The transformation will technically succeed.
The people inside it are paying a cost
nobody is measuring.
Seventeen years inside large enterprise change in government and corporate Australia: ERP rollouts, system consolidations, regulatory programmes. The technology usually landed. The people carrying it usually didn't get what they needed to. The work now is the part those programmes left out: the human side, treated as seriously as the technical one.
Large transformations fail at extraordinary rates. The failure isn't technical.
The research on enterprise transformation is unusually consistent. Most large change programmes do not deliver what they set out to. And when the post-mortems are run, the cause is almost never the technology.
fall short of their original ambition. Only about 12% achieve what they set out to do.
Bain & Company, 2024report burnout as a direct result of ongoing change. A further 36% say they would consider leaving.
Emergn global study, 2025say they are overwhelmed by the amount of change at work. Change fatigue is now one of the most significant barriers to successful transformation.
Capterra, 2022 · GartnerThe systems land. The training is delivered. The dashboards turn green. And inside the organisation, people are quietly absorbing a weight that no project plan accounted for and no measurement system tracks. By the time the human cost is visible, in turnover, in absences, in the people who never quite recovered, the consultants are gone and the programme is closed.
Trauma-informed practice for the people inside the change.
Most change programmes treat the human cost as either a wellbeing afterthought (an EAP poster, an end-of-quarter survey) or a leadership problem to be solved with better communication. Both miss what's actually happening.
What's actually happening is that people are being asked to absorb sustained disruption to their work, their identity, their relationships, without the skills, language, or rhythm to process it. Some of them are absorbing it on top of personal lives they were already carrying. And the longer it goes on, the more it costs the programme it was meant to be supporting.
My practice sits inside that gap. Four threads, used together depending on what the organisation actually needs.
Trauma-informed team practice
Short, regular interventions for teams under sustained change pressure, the equivalent of brushing your teeth for emotional load. Practical, evidence-based, delivered in the rhythm of regular team life rather than as crisis response.
Leader coaching for change
One-to-one work with leaders carrying complexity. The patterns that make change difficult for them personally, the conversations they're avoiding, the version of themselves the role is calling for.
Strategic change advisory
Bringing a human-cost lens into change design from the start, rather than retrofitting wellbeing once the damage is visible. Drawing on seventeen years inside the systems side of these programmes.
Development & facilitation
Designing and running learning that sticks, built around the truth that people learn by doing, with reflection, and inside relationships that hold them while they change.
I learned this from the inside.
Seventeen years inside enterprise systems transformation in government and corporate Australia. ERP rollouts, system consolidations, regulatory change programmes, the kind of work that reshapes how thousands of people do their jobs.
The technical work was real, and rarely the actual problem. The actual problem was almost always the same. The systems were ready before the people were. And the people were rarely given what they needed to navigate the change in themselves before being asked to navigate it for everyone else.
That observation, and the lived experience underneath it, is what brought me to this work. It's not the wellbeing layer bolted on at the end. It's the layer the programme was running on the whole time, in the bodies and nervous systems of the people doing the work. Naming it, resourcing it, and building it in from the start changes what the programme is capable of delivering.
If your organisation is in or about to enter sustained change, and you'd like the human side of it to be treated with the same rigour as the technical side. That's the kind of conversation I'm here for.
The training behind the work.
I work alongside qualified clinicians, not in their place. Where clinical care is required, I refer. Where the work is leadership, change, conversation, and the skills of staying steady in distressing rooms. That's where I sit.
- MBA
- Advanced Diploma in Drug & Alcohol Counselling
- International Coaching Institute certification
- Trauma-informed & neuroscience-informed practice
- 17 years · enterprise transformation, government & corporate
A one-hour discovery call.
Tell me what you're working on. I'll tell you honestly whether this is the kind of work I can help with. And if it isn't, I'll tell you who might.
Book a discovery call