed and implemented all change plans
• Developed and managed all business readiness activities with Business owners
• Developed Business realisation plans and assisted Business Owners in measuring activities for sustainability.
• Change Portfolio Strategy, plan, and C level reporting.

12-month secondment to assist OCIO implementation of Federal Government Initiatives, namely the Personally Controlled Electronic Health Record (PCEHR).

This project was successfully implemented. Kerrie was recognised by The Department of Health and Ageing (DOH) for her work in the change approach and case study completed for the work she did.

Impact 400 staff and whole Tasmanian Community

Stakeholder engagement activities for all major Transport and Road Infrastructure Projects

Activities including planning and conducting all public participation and feedback workshops

• Developed written plan of services in conjunction with program participants.
• Design and implementation of a new student administration system
• Workshop facilitator
• Mentor and Coach to functional operational managers in student Administration.

Roles included:

• Quality Assurance and System Change Co-Ordiantor
• Customer Billing and CRM Change and Process LEad

Roles Included:

• Project Manager CRM System
• Organisational Test Manager
• Area Manager
• Customer Service Trainer
• Customer Service Officer