Alexandra Parkinson

• Provide oversight and strategic guidance on HR management and strategic cultural initiatives and practices for Robogals

· Software Engineering & IT Transformation: Led, designed and implemented the transformation of Chapters, Groups and CoE to enable the T25 Strategy and create a modern technology organisation by creating clearer work accountabilities aligned to technology, elevating leadership capabilities and re-orientating chapter to industry recognised skills and technology domains. This was a complex piece of work requiring intense stakeholder engagement and re-alignment of the ~7000 strong FTE workforce at scale to underpin a significant shift in Telstra's software engineering strategy

· Global Networks & IT: Led the detailed design and discovery to split Networks, IT and Data & AI Functions by developing future state optionality based on capability while navigating a complex and volatile stakeholder landscape to model maturity to better align to technology skillset and elevate our Software engineering and IT capabilities to better serve our customers

· Job Architecture: Developed the strategy and roadmap for an enhanced Job Architecture model across piloted technology domains to develop clear role differentiation and improved role progression to deliver on our strategy and make Telstra ‘the place you want to work’

· FY25 Productivity Program: As part of the $500m cost out program, I led a Telstra-wide productivity evaluation of Data & AI opportunities, aiming to achieve $13.9 million in reductions. Developed a detailed assessment tool and collaborated with senior executives to analyse the viability and identify business critical risks. Presented detailed findings to the CFO and CEO for strategic consideration

• Provided advice to managers on a wide range of topics including personnel policies, procedures and labor legislation.

· Strategy and Finance: Led the CoE design discovery with data gathering of current data and referencing external service models through stakeholder interviews of specialised teams to assess information against CoE design principles. Identify potential CoE’s and delivered preliminary findings that were endorsed by the CFO.

· Health & Safety Operation Model: Led interviews with the leadership team to gather future state requirements and needs. Delivered a report focussing on their current operational model to identify organisational design opportunities and pain points that informed the future state design.[PA1]

· Cross Company Chapter: Led the organisational design and implementation of the Cross-Company Risk and Compliance Chapter Area through collaborating with cross-functional Executives and skills and capability analysis. Established and owned delivery plans, ensuring alignment with Telstra’s Agile design principles.

· Belong Operating Model: Led an organisational design review of the Customer Experience capabilities and provided recommendations to inform the future operating model design and initiatives to uplift systems, people capability, and the customer experience to deliver $1.9m in productivity benefits

· Led Change Management efforts as part of the Strategy and Finance Agile @Scale Transformation by creating influential artifacts that guided Executives in strategic decision-making for change initiatives. Conducted thorough change impact assessments, designed stakeholder engagement and communication plans, and ensured seamless execution through regular critical path updates, enhancing the employee experience

· Career Model: Revamped the Business Operations & Project Management talent segment (~4000 FTE) by rewriting job descriptions to provide clarity and transparency about what is expected. Supported Telstra’s shift from competencies to externally recognised skills and enhancing talent mobility

[PA1]Propose to delete but maybe increase the comms/change components?

· Recruitment Strategy: Designed and implemented the Business Technology Services Australian recruitment and onboarding pilot that addressed recruitment pain points, streamlining the employee onboarding experience

· Subsidiary Guidance: Provided operational and strategic advice to acquired subsidiaries (Kloud, Readify, MSC, and VMTech) aligned to Telstra HR policies and programs.

· Partnered with the senior leadership team to develop action plans to increase employee engagement as well managing the end to end Annual Performance and Peer review processs.

· Australian Graduate Program Coordination: Coordinated the Australian 2017 and 2018 Telstra Enterprise Graduate Program, aligning talent and skills requirements with business and growth strategies

· Talent Exchange Pilot Implementation: Established and implemented the Telstra and Telkom Indonesia Talent Exchange Pilot. Engaged key stakeholders, leveraged talent frameworks, and delivered a program aligned with objectives

• Completed three rotations of 6 months as part of Telstra Enterprise Graduate Program comprising of promoting professional services to mid-market customers, growing and developing capability in Telstra International, and executing the B2B Product Marketing strategy