letter from the managing director
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TRANSCRIPT
Letter from the Managing Director
alumniconnect september 2006
In this Issue
spotlight on alumni 2
global and localexpertise combine 3
staff updates 3
spotlight on client 4
anniversaries 4
watch out – I have a black belt! 5
open for businessin Adelaide 6
congratulations 6
@ the edge 7
promotions 7
the royal childrens hospital 8-9
alumni updates 9
Melbourne alumni event 10
staff updates continued 10
september 2006
Welcome to the second issue of Alumni Connect for 2006. This is also the first issue since the launch of Booz Allen’s new operating model, and I am pleased to report that globally the firm is performing ahead of plan for the first quarter, and the second quarter is also looking very promising. The new operating model is quite a bold transition for the firm, but with these results, we are off to a great start.
In mid-August, all employees within the ANZSEA region (nearly 200 of us!) met up for our bi-annual ‘All Hands’ conference, with the venue this year being the Hunter Valley. After such a great 2005/2006 year, and in recognition of everyone’s hard work, the conference was aptly renamed ‘Celebration in the Vines’. Although there was certainly a lot of work accomplished, it was really a time to celebrate and look back over our achievements, whilst also looking ahead at some of the challenges we face. As always, the team building event uncovered some hidden stars. I am proud to announce that I was voted as the best male jive dancer…honestly, it wasn’t rigged!
You may have seen some press coverage in relation to our recent appointment as Lead Advisor to the Office of Access Card. This is a very exciting and significant win for us in the region, and is as a result of tremendous hard work and team effort, not just locally but with offices globally. This program is being led by Robert Williams and Vanessa Wallace, and will fundamentally change the Australian landscape.
As the business grows, I am pleased to announce that we have just welcomed Andrew Johnstone-Burt, who has joined as an Executive Advisor in Canberra. Andrew will be supporting the leadership of our Civil Government business, and joins us after a strong and successful career in consulting, most recently at Cap Gemini.
I would also like to thank everyone who supported our recent Alumni functions in Sydney and Melbourne. I hope you enjoyed yourselves, and I know everyone at Booz Allen thoroughly enjoyed catching up with you all on both occasions – and even better when you can enjoy good company and conversation over a fine glass of red!
Finally I should acknowledge those poor souls who embarked on the Oxfam Trailwalker challenge in Sydney recently. As you know, the Oxfam Trailwalker is one of the toughest team events in the world and the challenge is to get the whole team across 100km of Australian bush in less than 48 hours – and, collectively! As you may remember, I have first hand experience of the pain and discomfort suffered when I competed in this event two years ago…and still the nightmares come! Seriously though, congratulations and well done on supporting such a worthy cause.
That sums up the current news at the moment. If you have any comments on topics you’d like to see included in the newsletter or even feel compelled to submit an article yourself, just drop us a line!
Warmest Regards
Tim JacksonManaging Director Australia, New Zealand and South East Asia
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Tim Sinclair
Tell us what you did before Booz Allen
Before joining Booz Allen, I worked for PricewaterhouseCoopers for over ten years. I started as an accountant and did my professional year before realising that I liked dealing with people more than balance sheets! I moved into HR gradually, first into training and then into a broader role. My last assignment there was leading the merger project between Price Waterhouse and Coopers & Lybrand, to bring the people processes together. I remember having the distinct impression during my interview process with Booz Allen, that the partners were more impressed with the fact that I was an accountant over anything else!
Any funny memories?
Lots of them...
• Laughing when I was given a case study during my interview... and then realising David Moloney was serious!
• The summer intern cruise in the US... five Aussies amongst a boatload of Americans!
• Trying to implement a dress code... and not knowing what sling backs were!
What have you been up to since leaving Booz Allen?
I left to join Lion Nathan, brewer of some of Australia’s greatest beers. It was my first foray into FMCG and I developed a strong affinity with the product. Two years later, and with a liver a little the worse for wear, I joined Arnott’s Snackfoods which had recently been acquired. Four years later, and through a couple of different roles, I am now Vice President for Human Resources for Asia Pacific.
