Sophia Kolios

• Overall accountability of the change stream for a multi-year Supply Chain Planning Transformation, Australia, Asia, Europe and U.S.
• Remediation of delivery practices through the introduction of leading change concepts into the delivery team.
• Building competency in change fundamentals such as understanding stakeholders and engaging across the organisation.
• Introducing a structured methodology of implementing change into a multi-year program.
• Facilitating the development of a new Product Supply Planning Operating Model and supporting launch.
• Inputting into Program level business case for change considerations.

• Drive change portfolio for a $16.4bn Own Brand product business, Woolworths Food Company
• Support the Agile Operating Model adoption by improving ways of working, analysing tension points and putting in place interventions to improve or correct the Operating Model.
• Coach team members on best practice business change sponsorship, stakeholder management and adoption.
• Facilitate key workshops such as Partnership, Agile Maturity, and ways of working to increase team performance.

Key initiatives:

• Agile Operating Model transformation covering 3 Tribes and and 4 Chapters.
• End-to-End Product Development Framework covering strategy development all the way to product lifecycle management.
• Food Brand Architecture reorganising brands and product to help customers access and relate to a brand.

• Designed and delivered change solutions into Australia's largest Supply Chain network, Supermarket Operations, and Customer Insights & Advocacy teams.
• Designed and built the case for change on a Supply Chain Workforce Management program, across Australia and New Zealand.
• Implemented pilot National Workforce Planning team for the Australian Supply Chain network.
• Co-create a Customer 1st Toolkit with Group Customer, Insights & Analytics to build awareness and adoption of customer research and insights.
• Support 'Everyday Acts' within Woolworths Supermarkets, focused on promoting a Customer 1st Team 1st Culture.

Key initiatives:

• Labour Planning Program implementing new workforce management planning processes and toolsets.
• Supply Chain Excellence Program revolutionising warehousing and transport systems onto a modern platform.

• Leadership of the change delivery team, setting vision and targets.
• Design and execution of the change and learning strategy, from initiation through to go-live.
• Managed the schedule, deliverables, risks, issues and dependencies within a complex program and governance structure. This included stream status reporting.
• Delivery of scenario-based business change planning to manage risk and build GM confidence.
• Partner with the business to conduct workforce capacity planning to manage business readiness and post go-live storm and surge as well as adjust Operating Model.
• Development of Sustain, Embed and Handover plans to help the change become ‘business as usual’.
• Engagement of C-suite stakeholders to garner support and build confidence in the delivery team and solution.
• Management and monitoring of the business change budget.
• Evidence based review and reporting of ISP performance and management of underperformance.
• Rapid build of a change team, tools and delivery schedule following handover of delivery from the ISP to Sydney Water.
• Development of a pragmatic recovery plan to maximise the time remaining.
• Providing confidence to auditors (internal and external) of the ability to deliver under a Sydney Water led model.
• Engagement of the broader business as part of business readiness and preparation for cutover and go-live.
• Lead the delivery of business readiness activities, inclusive of forums, measurement and reporting.

• Leadership of the change delivery team, setting vision and targets.
• Building the case for change and securing support for change management and its value to the organisation and Program.
• Developing the change and learning strategy for the Program, aligning to ASAP (SAP), Managing Successful Programs (MSP), PRINCE2 and the Strategic Change Management Office. The budget for change was then derived from this work.
• Defining the commercial services to be provided by an external partner for Stage 2 of the Program and participated in the selection process.
• Participating in the Program of State Significance approval process, representing organizational change management.
• Delivering change management services for the three sub projects.
• Working alongside subject matter experts to identify up to 300 change impacts that formed the early view of the business change program to come.
• Partnering with the business to determine risk mitigation initiatives that align with customer journey maps.
• Partner with the business to establish business change governance forums that became the key mechanisms for design and business decisions.
• Stakeholder and communications management for all levels both internal and external to the organisation.
• Working with SAP Australia and key business/program leaders to leverage the learning’s of other organisations that have implemented SAP customer and billing solutions (e.g. Cape Town Council, American Water).
• Securing the adoption of SAP EnableNow as a key corporate tool for learning management.

• Managed 4 projects which covered financial management, meter reading and smart metering, plus technology integration.
• Development of a change plan and approaches, catering to the change, environment and business needs.
• Development of sponsorship activities, providing guidance to improve buy-in and acceptance.
• Communication planning, development and delivery for each initiative.
• Identifying change impacts, helping business gain clarity on what the change means for them.
• Development of training plans and associated materials for each project as required.
• Training developed and delivered was focused on both internal and external stakeholders.

Key Initiatives:

• Finance management information system upgrade (PeopleSoft 9.2).
• Meter Reading Collection (SevenX).
• Integration Platform Renewal (TIBCO, Service Oriented Architecture).
• Multi-Level Individual Metering (MLIM - Smart Metering).

• Development of change management and training strategies
• Execution of all aspects of change from initiation all the way to go-live
• Key Projects: SAP BR4 Master Data Release (22 months)
• SAP BR5.2 Produce (14 months) - Perishables Procurement Workbench, Retail Procure-to-Pay, Warehouse Management Lean and Promotions Management.

Program Analyst for the Program Services team primarily focused on Project/ Program Governance within the IT Program Office, which had as many as 100 plus active projects at a time within the portfolio.
Role include analysis, reporting, process improvement and tool support to the greater ITPO, notably SAP Project Builder, CATS and SAP HR components.

Shift Leader for the IT Help Desk which served Woolworths Supermarkets, Liquor and Petrol across Australia and New Zealand, as well as, Woolworths Support Offices and Distribution Centres with any IT issues, low and high severity.