Angela Baker - Director, The Sorbetto Group

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Work Background

AccentureRespect@Work Lead, Strategy & Consulting

Jan. 2023Greater Brisbane Area · HybridResponsible for the design, development and delivery of Accenture’s Respect@Work model and framework, working with clients to prepare for associated legislative changes in Australia from 2023 onwards.

AccentureStrategy & Consulting

May. 2021Greater Brisbane Area · Hybrid- Partner with clients across industries to tackle some of their more challenging culture and leadership challenges, designing pragmatic approaches for lasting change - Build the internal consulting, leadership and culture capability and skills of our Strategy & Consulting talent through the delivery of Core Consulting and Leadership & Culture learning programs - Provide internal and client Executive Coaching via 1/1 engagements and Accenture’s Women in Digital Program

The Lemonade GroupDirector & Chief Lemonade Maker

Mar. 2024Gold Coast, Queensland, Australia · RemoteProviding coaching, guidance and advice for businesses and individuals preparing to transition or transform.

QBE InsuranceLead, Group Culture Transformation

Nov. 2020 - May. 2021Led and managed the end-to-end delivery of an AHRI award winning Culture Accelerator Program (2022 Organisational Development Award), involving a Board-sponsored culture review and transformation roadmap. Encompassed leadership, inclusion, diversity and equity, and culture change activations.

AllianzTransformation & Change Director, Conduct & Culture Program

Jun. 2019 - Nov. 2020Sydney, AustraliaResponsible for all Change activities across 17 projects in the Conduct & Culture Program, including: design and execution of the program’s organisational Change Strategy, including the Culture Change Plan across the enterprise; the management of all Change practitioners; Change coaching to the Program team and Executive; partnering with business areas to drive delivery excellence and long term embedment in accordance with regulatory and Board expectations.

Curtis AviationStudent Pilot

Mar. 2019 - Mar. 2020

AMPSenior Manager, Risk Culture

Jan. 2019 - Mar. 2019Sydney, AustraliaResponsible for the design of AMP’s Strengthening Risk Culture program (a part of Rebuilding Trust) encompassing: Leadership, Risk Culture Framework & Blueprint, Risk Culture Campaign, and People Policies & Processes.

QBE InsuranceTransformation & Change Practice Lead: Culture, Pricing, Strategy, Workplace, Service Excellence

Sep. 2016 - Nov. 2018Sydney, AustraliaResponsibilities include: • Portfolio Lead for People & Culture, Pricing, Workplace Change and Strategy Change transformation steams • Determine appropriate change strategies required to support transformation initiatives and lead a team of Change practitioners to execute • Lead the development of QBE’s Change Practice, including an uplift in delivery methodologies and frameworks to achieve organisational capability uplift • Develop the Change Practice strategy and put forward business cases to support strategy • Consult with business leaders and stakeholders to implement solutions that generate increased adoption and acceptance of change; drive business change at all levels • Develop Change networks as appropriate to increase ownership and support for change • Coach leaders in appropriate Change tools and interventions, and • End to end, large scale, project management of QBE’s Change strategy and roll out of plan

Woolworths GroupPortfolio Transformation & Change Lead, Supply Chain Transformation

Jul. 2015 - Sep. 2016Sydney, Australia• Established a Change Management team to support portfolio of projects, encompassing changes to the way change support was provided across and within projects • Designed and delivered the Change Approach, Training Plan and Communication Plan for Phase 1, Release 1 of the Supply Chain Execution project • Identified organisational change requirements necessary for Supply Chain to support ongoing changes, resulting in the establishment of a project targeted towards building a learning function within the business unit • Developed and delivered change strategies and plans for varied pieces of work (SuccessFactors rollout, Wave programs, current state assessments of structure and support mechanisms) • Successful deployment of SuccessFactors to 8000 employees in South Australia and Northern Territory • Sign off on SuccessFactors Change Strategy and Plan, Communications Plan, Training Plan and Sustainment Plan (impacting 115,000 employees) by Food Group and State Leadership teams (Stores), enabling a ‘deployment in a box’ approach for each deployment and a reduction in post - Go Live support requirements (from 6-8 weeks to 3 weeks)

EYManager, People & Organisational Change

Jan. 2014 - Dec. 2015Responsible for the design of a Dual Employment Blueprint, operating model, supporting trial program and organisational change strategy for the Royal Australian Navy, Royal Australian Air Force and Australian Regular Army + industry partners across commercial aviation, maritime engineering and transport & logistics. Provided subject matter expertise and completed current state assessments across Air Force crew operations to enable future operating model changes.