Tell us about your career highlights
Without sounding trite, joining Booz Allen was the catalyst for a real change in my career. The expectations of the partners and the rigour in the thinking and strategy set a high standard. Working with amazingly sharp people, and building strong relationships that I still maintain today, was fantastic. Since Booz Allen, I have been fortunate enough to work across Asia with Campbell Arnott’s, leading the HR stream for a due diligence in China and developing a leadership and talent strategy for a diverse group of businesses.
Where to from here?
Who knows? I have only been in my current role for three months, and the next move would be to the US with Campbell’s. Longer term, leading a people and culture piece for a global multinational would be tremendously rewarding.
What’s changed on the personal front?
We took the plunge this year and had baby number three – the late night feeds, nappies and formula have returned, but it is wonderful.
Any words of wisdom or advice?
One saying has really stuck with me over the past few years, ‘Strive to be more, not have more’. The only other golden rule I have is that if you don’t know the answer, or even where to look, call Chris Manning!
Do you have a favourite book?
All my favourites at the moment are cook books, Stephanie Alexander’s ‘The Cook’s Companion’ is the most recent addition. I don’t get much chance during the week, but love to cook for family and friends when I get a chance.
spotlight on alumni
If your details have changed, please contact Emma Thomson on: +61 2 9321 1962 or [email protected]
You can also update your details online at www.boozallen.com
keeping in touch
P A G E 3
We welcome the following staff:
Chik Aun Foo (Associate, Sydney) joins as an MBA graduate from the AGSM
Bill Blaikie (Associate, Wellington) from the New Zealand Army
Sharon Barrera (IPC Researcher, Sydney) from Colliers Jardine
Lino Cardone (Senior Consultant, Melbourne) from Mitsubishi R&D
Albert Chen (Associate, Melbourne) joins as an MBA graduate from MBS
Paul Curwell (Senior Consultant, Canberra) from the office of the Queensland Chief Scientist
Ryan Davidson (Consultant, Brisbane) from Queensland Government's Public Works Department
Kim De Britt (Program Administrator, Canberra) from ADI
Craig D’Souza (Senior Consultant, Melbourne) from the National Transport Commission
Alan Fraser (Senior Consultant, Canberra) from the Australian Army Royal Corps of Signals
Therese Fritzon (Consultant, Sydney) from UNSW
Adam Grey (Senior Consultant, Melbourne) ex-Aerospace systems engineer
Erkan Izat (Associate, Sydney) ex-freelance consulting
Jason Lakatos (Senior Consultant, Canberra) ex-RAN Combat Systems Supervisor and Instructor
staff updates
global and local expertise combineVice Presidents Dr Jurgen Ringbeck and Herbert MacArthur recently visited Australia as part of an initiative led by local Directors, Robert Williams and Chris Manning, in sharing global insights, experience and expertise with local clients.
Dr Ringbeck, based in Düsseldorf office, is a member of Booz Allen’s Global Transport Practice. The practice covers all sectors within the transportation industry, such as airlines, tourism operators, postal and logistics companies and the railway industry.
McLean-based Herbert MacArthur manages a team providing strategy, business process reengineering, competitive sourcing, Lean Six Sigma, and organisational transformation services to a broad range of federal clients. With over twenty years experience, Herbert focuses on strategic planning, process reengineering, process improvement and performance analysis activities.
Jurgen and Herbert met with our regional senior management team to gain a greater understanding of the ANZSEA integrated transport and government businesses and, between them, travelled to Sydney, Brisbane, Canberra and Melbourne to meet with various strategic clients, including government agencies and major transportation providers.
Incorporated into the trip was also a local Transport Offsite Team Day to give staff the opportunity to meet face-to-face with Herbert and Jurgen, as well as to recognise the local team’s efforts over the past year. The day started off with presentations by Jurgen and Herbert giving the team insight into how the other regions operate, and concluded with some fun team building activities. In keeping with the ‘transport’ theme, everyone participated in a sailing regatta on Sydney
Harbour, which was eagerly followed by prize giving, post-race nibbles, drinking and general merriment at the Belgian Beer Cafe in The Rocks.
Information was exchanged, new friends made and good times had by all!
