Kimberley Reynolds B.Comm, MBA

Kimberley is a truly experienced and high-impact consultant and project manager with over 20 years experience designing and implementing sustainable business models to drive business improvement and strategic alignment. Her key strengths are in strategy design, development and implementation, customer experience design, operating model development and implementation, strategic cost reduction, strategic growth development, leadership, gaining stakeholder buy in, analytics and change.

Amongst her huge list of achievements are the following:

  • Head of Analytics and Information Management at Unilever … yes, Unilever! At her time there, Kimberley achieved the following:
    • Developed a new operating model and transformed an ineffective Marketing Science Unit into a high performing commercial “super” team. The team became a benchmark across Unilever resulting in travel to Asia and UK to transfer knowledge.
    • Responsible for providing commercial insights for Sales, Marketing and Finance team to drive growth. Resulted in growth in incremental sales of 13% during 8% decline in baseline from optimising $400m marketing and trade spend on over 250 products.
    • Responsible for development of first of its kind tools and techniques to understand ROI of spend, price elasticity of products, evaluation of promotion performance and market mix modelling (marketing/advertising, trade, promotion, price). Recognised in Unilever Globally as the first to integrate ROI analytics in marketing and sales decision-making.
    • Awarded an Innovative Business Partner Award from Finance Global for development of tools and Sales partnering processes. Acknowledged as top 10% in the industry, recognised by the Unilever Board as a centre of excellence, “good practice” benchmark and “distinct competitive advantage” and a trusted partner in sales and marketing spend decisions.
    • First to market working with major retailers Woolworths and Coles on optimisation of spend. This reshaped thinking regarding reliance on price discounting to grow revenue (through volume uplift) and enabled strong branded products such as Blue Ribbon to be shielded from “discount wars”.
    • Integrated and lead Information Management and data supply contracts (Aztec and AC Nielsen) bringing together disparate sets of information to create one-page stories and insights for Category Managers.
    • Utilised as a change agent (“oxygenator”) to breathe new life into old work practices in brand discussions and business planning workshops.
    • Developed a talent pipeline using a self-developed leadership model. Resulted in four “high performers” and three “future leaders”.
    • Mentored graduates as part of the Unilever development program.
    • Graded in the top 10% “High Performer” category

 

  • Project Manager Secondary Revenue at RailCorp where she was responsible for growth of a $20m Outdoor Advertising business with 1,800 assets, operational management and organisational transformation (people, culture, organisational design, process, products, suppliers) resulting in:
    • A new operating model delivering revenue increase of 12% (4 times the market), 30% shift in market share in 18 months, and improved ROI on assets from 34% to 75%.
    • A “game changing” pricing strategy resulting in increased forecast revenue locked into future contracts and transferring more revenue risk to supplier(s) and lowering cost of business.
    • Value increases by leveraging a key captive premium market segment (male 18-35 year olds), which resulted in price premiums, new advertisers and new digital billboards.
    • Turned around supplier perception of the portfolio – making it one of the hottest contested contracts in the industry with increased revenue generated through new pricing in a new EOI.
    • Introduction of digital products and experiential activity generating additional $1m in revenue in year 1.
    • Streamlined sampling, sponsorship and experiential processes resulting in improved customer experience.
    • Developed strong Ministerial and Stakeholder support.
    • Turned around supplier service levels using a “partnered” approach.

 

  • Strategy, Planning and Performance Manager at Transport for NSW where she:
    • Implemented best practice performance management practices including 125 new KPI’s, weekly on line score-carding and use of a visual management centre (VMC) by Senior Management.
    • Implemented a new innovative monthly performance report for effective reporting and forecasting.
    • Undertook ongoing engagement of Executive and Senior Management stakeholders.

 

  • Implementation (Change) Manager at Sydney Trains where, amongst other things, she achieved the following:
    • Provided business intelligence and analytics identifying $22m in savings over 4 years.
    • Analysed and developed change options for poor performing outsourced stores contracts.
    • Developed the case for change and delivered full project and change management services including a business case, risks and issues analysis, program plan, schedule, industrial relations strategy, communications plan, communication content, stakeholder mapping and engagement plan reforming Mortdale depot shifting from general inspections to project centric operations

 

  • Project Manager and Business Analyst at RailCorp having successfully:
    • Identified $128m of unmanaged “off roster” costs and assisted the HR General Manager to redesign and implement new processes to enhance controls and reduce ongoing costs. (Roster Improvement Project).
    • Designed and implemented a new position description template to capture changes to include capabilities, selection criteria and company policy references and to link to an automated database of positions for auto population. (HR Admin Program)
    • Analysed 8,500 Service Delivery positions and recommended an organisational design splitting Operations and Service functions and consolidating administration roles. (Service Delivery Refresh Project).
    • Profiled 15,000 positions identifying excess administration positions, undersupply of service positions, 1,500 various project roles, costly administration from poor naming conventions, below benchmark results, poor spans of control and loose organisational layers. Profiles were implemented and reform was initiated as a result. (HR Admin Program)
    • Identified the opportunity and designed a new HR Advisory service to offer streamlined HR administration for 15,000 employees. (HR Admin Service Improvement Project (Organisational Design)).
    • Designed a corporate shared services conceptual framework and developed the plan for implementation. Workshopped and signed off by “top 25”. (Business Service Centre Organisational Design Project).
    • Identified costly inconsistencies in rostering work practices, which were later used to capture and reform rostering across the organisation. (Roster Reform Program with Ernst and Young).
  • Other achievements for various clients, such as:
    • Identified numerous opportunities to commercialise a client’s candidate data warehouse (750,000 candidates).
    • Provided operating model, strategic and recruitment support to assist a business intelligence and analytics consultancy to reposition.
    • Coached a CEO of a Sales leadership organisation resulting in improved personal performance, higher team effectiveness, increased executive team leverage and new corporate sales contracts.
    • Designed and Implemented leaner best practice agreements for clients, trainers and suppliers.
    • On time in full implementation of Corporate Leadership programs. Strong client stakeholder engagement.
    • Root cause analysis of sales lag resulted in a growth strategy workshop to consolidate a forward plan and up-skill the operational team.
    • Responsible for undertaking multiple business reviews for C Suite and General Managers in Australia and Asia – to ascertain reasons for performance issues and identify future risks to the business.
    • Conducted a long list of high profile reviews including: financial performance, operating model reviews, strategic reviews, root cause analysis, options analysis, SWOT, competitor analysis, decision trees, cash flow analysis and audits.
    • Identified major financial risks and maladministration across a number of businesses, which were caught early enough to minimise business exposure.

There’s simply not enough ISP storage quota to list all of Kim’s achievements! So please contact us if you’d like to find out more about Kim or any of our other “grey hair”, highly experienced consultants.