With over a decade of experience in the legal industry, I collaborate with large legal teams across both public and private sectors to help them embrace technology (including AI and automation), streamline core processes and address critical people priorities such as team culture, capability development, and workforce planning.

My extensive work with State and Federal government agencies has given me deep experience in optimising high-volume workstreams and, as an AgilePM Practitioner and Lean Six Sigma Yellow Belt, I bring structured methodologies and a human-centric mindset to guide teams through change with confidence. I’m passionate about developing practical, future-ready strategies that build internal capability and evolve team structures - ensuring legal teams are equipped to thrive in an AI-driven landscape.

Career highlights

• Led a number of strategic projects for a Commonwealth Government department to support the branch to deliver on its strategic objectives, clarify and uplift key processes (such as its change management methodology), develop an operating model to support workforce planning, and define their service catalogue.
• Led a strategic review of a State Government agency's process for managing a significant increase in historical abuse claims. This included assessing the end-to-end process, identifying opportunities to improve efficiency, consistency and staff retention, as well as developing recommendations to better leverage existing technology and data.
• Designed a legal team structure and resourcing model for a global technology company aligned with the organisation's strategic focus areas and business needs. This included developing role descriptions and designing a competency framework to outline key capability requirements and progression pathways aligned with the new structure.
• Led the development of a workforce strategy and action plan for a large legal team in a Commonwealth Government department. The workforce strategy focused on five key strategic focus areas, supported by an action plan that aligned with broader operational planning and outlined practical initiatives to embed the strategy over the course of three years.
• Led the review and update of a State Government legal team's knowledge management systems. This involved conducting a high-level audit of existing knowledge content and developing and implementing a knowledge management strategy (including comprehensive knowledge management guidelines). This project improved the searchability of the team's knowledge assets and laid the foundation for future technology enhancements such as AI.
• Led the delivery of a legal service prioritisation framework and service catalogue that clarified team value, aligned stakeholders on priority worktypes, and enabled self-service adoption. This ultimately increased legal team productivity and drove stronger organisational engagement.