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Congratulations to the following staff:
5 years
Greg Hewson (Senior Associate, Canberra)
Natacha Tan (International Finance Manager, Sydney)
Richard Hodge (Associate, Canberra)
Les Haines (Associate, Canberra)
10 years
Robert Williams (Partner, Sydney)
anniversaries
spotlight on client
Booz Allen Appointed as Lead AdvisorIt’s official, and as you may have seen in the press recently, Booz Allen has been appointed as Lead Advisor to the Office of Access Card in Australia.
This is an unparalleled opportunity for Booz Allen to work on an important, high profile initiative, that will change the way Australians receive health and welfare benefits. It also involves pulling together a global team across the business - truly a living testament to the new era of Booz Allen and the ‘One Firm Initiative’.
The access card is planned to replace 17 health and social services cards and vouchers, such as the Medicare card, health care cards and Veterans card, and will be phased in between 2008 and 2010. As Lead Advisor, Booz Allen will project manage the implementation of the access card by providing strategic and independent advice. It is hoped the access card will make life easier for users of Australia’s health and social services by streamlining how people register for and access payments and services.
The Minister for Human Services, Hon. Joe Hockey MP said, "The tender for Lead Advisor attracted a very strong response from around the globe. Booz Allen was judged to be the optimum choice, being both a global player with a strong local presence, and having overseen the implementation of 25 smart card programs, including completed projects in Europe and the United States".
"The access card is being approached as a critical piece of national infrastructure. For this reason, my Department has thoroughly evaluated the tenders it received, to ensure they have expertise and experience to undertake this significant project."
In the course of the evaluation, the Department had a team of 25 staff examining the track record of all prospective advisors, including direct enquiries of Government and private sector project sponsors.
The arrangements involve a series of contracts over the life of the project. The initial three month contract involves Booz Allen outlining the implementation plan, business architecture, technological specifications and budget.
Director, Vanessa Wallace, said, "We are naturally pleased to have won this important role, and look forward to playing our part in ensuring the delivery to the Australian people of an efficient and secure system for accessing Government health and social services benefits".
Should you have any queries in relation to the project, please contact Kristine Anderson at [email protected]
P A G E 5
watch out — I have a black belt!
Lean Six Sigma Leadership TrainingPreparing Your Organization for Success
01.073.06
Organizations in both the public and private sectors are facing a need to speed execution, reduce costs, and achieve higher standards for consistency and usability.
Many organizations have responded to these challenges by making significant investments in quality and operational improvement programs. But often these have not achieved the intended results. Typically, it is in the area of execution and development of the appropriate organizational infrastructure that such efforts fall short.
Benefit From Booz Allen’s Lean Six Sigma Expertise
Booz Allen Hamilton, a global strategy and technology consulting firm, offers Lean Six Sigma Leadership Training designed to give senior managers a fundamental understanding of what it takes for an organization to realize the full potential of Quality Transformation.
Booz Allen has a rich history in successfully applying quality improvement methods on a wide range of projects. We specialize in large-scale applications for commercial clients as well as for civil and military clients in the government.
Our approach to quality improvement recognizes the need to balance these initiatives against other key organizational activities. We also realize that improving quality goes beyond correctly applying a narrow set of methodologies. Our significant depth in other pertinent disciplines—such as strategy development, organization and change management, information technology, and human capital management—will help you achieve meaningful improvements in your particular environment.
What Lean Six Sigma Can Do for You
Lean and Six Sigma help organizations improve efficiency and effectiveness, often dramatically reducing costs as unnecessary rework, additional steps, and unpredictability are driven out of processes. With an improved cost structure, managers have the flexibility to reinvest savings in the organization to the benefit of key customers.
Booz Allen’s experience in implementing Lean Six Sigma in commercial, civil government, and military enterprises will help you get the most from these powerful tools. Given the proper leadership, Lean and Six Sigma produce the following results:
Lean methods improve organizational timeliness by focusing on simple tools for maximizing process velocity and eliminating waste resulting from non-value added activities and setup time.
Six Sigma methods improve organizational quality through systematic and customer-focused discipline to eliminate defects and reduce process variation.
