Case Studies
The following case studies highlight selected examples of my work in leading large scale transformation, integration and organisational change.They provide insight into how I approach complex challenges, work with stakeholders, and translate strategy into practical, deliverable outcomes.
Case Study 1
Establishing Adelaide University. Leading one of the largest and most complex higher‑education mergers globally
Between 2022 and 2026, South Australia undertook a once‑in‑a‑generation reform of its higher education system, merging the University of Adelaide and the University of South Australia to form Adelaide University (AU). The objective was to create a globally competitive, research‑intensive university as a central pillar of the State’s economic and innovation strategy.
The merger involved two autonomous institutions, three governing bodies, new legislation, major industrial change, extensive systems integration, and the transition of more than 70,000 students and 8,000 staff — all while maintaining business‑as‑usual operations.
Case Study 2
Workforce Stabilisation and Enterprise Agreement Reform in a Crisis Environment
In early 2020, the University of Adelaide faced a convergence of significant challenges. The global escalation of COVID‑19 resulted in an immediate disruption to operations, including the rapid transition to online delivery and severe constraints on international student mobility. This had a material financial impact, with revenue loss in 2020 estimated at approximately $100 million, with further shortfalls projected into 2021.
At the same time, the University was operating in a period of governance disruption, requiring strong executive leadership to maintain continuity and support effective decision‑making at Council level.
As Chief Operating Officer and Emergency Director, I was responsible for leading the University’s operational response to COVID‑19 while also addressing emerging structural financial pressures.
Case Study 3
Resetting the Cost Base – University of Canberra
Designing and executing a blended IT and business services outsourcing model supported via an offshore delivery centre
In 2007, the University of Canberra faced sustained financial pressure, including a structural deficit and a cost base heavily weighted toward administrative services.
Despite initial internal restructuring, the institution continued to experience fragmented processes, limited scale efficiencies, and difficulty attracting and retaining specialist capability. A broad reform program (“Process Simplification”) was initiated to address these challenges and reposition the University for long term sustainability.