Moreen Dutt

Dynamic and solutions-oriented operations leader with a distinguished record of driving organisational transformation and operational excellence within the aged care and home care sectors. Experienced in leading high-impact teams across demand planning and workforce onboarding, with a focus on building capability, improving service quality, and aligning frontline operations with strategic objectives.

Demonstrated expertise in designing and executing comprehensive onboarding frameworks that enhance the skills of field staff, and elevate the new hire experience through tailored training programs and immersive workshops. Known for championing best practices, and ensuring compliance with sector-specific regulations and safety protocols through active participation in audit readiness and strategic planning initiatives.

Played a pivotal leadership role in one of the organization’s most significant business transformations: the centralization of operations across multiple functions, including service delivery, scheduling, rostering, customer care, and contact center management. This initiative spanned multiple states and resulted in streamlined workflows, improved efficiency, and a unified approach to service provision.

Led the successful centralisation of critical aged care services such as the Commonwealth Home Support Program and Home Care Packages, as well as Call Centre and Service Delivery operations. Spearheaded the development and rollout of comprehensive operational policies and procedures to ensure regulatory compliance, reduce complexity, and improve client response times.

Collaborated closely with cross-functional stakeholders—including IT, operations, and customer service teams—to identify improvement opportunities, introduce enabling technologies, and enhance the end-to-end client journey. These efforts directly contributed to measurable gains in customer satisfaction and organizational productivity.

Additionally, I developed and facilitated structured change management programs, communication initiatives, and training sessions tailored to support staff through periods of significant change. Maintained high engagement and morale across impacted teams by equipping employees with the tools and support needed to confidently navigate restructuring efforts.

In this leadership role, I oversaw the delivery of high-quality aged and disability care services across New South Wales, and the Australian Capital Territory. I managed a team of eight direct reports, each of whom led homecare teams consisting of 45 to 50 staff members. My work centered on ensuring compliance with regulatory standards while addressing the diverse, and evolving needs of our clients. I championed best practices in service delivery and strengthened communication across all team levels to enhance care outcomes. A strong emphasis was placed on staff training, development, and performance management, alongside fostering a cohesive and supportive work culture to drive service excellence.

My responsibilities extended to strategic planning, audit preparedness, budgeting, and effective resource allocation, all aimed at improving operational efficiency. I acted as a key conduit between senior leadership and frontline personnel, facilitating continuous feedback and alignment with organizational goals. Among my achievements, I successfully cultivated a bottom-up, client-focused team culture, and developed digital tools, including Google Forms and interactive dashboards, to monitor field assessments and track safety training metrics, streamlining compliance and audit readiness.

I introduced comprehensive retention strategies—including employee feedback mechanisms, career development programs, and collaborative initiatives with HR to deliver competitive compensation—resulting in consistent service-level attainment, and a national decrease in staff turnover. Through cross-functional planning with scheduling and customer care teams, I accelerated customer onboarding processes, and customized service delivery. Furthermore, I led the design and national rollout of a training program, enabling Level 2 and 3 Home Care Workers to perform Customer Home Safety Checks, enhancing both workplace safety and care standards across the network.

In this role, I was responsible for managing national appointment capacity for NBNCo, ensuring timely service delivery in alignment with established Service Level Agreements (SLAs). I oversaw the distribution of over 120,000 monthly service appointments across various platforms, using in-depth forecasting analysis to align capacity with demand, and take proactive corrective action when required. I managed the performance and compliance of a third-party service delivery partner to ensure their field workforce consistently met operational expectations.

My responsibilities extended to maintaining governance across Field Services teams, Retail Service Providers, and the field delivery network. I also played a central role in stakeholder relationship management, both internally and externally. Through the implementation of targeted forecasting strategies and appointment-setting commitments, I collaborated closely with Field Operations to assess risks, and formulate recovery plans to safeguard appointment delivery.

Notable achievements include consistently exceeding SLA expectations, maintaining a 98% success rate in monthly service delivery. I contributed to the successful rollout of the Fibre to the Curb product, ensuring sufficient capacity was in place to support timely customer connections. I co-designed and implemented an operational tool to help Calendar Specialists anticipate demand patterns, leading to more accurate capacity planning. In addition, I developed short-term modeling strategies—such as operational days for milk runs in remote areas, and a six-day service assurance model—to expand access while maintaining SLA compliance. During major weather events, including cyclones and floods, I managed assurance resource plans that enabled efficient customer reconnections in affected regions.

In this position, I was responsible for managing the national Field Technician workforce, while also overseeing six direct reports in the NSW Call Centre. I provided daily leadership and operational supervision to both field and call center teams, identifying skills and knowledge gaps, and implementing a targeted learning and development plan to address them. My role also included end-to-end management of the service call lifecycle across Wagering, Gaming, Keno, and Sky Racing, ensuring that service levels were consistently achieved. I developed and executed recruitment strategies, including interviewing, candidate evaluation, and onboarding new hires, to maintain workforce strength and capability.

I played a key role in handling escalations from customers and stakeholders, providing timely and effective resolutions. With a strong foundation in human resources and people management, I led performance reviews and one-on-one coaching sessions, while cultivating a culture of continuous development through employee engagement strategies. I also contributed to team productivity by mentoring and coaching staff, and driving the rollout of targeted training initiatives.

Throughout my tenure, service level targets were reliably met, which helped reduce staff turnover on a national scale. I was recognized for creating in-house gaming tutorials that reduced repeat service calls and achieved a 15% improvement in first-call resolution for service assurance. I led the delivery of a manual handling training program that resulted in fewer workplace injuries, and a decline in workers’ compensation claims. In addition, I successfully improved performance outcomes for underperforming team members through structured coaching plans. I also led the planning and execution of resource strategies for major race events, such as Melbourne Cup Day, ensuring operational continuity and minimal service disruption.