About Booz Allen
Booz Allen Hamilton has been at the forefront of management consulting for businesses and governments for over 90 years. Integrating the full range of consult-ing capabilities, Booz Allen is the one firm that helps clients solve their toughest problems, working by their side to help them achieve their missions. Booz Allen is committed to delivering results that endure.
For more information contact
Tom [email protected]/658-8030
Ken [email protected]/658-8056
www.boozallen.com
Lean and Six Sigma complement each other
Six Sigma brings a process into statistical control and drives out process defects
Lean dramatically improves transaction time and reduces associated waste
Lean Six Sigma The strategic approach to processes and how these methods can be applied to improve your organization
Government agencies and commercial businesses strive for better organizational performance, streamlined processes, and customer-focusedservices with lower costs. Many of these organizations face staggering increases in manpower requirements while at the same time being forced to reduce head counts. Many face the dilemma of providing affordable more consistent products and services with ever more thinly stretched funds.
Historically, many organizations have made significant investments in quality improvement programs but without the anticipated returns. This is not only true for organizations in the private sector, government organizations – both civil and defense – are now being held up to new standards of efficiency as well. Speed of execution, reduction of costs, and higher standards for consistency and usability often force the adoption of new methods.
The following describes some of the organizational improvement methodologies that are successfully applied as strategic initiatives.
Six Sigma
Six Sigma is a systematic and customer-focused discipline for driving out defects and reducing variation in processes. It is a disciplined and data-drivenmethodology that seeks to minimize the possibility of making unsuitable products or services for any process. Common outcomes of Six Sigma implementation include:
A substantial decrease in defectsMeasurable and significant reductions in costsA view of the business from the perspective of the customerImproved organizational executionExceptional quality of servicesEfficient administrative processes
Lean Methods
Lean Methods focus on simple tools for improving process velocity, minimizing setup time, and elimination of waste from processes. Users of Lean Methods make their business processes run faster and more efficiently with a quick return on the investments they make for improvements. Some key results from employing Lean Methods include:
Drastic reductions in process cycle timesProcess simplifications and error proofingElimination of the costs associated with non value added activitiesReduction in losses Minimization of work in process inventoriesGreater flexibility to adjust to changes
Theory of ConstraintsPractitioners of the theory of constraints improve productivity and efficiency by finding and eliminating constraining factors. Practitioners of the theory of
About Booz Allen Hamilton
Booz Allen Hamilton has been at the forefront of management consulting for business and governments for more than 90 years.Booz Allen combines strategy with technology and insight with action, working with clients to deliver results today that endure tomorrow.
For more information contact
Peter [email protected]
Some of the methodologiesdescribed
Six Sigma Lean Methods
Theory of Constraints
High performance teams
By Peter Ochman
I recently received black belt certification. No, not in Karate…but in Lean Six Sigma (LSS). What does it all mean? What is LSS? What are the benefits? Who is using it? How can it help solve client problems? These are just some of the questions I will attempt to enlighten you on.
According to the Six Sigma Academy in the US, black belts save companies approximately US$230,000 per project. General Electric (GE), one of the most successful companies in implementing Six Sigma, has estimated benefits in the order of US$12 billion within the first five years of implementation, and Motorola reportedly saved US$15 billion over the past 11 years. To put this into perspective this equates to annual savings of between two to eight per cent of revenue.
Motorola was the first to implement Six Sigma in 1986, with GE and others such as Allied Signal and Honeywell following shortly thereafter. These companies are the most mature in their implementation and culture changes. Since then, thousands of companies around the world have discovered the far-reaching benefits of Six Sigma, including Westpac and Telstra.
The roots of Six Sigma as a measurement standard trace back to Carl Frederick Gauss (1777-1855) who introduced the concept of the normal curve. Many measurement standards (cpk, zero defects, and so on) came later, but credit for coining the term ‘Six Sigma’ goes to a Motorola engineer named Bill Smith. Smith would be tickled to know Six Sigma has become so mainstream that it even appears periodically in the widely syndicated comic strip, Dilbert!
