A sample of Pamela Young's global projects

The following projects span 25 years of executive and consulting roles

 
(Other project summaries are available on request)

Company

growthcurv Pty ltd

Geographic operations

Asia-Pacific (Sydney based)

Sector

consulting

Circa

2011-2013

Client

Self

Arrangement

Two year project to research Australia-Asia business opportunities and write a book for CEOs and executives of Australian and Asian companies

Objectives

Identify current issues blocking Australian enterprises from operating effectively in Asia and outline change processes to assist leaders to build Asia-capability and global competitiveness

Milestones

Accessed and interviewed 100 leaders from 16 cities across Australia and Asia; identified the issues; assessed the changes required; summarised the findings and published a 400 page book reporting findings and recommendations called Stepping Up: Lead culture change for diversity and growth in the Asian century

 

 

Company

Coffey International (ASX300)

Geographic operations

Global - 80 countries (Sydney-based)

Sector

Engineering, infrastructure, mining, environments, project management

Circa

2008-2009

Client

Roger Olds, CEO and MD

Arrangement

Initially provided service through growthcurv Pty Ltd, then migrated internally to join top team as Director of Transformation (on contract)

Objectives

Lead a major strategic review following a 5-year period of rapid growth involving 33 acquisitions: operational review; strategy formulation, global restructuring; integration of 9 global businesses, cultural assimilation and transformation, up skilling leadership team, process improvement

Milestones

Leading the strategic review with top 15 executives over 6 months; formation of a new executive team appropriately skilled for the size and scale of business; first ever global leadership conference comprising leaders from all levels/ages/tenure/disciplines; centralised functions for 9 global businesses; rationalisation of duplication; 7 global change programs involving people from 80 countries

 

 

Company

Barclays Bank

Geographic operations

Global (London Based)

Sector

Banking, Wealth Management

Circa

2003-2004

Client

Ray Greenshields, MD, Investment Management Private Clients & MD, Barclays Wealth Management

Arrangement

Provided service through my company Cording Young UK Ltd

Objective

Integration of Gerrard Wealth Management

Milestones

MD adviser on integration challenges, organisational and cultural due diligence, lead organisational and cultural integration programs, oversee communication programs to the business/employees,

 


Company

Barclays Bank

Geographic operations

Global (London Based)

Sector

Banking

Circa

2000-2001

Client

Matt Barrett, CEO

Arrangement

Provided service through Towers Perrin, global consulting firm

Objective

To assist the bank’s top 65 executives to understand the implementation challenges and requirements of a newly presented McKinsey & Co strategy for the global bank

Milestones

A series of workshops and consultation meetings with the top 65; achieve leadership comprehension and planning of the implementation requirements, by function and by operating division; identifying cross-function and cross-division synergies and efficiencies; plan and support delivery of cascade of the implementation plans to top 500 managers of the bank; support various programs for the duration

 

 

Company

Zurich Financial Services

Geographic operations

Global (London Based)

Sector

Life Assurance

Circa

2001

Client

CEO

Arrangement

Provided service through Towers Perrin Tillinghast

Objective

To merge and integrate three global businesses: Allied Dunbar, Eagle Star and Zurich assurance companies

Milestones

Working with the finance sector strategists from the Tillinghast part of the Towers Perrin business, we designed a new global structure and integrated the three businesses into one; combined markets and customer groups; facilitate cross-cultural relations; support newly merged executive team members to transition into their new roles; lead vision, mission and values conversations; guide the re-establishment and set-up of new operational processes to ensure the formation of the desired culture

 

 

Company

Shook Lin & Bok

Geographic operations

South East Asia (Singapore-based)

Sector

Legal

Circa

1996-1999

Client

Philip Pillai, Chairman

Arrangement

Contract employee: to set up the inaugural role of Executive Director

Objective

To ‘Westernise’ and ‘corporatise’ the firm to equip it to compete more effectively against the 67 foreign firms from UK, Europe and USA that had infiltrated the SE Asian market.

Milestones

Establishment of a fully functional executive team; transition responsibility of all functions away from partners and handover to newly hired qualified and experienced managers from industry; manage the Y2K technology scare; complete review and automation of all legal service delivery processes; introduce new operational procedures and practices for HR, marketing, IT, office operations and finance; plan and lead business development between the firm and major global banks; deliver partner development programs to transfer business management, BD and client  management, and people management skills.

 

 

Company

Arthur D Little

Geographic operations

SE Asia (Singapore-based)

Sector

Global consulting firm

Circa

1992-1993

Client

Managing Partner

Arrangement

Contract assignment: services provided through my company Cording Young Singapore Ltd

Objective

Provide support to Singapore-based clients with SE Asian strategy and change projects

Milestones

Completion of a number of strategic change projects including one for Shook Lin & Bok (who I later worked with on an in-house assignment, see above)

 

 

Company

PriceWaterhouse

Geographic operations

New Zealand (Auckland-based)

Sector

Business advisory – accounting, tax, management consulting

Circa

1986-1989

Client

Lloyd Edwards, Managing Partner & George Green, Strategy Partner

Arrangement

Supplied through my company Cording Young NZ Ltd

Objective

Lead the firm’s partners to conduct a strategic review, organisation restructure and leadership development

Milestones

Complete a 6 month strategy review process; then a 24 month restructure of the national network (closing non performing branches); reposition the firm in national market; adjust internal structures and market-facing operations to meet shifting client demands (including rebranding lead partners); complete integration of a previous acquisition which had not been fully combined causing sub-culture clashes.