David holds post-graduate qualifications in Organisational Psychology. His professional experience is in Human Resources, Cultural Transformation and Innovative business strategy, including 11 years in HR manager roles for Hewlett-Packard. Since 1992, as Managing Director of Quantum Edge, David has been involved in driving significant cultural transformation and strategic change and leadership across many industries including retail and merchant banking, investment and financial services, resources. local government, federal government, educational institutions, mining and energy, telecommunications, health, construction and professional services industries such as insurance .

Dec 1992 - Present:
Managing Director, Quantum Edge Pty Ltd
David’s primary focus is on strategy, leadership and transformational change processes to ensure increased sales, profitability, efficiency and effectiveness. A sample of David’s work over recent years includes:

Examples of Transformational Change Programs:

• Deutsche Bank Equities - Asia –Designed a Strategic Change framework with opinion leaders from throughout Asia for transformational program – as a consequence the business doubled its previous sales volumes over the following 6-month period. Conducted over Hong Kong, Singapore and China and included the facilitation of a cultural innovation program for over 250 bankers from all parts of Asia in Singapore.
• Deutsche Bank Sydney – transformational change process involving cross-functional process improvements and linkages across business units, including ongoing individual senior team coaching against benchmarked standards of best practice based on cultural research.
• Barwon Health – Transformational change process for providing integrated care. Involved initially a Search Conference 100 top health specialists looking at systemic change and creating a blueprint for co-ordinated care in the region. This involved integrating the service offer of Geelong Hospital, Grace McKellar and various community health centers to provide a seamless health service built around an integrated IT system with each client having a single entry point.
• Telstra Audit Team – Change process for an internal Audit team that changed its approach from traditional audit role, moving from a policing role to business partner role, involved earlier in the business cycle assessing levels of risk in the business and value adding.
• ANZ McCaughan – Strategic transformational change – leading to creation of an equity market unit (EMU’s) which combined action learning teams from existing silos applied around market segments.
• BT Alex Brown- Client driven culture based on strategies designed for market segments and clients, which lead to cross-functional integration of the bank’s service delivery model.
• NAB – introduction of a change process designed to create high performance senior team for major division. Teams were assessed for team balance and strategies were put in place to address team deficiencies. Critical was addressing interpersonal relationships via feedback and development and application of shared values to create attitudinal change. Then reward systems and processes were aligned to reinforce desired behaviours, attitudes and performance.
• Sensis –Transformational change process based on shifting from a directories company to an information management company. QE involved in defining leadership capabilities and underpinning knowledge and skill sets as a basis for conducting a 360-degree gap analysis to identify skill deficiencies.
• Toyo Ink – Transformational Program which involved shifting business model from ink to colour, implementing a performance management process and developing specific skills for innovation and creativity. Increased sales from 16 million to 64 million over a 2 year period.

Examples of Strategic Planning:

• Sensis Sales team – Strategic Planning and Team Development – offsite retreat to shift the skills within the sales force from a transactional sell to a relationship sell.
• Geelong Hospital – Strategic Planning Search Conference 120 stakeholders to create blueprint for change
• Grace McKeller – Strategic Planning Search conference 80 stakeholders to create a blueprint for change.
• Credit Suisse First Boston – Strategic Planning offsite retreat with senior team which brought about a significant improvement in ranking.
• CSIRO – Strategic Planning offsite for one of its major divisions.
• Gippsland Coastal Board – Strategic Planning with senior team.
• City Of Yarra – Strategic Planning with the counselors of COY – Offsite retreat.
• Ericsson – Strategic Planning for major division of Ericsson – Offsite retreat.
• City West Water – Strategic planning for senior team – offsite retreat.
• Victorian University – Strategic planning for Victorian University.
• Merrill Lynch Investment Bank – Senior Team - Strategic Planning offsite retreat and the development of a new business model for increased performance.
• HSBC Securities– Strategic Planning Process designed to create a blueprint which lifted the firm to a top 3 position in terms of turnover.

Examples of Cultural Diagnostic Work:

• CPA Australia – delivery of a Training Needs Analysis for Government Sector.
• Optus Communications – Skills audit of the sales team to determine skill gaps for training.
• Sensis – 360 degree feedback audit of leadership capabilities.
• CPA Australia – Cultural Audit – 12S for cultural and business diagnostic.
• CPA Australia – delivery of a Training Needs Analysis for Defence Materiel Organisation.
• Attorney General’s Department – Training Needs Analysis to uncover financial skill gaps.
• Sara Lee–Training Needs Analysis -Marketing Group to determine specific marketing skill gaps.

Examples of Leadership Capability interventions:

• Parks Victoria – Senior and middle management leadership programs for delivery of effective stakeholder leadership and change – 5 year program with significant results to all stakeholders
• Parks Victoria - Focus on Personal Leadership – on the ground leadership for all staff.
• Sensis – Leadership program and change skills for marketing division.
• Sensis – Leaders, Bosses and Bastards keynote address to 300 leaders of Sensis.
• Deutsche Securities Australia– Leadership diagnostic and coaching of senior team.
• NEC Network Division – Delivery of strategic planning / leadership capability for senior team.
• ATO – Leadership Empowerment program for Dandenong Office.
• Australia Post – Team Development Program for services division.
• CPA Australia – delivery of a People Skills program for improved interpersonal skills.
• American Chamber of Commerce – Guest presenter “Leaders, Bosses and Bastards”.
• Defence – delivery of a Change Management Seminar to strengthen change capabilities.

Examples of Cultural Change Programs with a particular emphasis:

• Parks Victoria – Operational People Management – Change intervention for 5 main regions coupled with a certificate 1V in business management for significant business improvement built around performance mangement, resource allocation, effective teams, innovation and customer service.
• Merger - Credit Suisse and First Pacific – Merger of 2 broking houses for optimization and strategic planning offsite to secure best talent and ensure directors stay. Trippled business in following 12 months
• NEC – Performance Management Program to shape a performance culture based on the Australian Archetype research into why Performance Management programs don’t work…
• Merrill Lynch Investment Bank – Team Development / Role Clarification – Legal and Compliance unit for improved business partnering and increased results
• SGE – Senior team development to reinforce innovative new business model
• Monash Mt Elisa Business School –Lecturer in flagship management program for CEO’s
• Daimler Chrysler – Increasing sales via improved interpersonal skills training
• Olex Cables – Communications program for skilling up a diverse workforce
• State Revenue Office – Feedback skills training program to promote feedback across SRO as part of a shaping our future leadership program, based on the Australian Cultural Research.
• RMIT – Property Services Division – customer service training for improved customer skills.
• AXA – Major customer service program focusing on communication competencies for improved customer service.

In short, David has facilitated well over 1000 programs across Asia Pacific and has core competence in change management and organisational transformation, leadership, management development, group processes, strategic planning, competency based training needs analysis and emotional intelligence / communications.

David is a registered organisational psychologist, and holds formal qualifications include a Bachelor of Behavioural Sciences from La Trobe University 1981, and post graduate qualifications in Psychology, in terms of a Graduate Diploma in Applied Psychology from Monash University 1982 (formerly Chisholm Institute) David holds advanced accreditation in Margerrison-McCann Team Management Systems and Herrmann Brain International HBDI team instruments, David is a member of the Australian Psychological Society and has also been a member of the Australian Institute of Training and Development (AITD) and the Australian Human Resources Institute. (AHRI)