LSS is a disciplined, data-driven approach to process improvement, aimed at the near-elimination of defects from every product, process and transaction. The purpose of LSS is to gain breakthrough knowledge on
how to improve processes to do things better, faster and at a lower cost. The ‘faster’ benefit specifically is what differentiates Lean Six Sigma from just Six Sigma. It can be used to improve every facet of business, from production, to human resources, to order entry, to technical support. LSS can be used for any activity that is concerned with cost, timelines and quality of results. Unlike previous quality improvement efforts, LSS is designed to provide tangible business results and cost savings that are directly traceable to the bottom line.
LSS certification is a confirmation of an individual’s capabilities with respect to specific competencies. As with attaining a driver’s licence, LSS certification entails learning the appropriate subject matter, passing a written proficiency test and displaying competency in a hands-on environment.
So, you may well be asking “How can I use LSS in my work environment and/or my clients’ projects?” One way is to undertake a LSS project in your own work environment or client project, or to even implement LSS throughout the entire organisation. Unlike the US and Europe, Australia is slightly more conservative in adopting such aggressive approaches and a more likely approach is to utilise part of the methodology and/or use a number of its tools.
Another way is to use the expertise in projects where the client operates within a LSS environment. In this situation the project may not relate to LSS at all, but by having a number of the project staff LSS certified you can then ensure the project undertaken works within the client’s LSS culture rather than outside it. For organisations planning to embed a LSS culture throughout their entire organisation, a LSS consultant can assist the organisation in planning for this major organisational and cultural change.
If you are interested in obtaining more information, please contact Peter Ochman on +61 2 9321 2805 or [email protected]
alumniconnect
P A G E 6
open for business in Adelaide
Go to the following:
Jenny Chou (Asia Tax Manager, Sydney) and husband Michael on the birth of Benjamin on 21 August
Richard Hancy (Senior Associate, Auckland) and wife Lydia on the birth of Amelia Alexandra on 3 August
Peter Ochman (Senior Consultant, Sydney) and wife Audrey on the birth of Grace Su-Lin on 24 August
James Robertson (Associate, Sydney) and wife Micaela on the birth of Josh on 29 August
Doug Weir (Consultant, Wellington) and partner Tracey on the birth of Thomas on 1 August
Owen Young (Principal, Sydney) and wife Intan on the birth of Skye on 6 August
congratulations
John Fry andAndrew Perry meeting with Dr Viv Crouch
By Jake Kearsley and Dave Vrancic
Three Booz Allen staff have been operating in Adelaide for the past five months in supporting defence and strategic security clients. John Fry joined Booz Allen two years ago in Canberra after serving with the Australian Army, Andrew Perry joined from the Royal Australian Air Force in February this year, and Jake Kearsley joined from the Australian Army in April.
So, why Adelaide? Adelaide has a strong defence industry with significant expansion plans. The Australian Submarine Corporation, Tenix Defence, BAE Systems, SAAB Systems and Northrop Grumman all have a large presence in Adelaide, and there are significant defence facilities in the state.
The Australian Navy’s $6 billion Air Warfare Destroyers will be constructed in Adelaide, and the Australian Army will also be spending $750 million permanently relocating a Battalion Group (about 1,500 soldiers and their families) from Sydney to Adelaide over the next five years. The South Australian Government is proactive in trying to attract higher levels of defence presence and work to the state, with a plan to double the industry workforce to 28,000 over the next ten years.
Currently, the main client in Adelaide is the Defence Science & Technology Organisation (DSTO), Australia’s largest R&D organisation. There are also a variety of military bases, plus supporting elements from the Defence Material Organisation (DMO). Booz Allen has engaged in discussions to support the South Australian Government in providing advice on the defence industry, and there may also be opportunities to provide services to defence industries in niche areas.
Booz Allen has recently joined the Defence Teaming Centre (DTC), which is an organisation designed to promote collaboration amongst
the defence industry. In July, the local team managed a display at the ‘DTC Member Showcase’, which was an opportunity for DTC members to outline their capabilities. This was a great success and enabled the new team to network and raise awareness of the firm’s defence capabilities. Notably, many other attendees were already aware of Booz Allen from time spent within the defence industry overseas, and were impressed with the new, local presence.
