Background
A large rural organisation required a business and operations manager to take over the role of the previous CEO who was moving onto becoming the Chairman of the newly formed board.
This was a new position that was advertised as requiring a rural woman in heart, geography and spirit. A person who knew the challenges of living and working rurally in Australia.
A systems thinking, creative, manager of projects and systems, natural collaborator who can see opportunities others might miss.
- Organised
- Proactive
- Solution orientated
- Outstanding attention to detail
- Confident and coachable
- Enjoy creating and implementing systems
It was a contract position that reported to the CEO (whenever the new one was appointed) and the board.
I worked in the position from 1/12/21 until 8/4/22
Aims
- Streamline their systems and processes to move them into a not for profit board driven organisation
- Identify and implement the systems and processes that were not in place previously
- Maintain the existing online infrastructure
- Support existing contractors whilst also redefining their jobs descriptions
- Onboarding three new positions – CEO, BDM, BA)
Solution
- Perform a full system audit to document current systems and find ways to streamline
- Write and implement SOP across all job roles
- Document all policies and procedures currently in place
- Help the new CEO (appointed in early April 22) to settle into her role.
The Results
A complete audit of their very complicated, messy and out dated system was performed.
- Website was reorganised and updated
- Landing page rebuilds had commenced
- New contractors (Business Development Manager and Business Analyst) had been integrated and assisted
- Previous contracts had been helped to understand changes occurring
- New job descriptions written
- Team meetings run
- New client facing programs implemented
- Social media management has been run (as the person working in that position was MIA)
- VA team (offshore) management processes had been improved and implemented
- SOP had been written and were starting to be implemented
- Internal systems were being overhauled
- Training programs were written
- Board had been updated on all changes.
