Sarah OSullivan

• Provide expert advice to the Chief Executive Officer and Board Members on strategic and operational people management requirements, culture, and change management

Responsibilities:

• Set and drive the People & Culture strategy including industrial relations, safety and wellness, workforce planning, culture, and HR practices for organisational success and high performance
• HR subject matter expert that conceptualizes, initiates, implements, promotes, and evaluates innovative and, at times, complex people matter programs aligned to the organisation's future needs
• Identify and respond to new and emerging strategic, compliance and legal HR challenges impacting the current organisational operating environment

Achievements:

• Completed a review of the organisational structure to ensure that it reflects the current and future needs of our organisation
• Analysed the role responsibilities of each position, the characteristics of high performing teams, and the alignment of the roles and qualifications with the SCHADS award
• Led a strategic approach to volunteers, risk management and mitigation, continuously improving OH&S practices to ensure a safe workplace.

• Accountable for delivering all aspects of Zone Operations across 48 stores - largest geographical area (Victoria / NSW)

Responsibilities:

• Responsible for delivering the strategy, business performance, budgeting, utilisation review, cost control, continuous quality improvement, safety, and risk management
• Accountable for the coaching and development of 4 Group Managers and 6,500 team members
• Delivering all aspects of operations, business expense (P&L), systems, business communications, stocktakes, loss prevention and principles in the areas of information flow and management, business processes, enhanced management reporting to create efficiency and improve revenue
• Responsible for financial stability and development of growth strategies for multiple revenue streams to deliver strong comp and sales growth for the shareholders

Achievements:

• Delivered annual sales of 2 billion dollars
• Achieved 5 of the 6 KPI's on the scorecard (Safety, Sales, VoC, Food Waste, Stockloss, Optimal Order)
• Reduced staff turnover through improved performance development programmes.
• Leading food diversion for the state, delivering a reduction in waste by 40% across 48 stores
• Leading the way with media relations and the government during COVID to reach remote and isolated communities in need of food
• Played a key leadership role in creating and maintaining a positive organisational culture, customer centricity and an engaged strategy leading to an uplift in customer sentiment (NPS) delivering a score of 85%
• Opening and closing of stores on time, within budget and retained 92% of the team

• Accountable for delivering all aspects of central operations (60 stores) and contact centre developing the strategy, business performance plan, budgeting, utilisation review, cost control, continuous quality improvement, and risk management

Responsibilities:

• Accountable for stores and contact centre Opex budget and strategic workforce plan
• Responsible for financial stability and development of growth strategies for multiple revenue streams
• Leading a team of 6 within central operations supporting the delivery of operational procedures, business expense (P&L), systems, business communications, stocktakes, loss prevention and principles in the areas of information flow and management, business processes, enhanced management reporting to create efficiency and improve revenue
• Leading a team of 25 within the contact centre to support Customers and store teams to support online and in-store sales
• Developed the RFP and business strategy to outsource the function
• Building the future model to remove store calls, focusing on service and sales
• Supporting all charities and business partners

Achievements:

• Created a culture of transparent, effective, timely and appropriate internal and external communications, leading to improved engagement through team and customer
• Planned revenue generation strategies designed for growth.
• Identified, developed, and delivered strategies that supported the commercial opportunities and partnerships to optimise financial outcomes, community aspirations and environmentally sustainable solutions
• Translated senior management directives into actionable front-line policies and implemented changes with staff.
• Leading business transformation for Operations by delivering key projects that supported Baby Bunting continuous improvement processes, and innovation that resulted in reducing cost, providing productivity gains, and driving sales performance
• Shared in the success observing the shareholder value (ROIC) from $1.18 - $6.00
• Leading through adversity, bushfires, floods, system failure, infestation of a non-prohibited insect.