Booz Allen has not yet made a decision on opening a formal Booz Allen office in Adelaide but we are confident the beachhead being established by the initial team will lead to a significant ongoing book of business and to the establishment of a permanent office.
John Fry and Andrew Perry met with Dr Viv Crouch from the Systems Engineering and Evaluation Centre at the recent ‘DTC Member Showcase’.
P A G E 7
@ the edge
Next-Generation Global Sourcing Opportunities in the Consumer Products Industry
Outsourcing continues to grow at explosive rates, and its potential to improve both cost efficiency and business effectiveness continues to increase. Yet, the consumer products industry has been slow to adopt it, despite the challenges it faces with slowed growth and cost pressures. The viewpoint examines the global sourcing opportunities for the industry, based on existing capabilities in the global market for services, as well as emerging trends.
Capturing Hidden Value: Eight Principles for Optimising Business Processes
Business continues to create complexities that often translate into inefficient and ineffective business processes and their associated technology and organisational implications. The viewpoint discusses how companies have successfully executed process improvements projects, and focuses on eight key principles which assist in planning, executing and realising the value of these projects.
Danger! Shooting Too Low Threatens Merger Success
Preoccupation with keeping it simple and limiting stress to the organisation minimises the degree of change and the value that can be achieved by a merger. Structural costs often receive most of the attention in utility mergers, keeping the scope of what is asked of the organisation fairly narrow. The viewpoint discusses how management can further capture the opportunities that a merger can provide by developing a broader vision of post-merger objectives.
Lessons from the Shop Floor: Applying Sales & Operations Planning to Financial Services
Financial Services companies often struggle with two issues: how to link demand and supply, and how to make the right trade-offs between service and cost. The viewpoint explores how manufacturing companies, faced with the same issues have successfully worked out an approach to improve inter-departmental coordination called Sales and Operations Planning (S&OP), and discusses how the same disciplines can be carried across to the financial services sector.
If you are interested in obtaining copies of any of the above, please contact Emma Thomson on +61 2 9321 1962 or [email protected]
To the following on their recent promotions:
Edwin Apoderado (Senior Consultant, Canberra)
Kristina Chapman (Human Resources Manager, Sydney)
Ben Gilbertson (Senior Associate, Melbourne)
Katrina Hood (Senior Consultant, Melbourne)
Emma Huntington (Senior Associate, Sydney)
Darren Kwan (Senior Consultant, Sydney)
Mark Leese (Associate, Sydney)
Jeremy Lindeyer (Associate, Canberra)
Brian McBride (Senior Associate, Canberra)
Chris McNamara (Associate, Sydney)
Helen Nott (Senior Associate, Sydney)
Geoff Walpole (Senior Associate, Canberra)
congratulations
alumniconnect
P A G E 8
By Scott Wlossak
Between December 2005 and June 2006, a Booz Allen team that included Marion Skulley, Simon Gillies, Les Haines, Olga Sviatochevski, Liz Curran, Albert Chai and myself worked with the Royal Children’s Hospital (RCH) in Melbourne to help it design and implement a transformational program. The goal was to move the organisation from a medical-centric model to a more ‘child focused, family centred’ organisation.
The RCH is a specialist paediatric hospital and provides a full range of clinical services, tertiary care and other services for children and adolescents. The hospital is the major specialist paediatric hospital in Victoria, and also cares for children from other states around Australia and overseas in cases where the RCH has specialist expertise in certain disciplines. For example, the RCH is the national centre (including New Zealand) for heart transplants.
Our time at the RCH was split into two separate but related projects. Stage one was to design the five-year organisation transformation programme, and develop the ‘future state’ RCH operating model. The core driver of this programme was to ensure that the ‘new RCH’ was operating efficiently and effectively, whilst providing exceptional service in the most cost effective manner.