AccentureManager, Talent and Organisation Performance, Management Consulting

May. 2012 - Oct. 2014SydneyClients included: New South Wales Department of Education, Department of Defence, Australian Tax Office, Australian Customs and Border Protection, Commonwealth Bank of Australia.

KBR, Inc.Change and Communications Manager

Jan. 2011 - Dec. 2012Responsibilities include: determining and managing client change requirements; the design, development and management of an extensive change management plan (incorporating change/ stakeholder impact analysis); the analysis, design, development and management of all project communications and associated activities (audience includes up to 100,000 impacted staff); developing, maintaining and influencing strategic networks with key stakeholders; analyse and recommend change and communication tactics and approaches for the client organisation; determine change requirements- develop and implement strategies, plans and solutions to manage change situations as they arise.

Airservices AustraliaTransformation Lead

Jan. 2009 - Dec. 2010Canberra, Australia• Identified, led and managed Shared Services remake initiatives across Remuneration Services • Designed and developed project plans for Remuneration Services to ensure the integrity of payroll and salary sacrifice functions for over 3000 staff, within legislative and policy guidelines • Developed and implemented specific operational strategies to achieve remake objectives • Identified opportunities to streamline operations and increase service quality and delivery against KPIs, involving the need to challenge existing accepted and embedded practices • End to end project management of Remuneration Services renovation plan • Coached and mentored staff to effectively introduce and embed initiatives, as well as build a cohesive team • Led the Remuneration Services team through transformation activities whilst managing both technical and people challenges

QantasPrincipal Business Analyst, Strategy & Performance

Jul. 2007 - Jul. 2009Responsible for developing proposals and business cases to the Group General Manager and General Manager Network and Airline Operations for performance metrics, process improvements and other projects related to performance improvements in the Integrated Operations Centre (IOC); managed all communications across segments within the IOC and reviewed operational communication processes across ten stakeholder areas to improve timeliness of operational decision-making; project- managed the design, development and implementation of an Integrated Safety Management System for Flight Dispatch; designed an IOC strategy, governance structure and associated communication protocols; partnered with corporate Airports management to review and develop communication processes between Qantas Airlines and the Sydney Airport Station Operations Control Centre (Domestic and International); developed and implemented the IOC Communications Strategy and Plan; developed the IOC Communications and Governance Plan for the introduction and integration of A380 aircraft into business as usual operations; trained other departments in operational air to ground communication processes and protocols.

QantasCabin Crew Manager

Jan. 2007 - Dec. 2007Responsible for managing a team of 300 cabin crew; liaised with the Flight Attendants Association of Australia to manage individual cases; worked with IR, the executive team and HR on industrial relations issues; managed individual training and development plans for cabin crew; case-managed workers compensation and attendance issues to reach the most effective return-to work outcomes; coached and mentored individual crew members to develop the necessary skills and capabilities for career progression/ transition.

QantasLong Haul Cabin Crew (Japanese Speaker)

Jan. 1995 - Dec. 2007SydneyLong Haul Cabin Crew with Japanese inflight translation responsibilities on Qantas’ Japan route.

QantasProject Manager, Cabin Crew Operations

Jan. 2005 - Dec. 2006Managed the cabin crew operations stream for the introduction of A380 aircraft to the Qantas fleet (incorporating industrial relations, crewing strategy, crew systems development, resource planning, base readiness and the precision timing schedule); project-managed all aspects of regional flying and charter operations for cabin crew; provided day of operations support to the Manager Cabin Crew Operations and General Manager Cabin Crew.

QantasService Development Manager

Jan. 2004 - Feb. 2006Designed service and operational processes and procedures for cabin crew following corporate, OHS and industrial guidelines; implemented, audited and managed all service initiatives across the Short Haul division (4500 crew) and Qantas domestic network (including short-range international routes); managed the relationship between Service Implementation and the Short Haul Flight Attendants Association of Australia; managed Melbourne, Brisbane and Sydney Product Centres and employees; managed the launch and implementation of a new domestic product and service for Business and Economy classes across the domestic network (80 domestic aircraft carrying up to 55,000 passengers per day); coordinated the launch of international flying operations for Short Haul cabin crew and advised the cabin crew management team on development strategies to improve crew performance; managed ground and inflight risk assessments for the introduction of all new products, equipment and services.