• Accountable for supporter transition through a strategic channel change program and all associated WVA retail and global plan

Responsibilities:

• Accountable for leading the strategy and development of a robust supporter engagement strategy, optimizing digital opportunities and enhanced communication
• Delivery of the supporter segmentation and programs to measure and develop business opportunities
• Establish the business requirements strategy for the contact centre, retail operation and customer through innovative and centred marketing campaigns
• Business reporting and signoff from the WVA board

Achievements:

• Designed and delivered the first to market retail pop up virtual reality experience hub
• Sharing the impact through the eyes of a child living in poverty
• Lifted supporter engagement by 14% in the first 2 weeks
• Provided transformation change to the way WVA attracts, engages, and retains supporters
• Partnered and worked cross functionally to attract sponsors and support fundraising activities
• Set up long-term partnerships with suppliers to build new platforms to engage with supporters and build future channels for World Vision Australia
• Retained and grow existing supporters from $42.3m to $48.6m
• Generate supporter insights and develop lifecycle strategy through and develop lifecycle strategy through marketing automation
• Increased giving from existing philanthropic donors through; targeted and focused Supporter Journey's including events, sales pipeline
• Growth within the bequest campaign - Targeted to key supporters.

• Providing personalised consulting services to organisations, teams, and individuals, to identify, develop and implement strategic plans and equip staff, using proven mechanisms to understand embrace, and deliver the business objectives

Responsibilities

• Evaluating overall business operations and providing support in business development and implementation of the business operating system
• Collaborated with key decision makers to provide best options to meet the requirements of the business.

• Delivered the capability leadership program (56 Regions - Australia wide)
• Developed the Store Leadership Team to build their capability as a leader
• Reset the team mindset and store culture for the top four hundred stores across the country, while reducing expenditure and delivering a customer experience that made shopping at Coles 'a little better every day.', Developed the business strategy to transform customer experience insight into real-world action, to develop the tools, training and thought leadership needed to create a customer centric culture within Coles
• Identified new business opportunities, cultivated, and maintained relationships with executive business partners, and spearheaded effective sales and market penetration strategies
• Evolved new lines of business through market analysis, and client relationships to propel business success and achieve organizational goals
• Presented findings and strategy to the Coles Group Board Members.
• Aligned progress of multiple team projects with overarching company values, achieving agreed Key Performance Indicator targets.
• Internalised customer voice, shaping operational changes to reflect customer needs and fluctuations to external markets.

• Accountable for end-to-end customer and community strategy, engagement, and implementation plans, aligning to and supporting the store strategy and plan

Responsibilities:

• Accountable for the overarching customer and community capex budget, resulting in better customer experience and community engagement
• Led a team of specialists, ensuring the business vision, strategy, transformation, and expected ROI were realised
• Worked with store managers to develop individual people plans (first ten stores, building a template for all remaining stores), which included all facets of traditional OD tasks
• Identified, developed, and delivered strategies that supported the commercial opportunities and partnerships to optimise financial outcomes, community aspirations and environmentally sustainable solutions

Achievements:

• Designed and implemented a 5-year customer and community engagement strategy and plan through a new service operating model providing one way of working across 762 stores and 80,000 team members
• Developed the new community connect program to expand the ability to reach more charities supplying food to people in need and work towards the 2025 goals to zero waste
• Built a strong partnership with SecondBite to drive continuous improvement to reduce waste and improve the offer of surplus food to Australians in need
• Increased annual food collect for FY14 to 4.2m kgs compared to 2.7m in FY13 (up 57% providing the equivalent of 8.6m meals to people in need
• Set up supply chain efficiencies to reduce cost of collection by store, achieving a 21% improved in FY14 compared with FY13 and the collection cost per kg improved by 73%
• Saved the impact on the environment by rescuing 4.2 million kilograms of fresh food (impact save 23m kilograms of Co2 emissions, 23m kilowatts of energy and 303m litres of water)
• Created engagement tools to support and drive a sustainable program with purpose
• Represented Coles in London at an international customer and community exchange.