During the initial 12-week period, Marion, Simon, Les, Olga and myself designed and scoped the transformation program that would deliver the ‘renewed’ organisation, and completed three main tasks to:
• Assess the organisation’s readiness for change
• Map out the initiatives that the RCH needed to do to change
• Set up the Programme Management Office, and the change and governance frameworks
Stage two was a 16-week engagement to help the RCH achieve its vision of the new hospital operating model. This included answering key questions such as how to reduce waiting times in emergency, and how to manage the increasing volumes of complex and chronically ill (and subsequently expensive) patients in a cost effective manner. At this stage, we worked extensively with over 100 senior clinicians through workshops and focus groups to attain their views on what RCH had right, what it did not and their vision for the future. In addition we also examined specific instances of global best practices in paediatric hospital operations, and developed a high level business case for the change, which included modelling the future operating costs for the hospital given the changing patient profile.
The end result of our time at RCH had two main outcomes. Firstly the RCH had a new level of clarity on how to drive change in its business. The second though was less tangible, namely that the Booz Allen team had a unique opportunity to undertake interesting and challenging work for a truly worthy cause – an effort to directly improve the lives of sick children and their families in Victoria.
During its 136 years, the RCH has gained an iconic reputation as a care provider for children and has continued to grow its brand
helping build a future
P A G E 9
in recent years, as shown by the $10 million per annum raised through its Good Friday Appeal. The Good Friday Appeal is a unique fundraising event (with an emphasis on fun!), and sees supporters conducting all kinds of activities including billycart races, ferret and yabby races, gala balls and runs.
Whilst not directly related to our work with the RCH, it is timely to reflect on the wider Booz Allen Melbourne team’s contribution to the RCH – namely the team that entered the inaugural RCH ‘Run for the Kids’ fun run in March of this year. The ‘Run for the Kids’ primary aim is to raise funds for the Good Friday Appeal and a substantial proportion of the entry fee went directly to the Appeal. There were two events, the 14.7km event and 4.5km event, with the former ‘main event’ challenging participants to travel past a number of local landmarks including the Bolte Bridge and Domain Tunnel, and then run through the old part of town (Swanston Street and the Town Hall) before heading up Elizabeth Street and Flemington Road to the RCH.
The seed for participating stemmed from the initial client team who worked with the RCH, but it certainly did not take much convincing for several other staff members and a couple of ‘ring ins’ to pull on the runners! In total the team comprised of nine participants, and considering that we did no training whatsoever for the event (not that we planned to) this did not stop us from (almost) unanimously choosing to complete the longer, and more challenging 14.7km course.
Without going into alarming detail on the run (or the walk in my case), suffice to say that the team had a great day, and enjoyed getting out with the other 20,000 plus participants for such a good cause!
We welcome the following to our alumni:
Linda Battye (Executive Assistant, Sydney)
Chris Brown (Associate, Melbourne)
Robert Bustos-McNeil (Senior Associate, Sydney)
Lisa Derbyshire (Executive Assistant, Sydney)
Nicole Ganz (Proposals Manager, Sydney)
Debbie Hope (Senior Consultant, Canberra)
James Leibert (Senior Associate, Sydney)
Helen Nott (Senior Associate, Sydney)
Sandra Parkin (Administration Assistant, Sydney)
Rachel Roos (Administration Assistant, Canberra)
Natalie Schmidt (Associate, Brisbane)
Lacey Schulz (Learning and Development Manager, Melbourne)
Joji Skelton (Office Manager, Brisbane)
Richard Tait (Principal, Melbourne)
Don Smith (Associate, Canberra)
alumni updates
Len Neist (Principal, Canberra) who has been appointed to the NSW Independent Transport Safety & Reliability Advisory Board. This is a tremendous professional accolade and recognises Len’s high standing in the transport safety community.
