Six engagements, one pattern: complexity, scrutiny, and a hard deadline.

Situation. Wesfarmers announced the demerger of Coles to create a standalone top-30 ASX-listed retailer. Affy was hand-selected as the program's first resource — building it from nothing.

Role. Built 24 workstream charters and an integrated plan across 17 project schedules; developed and managed a $47.4M program budget; coordinated Day 1 readiness across new corporate functions, 43 IT systems, 53 new hires and 273 identified risks.

Outcome. Wesfarmers shareholders approved the demerger on 15 November 2018; Coles began trading on the ASX six days later — on time, and $3M under budget.

Situation. Following the Perth Casino Royal Commission, the WA Government established the Office of the Independent Monitor to oversee Crown Perth's mandated remediation and cultural reform program.

Role. Independently tested the design and operation of Crown Perth's risk framework — interviewing Board, management and risk personnel, reviewing materials, and attending Board and risk meetings as an observer. Prepared quarterly assurance reports to the WA Minister for Police, Corrective Services, Racing and Gaming, Defence Industry and Veteran Affairs; and co-authored the OIM's final report to Government.

Outcome. Contributed to the State's 2025 determination that Crown Perth had achieved suitability to retain its casino licence, after almost three years of remediation.

Situation. Took over the second-largest payroll remediation program in Australian corporate history — 156 people, no program plan, $19.2M of a $37.9M budget spent with little delivered.

Role. Restructured the team to 111, built one integrated plan, secured additional funding, and rolled off PwC by building internal investigation and remediation capability.

Outcome. In 10 months: $121M paid back across 176,914 transactions to 62,404 current and former employees; backpay exposure liability cut from $196M to $137M.

Situation. WA Health was planning some of the largest and most complex ICT investments in the State's history across a $500–700M ICT portfolio, including a new Electronic Medical Records system and replacement of its HR, payroll, rostering and finance systems.

Role. Engaging the Assistant Director General, CEO, CIO and Executive Directors, led a review of ICT Portfolio Governance and identified three root causes: top-heavy governance committees, weak demand management and prioritisation, and over-governance of delivery. Led the design of the future-state model.

Outcome. Rebuilt end-to-end portfolio processes — top-down and bottom-up demand capture, staged prioritisation against agreed criteria, an annual/quarterly investment cycle, and benefits realisation — adopted ahead of the system's largest wave of ICT investment.

Situation. The Department for Health and Ageing SA was preparing to relocate the entire Royal Adelaide Hospital to the $3B new Royal Adelaide Hospital (nRAH) — the single largest infrastructure project in the State's history — on 1 July 2017.

Role. Led the ICT readiness for the move: the platform and clinical applications, End User Computing devices, access to patient records, and whether telephony and messaging solutions and devices were deployed, configured and tested.

Outcome. Findings were delivered directly to the nRAH relocation leadership team and senior stakeholders, informing the go/no-go decision on the relocation date for one of the most complex hospital moves undertaken in Australia.

Situation. Following an external assessment of its safety culture, South32 launched a multi-year program to shift mindsets and behaviours across 10 operations in three continents.

Role. Planned the full 3-year, $10.4M program and led delivery through four internal workstream leads and an underperforming global implementation partner.

Outcome. Designed and rolled out a leadership program to 1,305 leaders, revised Board-approved safety standards, and delivered 45% of the program ahead of a 28% baseline.