MEGAN IBRAHIM

I was promoted to the position of Acting General Manager, WLA whilst the recruitment of a new General Manager was undertaken (8 months). This was a significant opportunity and provided me with a chance to expand my knowledge of the organisation to include the Sales and Marketing functions. It also allowed me to develop an in-depth understanding of the corporate planning/budgeting process.

• Developed a 5-year strategic growth plan for Women & Leadership Australia, aligning operational goals with growth ambitions (including expansion of product offerings and revenue streams).
• Developed and presented the FY25 budget to the Navitas Executive Leadership Team ($15 million operating budget). This required a detailed understanding of all areas of the organisation including emerging risks and opportunities.
• Increased the staff wellbeing rating from 68% to 88% by fostering a psychologically safe workplace culture and enhancing staff communication and engagement.
• Drove the expansion of WLA’s online store to include higher value flagship programs, adding an additional, non-lead based revenue stream for WLA.
• Instigated online store automations to reduce the need for Student Support team intervention (Welcome Letters, Learning Management System access).
• Lead the development of new web engagement tools (course finder) as both a lead generating source and a way to gather prospective customer insights.
• Initiated ad-hoc marketing campaigns to fill programs with low enrolments (lost lead campaigns, complimentary taster webinars, discounted offerings to alumni).
• Uplifted the Learning Design Team capacity to work on cutting-edge product innovation, tender response and review/update of existing content to maintain currency in the Market.
• Established a tender process/library of documents to allow us to quickly assess/respond to suitable tenders. Initiated the partnering on tenders with other organisations to enhance the available opportunities (Peter Berry Consultancy).
• Reduced the annual Multimedia spend by approximately 75% through transitioning to webinar summary videos (in place of edited live recordings) and sourcing a more cost-effective multimedia resource.
• Managed the day-to-day operations of the Sales Team, made enhancements to Sales pipeline reporting and created a new B2B Sales strategy focussing on end-to-end service and relationship building.
• Strengthened external partnerships, securing new program and sales opportunities through strategic relationship-building.
• Oversaw end-to-end operations and financial performance to ensure sustainable growth and delivery excellence.

• Led operations across Resourcing, Learning Design, Program Delivery, and Multimedia to deliver high-impact learning experiences (50 staff approximately).
• Consistently maintained 90%+ student satisfaction and completion rate by providing exceptional product quality and delivery, operational excellence and robust student engagement strategies (leading to increased referral business for the organisation).
• Rolled out a student support framework and re-engagement process that boosted satisfaction and retention rates. Also developed Student Access and Complaints Policies to allow program participants to fully engage with our content and allow any issues to be resolved promptly.
• Established a centralised workload management system for the Student Support Team – reducing team FTE requirements by approximately 50%.
• Introduced a structured, data-led product development process, significantly improving the speed and success of new program launches. This ensured new products were commercially viable and met the needs of our market.
• Developed relationships with key suppliers which allowed us to access complimentary tailored training sessions for WLA staff.
• Reduced inefficiencies through process streamlining, cross-team training, and workload redistribution.
• Fostered engagement of our team of 35 contact facilitators and executive coaches via quarterly associate faculty meetings, focus groups, provision of regular feedback, annual one-on-ones and provision of ongoing training opportunities.

• Managed the recruitment, onboarding, and capability alignment of a national network of 35 facilitators and executive coaches.
• Instituted standardised delivery protocols, boosting consistency and participant experience across programs.
• Conducted quality assurance and feedback to the facilitation/executive coaching team (regular webinar and student feedback review).
• Maintained set utilisation rates for our permanent facilitators/executive coaches to ensure optimisation of resources.
• Developed a Facilitator Capability Matrix so resources were allocated to the most suitable projects/clients. This also allowed facilitators to specify their preferred work assignments/availability to allow for increased engagement/more efficient work allocation.
• Provided data-driven insights through the establishment of standardised reporting and resource analytics (informing both operational planning and cost control).
• Lead enhanced automation in the scheduling process (“push to outlook” functionality, schedule generation, provision of feedback due dates).
• Established contingency frameworks to maintain seamless program delivery.

• Delivered strategic HR reporting and workforce analytics to executive leadership.
• Led internal and external compliance reporting including participation in the Mercer Remuneration Survey.
• Translated workforce data into actionable insights, influencing planning, policy, and remuneration strategies.