special mention
alumniconnect
P A G E 1 0
We welcome the following staff:
Andrew Johnstone-Burt (Executive Advisor, Canberra) from Cap Gemini
Toni Magi (Office Manager, Canberra) from Corrs Chambers Westgarth Lawyers
Richard McCarthy (Associate, Melbourne) from Shell Australia
John Moss (Senior Associate, Melbourne) from Moss Consulting Partners Pty Ltd
John Nissyrios (Associate, Canberra) ex-consultant to Jacobs Sverdrup Australia and Ball Solutions Group
Tamara Palmer (Executive Assistant, Canberra) from National Food Industry Strategy
Karrin Peacock (Associate, Sydney) from the NSW Roads and Traffic Authority
Glenn Powell (Senior Consultant, Canberra) from Special Forces
Tim Power (Associate, Melbourne) joins as an MBA graduate from MBS
Gopal Raman (Associate, Sydney) from Harvard University as an MBA
Rebecca Sharp (Administrative Assistant, Sydney) joins from Unicom Systems
Danny Sze (Senior Consultant, Sydney) joins from Singtel Optus
Daniel Tasmin (Commercial Accountant, Sydney) joined from PMI Mortgage Insurance
Glynn Thomas (Senior Consultant, Sydney) from Analytica Group Pty Ltd
Jaimee Watson (Recruitment Specialist, Sydney) transferred from the London office
Mary Xian (Accounts Payable, Sydney) joinedfrom Heath Lambert
Owen Young (Principal, Sydney) joins from AT Kearney
staff updates continued
The Melbourne office held its annual Alumni event on 10 August at ‘The Cellars’, which is located within a magnificent Gothic heritage listed building at The Wine Society. The event was held in the basement area which has been used as everything from the living quarters of the nuns of the St Augustine Church to the offices of the original Victorian Government’s Department of Transport. ‘The Cellars' provided a wonderfully authentic setting with its low ceilings and original arches and walkways.
Peter Burns opened up the welcome speeches, with support from fellow Sydney-siders, Ian Buchanan and Sarah Butler, before handing over to Simon Gillies, who gave a general update on the firm and the local office in particular. Simon is the first ANZSEA Director in a while to be based out of the Melbourne office, so it was a great opportunity for alumni to meet with him and vice versa.
Soon enough, everyone was into the important part of the evening…enjoying the jazz sounds of the Marinucci band and, of course, the wine tasting!
A range of wines were tasted across the evening, culminating in a ‘tasting’ quiz which ended with a stand-off between Simon Gillies, Andrew Woodmore (alumni) and Steve Rowland, an interloper from our Canberra office! Simon and Andrew lost out to Steve on this occasion, but considering the game involved tasting a variety of wines, I think it was an enjoyable loss for them at least!
The evening was a great success and enabled old and new alumni to mix with former colleagues and friends, and judging by the stayers, everyone enjoyed the evening! In true tradition, a more ambitious group continued their ‘networking’ at a local tapas restaurant…although for me, it was my cue to leave as they hit the cigar lounge!
Thank you to all those who supported the evening, and for those who were unable to attend this year’s event, we look forward to catching up with you next year!
Melbourne welcomes our alumni
P A G E 1 1
Adelaide
Module 7, Endeavour House, Fourth Avenue, Technology Park, Mawson Lakes SA 5095, Australia
Ph: +61 2 6279 1900 Fax: +61 2 6279 1990
Auckland
Level 27, PWC Tower, 188 Quay Street, Auckland, New Zealand
Ph: +64 9 363 2728 Fax: +64 9 363 2727
Bangkok
Suite 1102, 11th Floor, Two Pacific Place, 142 Sukhamvit Road, Kongtoey, Bangkok 10110
Ph: +66 2 653 2255 Fax: +66 2 653 2260
Brisbane
Level 35, Riverside Centre, 123 Eagle Street, Brisbane QLD 4000, Australia
Ph: +61 7 3230 6400 Fax: +61 7 3220 2044
Canberra
Level 7, 12 Moore Street, Canberra ACT 2601, Australia
Level 5, 10 Rudd Street, Canberra ACT 2601
Ph: +61 2 6279 1900 Fax: +61 2 6279 1990
Melbourne
Level 53, 101 Collins Street, Melbourne VIC 3000, Australia
Ph: +61 3 9221 1900 Fax: +61 3 9221 1980
Sydney
Level 7, 7 Macquarie Place, Sydney NSW 2000, Australia
Ph: +61 2 9321 1900 Fax: +61 9321 1990
Wellington
Level 5, 99-105 Customhouse Quay, Wellington, New Zealand
Ph: +64 4 915 7777 Fax: +64 4 915 7755
www.boozallen.com.au
© Booz Allen Hamilton 2006
ANZSEA locations
