Jude Mahony

Managing Director @Optimal Co Pty Ltd

Organizational DevelopmentTalent AcquistionDirectorFounderMarket ResearchChange ManagementTraining&Development SpecialistSourcingHead HunterHR consultantTraining and DevelopmentTalent Strategy🧨 ConsultingCoachingEmployer BrandingExecutive SearchBusiness Owner🗿 HR🔥 Startup Founder

🌏 Global Resourcing Strategist 📙 Author - Offshoring or Sh!tshoring 🚀 Founder 👩‍👧‍👦 Parent 🐾 Slave With extensive international experience, Jude provides practical solutions for businesses to optimize their operations. Whether you're considering a global workforce for the first time or looking to improve existing offshoring strategies, Jude is here to help you unlock your workforce potential. Ask about our global cultural awareness training programs.

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Work Background

Global Business CulturePartner

Feb. 2024AustraliaI'm excited to embark on a transformative journey as the sole partner in Australia and New Zealand for Global Business Culture, a world-renowned leader in cross-cultural team building, awareness, and leadership training. Whether you're looking to enhance cultural awareness, develop global leaders, or build a more cohesive international team, this is your gateway to achieving these goals! I welcome the opportunity to discuss how our tailored cross-cultural training programs can benefit your organisation. DM for more information.

Optimal ResourcingDirector

Mar. 2019Perth, AustraliaOptimal Resourcing is a Perth-headquartered global team of senior experts committed to helping you navigate and overcome workforce planning, HR and resourcing challenges. From strategic 2-10 year plans, to practical operational and tactical activities, we design and implement tailor-made resourcing solutions customised to the unique needs of your organisation, helping you to improve operational efficiency and transform your workforce. We help you build a responsive, capable team who can adapt to changes in market, technology and strategy. We focus on your most critical resourcing issues and opportunities: - finding the right people - growing and developing your team - retaining your critical talent - building the skills and diversity you need for the future - automating, outsourcing or offshoring activities that are not your core focus We work with you to design an integrated workforce blueprint linked to your business strategy; we assess your current workforce and suppliers; identify any gaps and design, implement and embed resourcing activities that make your strategy happen Our expert team are practical, resourceful and handpicked for every project. Building workforces that transform organisations RIGHT WORK | RIGHT PEOPLE | RIGHT BEHAVIOURS OptimalResourcing.com.au

Cystic Fibrosis WABoard Member

Oct. 2020 - May. 2021Perth, Western Australia, AustraliaAs a Board Member of CFWA, I played a critical role in steering the strategic direction and governance of the organisation. My responsibilities included: - Strategic Leadership: Contributing to the development and implementation of long-term strategies to advance the organization's mission, increase awareness, and improve the quality of life for those affected by cystic fibrosis. - Advocacy and Awareness: Actively advocating for the cystic fibrosis community, working to elevate public understanding and drive policy changes that benefit individuals and families dealing with CF. - Fundraising and Resource Development: Leading and participating in fundraising initiatives to secure the financial resources necessary for research, support services, and educational programs. - Governance and Oversight: Ensuring the organization adheres to legal and ethical standards, managing risks effectively, and overseeing the financial health and sustainability of the organization. - Stakeholder Engagement: Engaging with patients, families, healthcare professionals, researchers, and donors to foster a collaborative environment aimed at fighting cystic fibrosis. This role demanded a deep commitment to the cause, strategic thinking, and the ability to work collaboratively with a diverse group of stakeholders to make a tangible impact in the fight against cystic fibrosis.

Rio TintoSenior Manager, Operating Model Project

May. 2018 - Feb. 2019Perth, AustraliaLeading a specialist team to deliver global workforce management and talent acquisition strategies, pivotal to this large-scale global operating model change. My responsibilities included: - Talent Market Analysis: Conducting thorough analyses of talent supply, demand, and gaps across centralized hubs and satellite offices in Perth, Brisbane, Montreal, Chicago, Singapore, Delhi, and Frankfurt. This ensured a deep understanding of each market's unique talent landscape. - Strategy Development: Crafting tailored strategies at global, regional, and local levels to source talent both internally and externally for eight critical functions undergoing transformation: Human Resources, Procurement, Finance, Information Systems and Technology, Health, Safety, Environment and Community, Legal and Governance, Corporate Relations, plus establishing Centres of Expertise in Surface Mining (Perth), Underground Mining (Brisbane), Processing (Montreal), and commercial hubs in Chicago and Frankfurt. This role required a strategic blend of global perspective and local insight to effectively manage talent acquisition during a period of significant organisational transformation, ensuring the right talent was in place to support new and evolving functions.

Rio TintoSenior Manager Global Recruitment

Nov. 2016 - Apr. 2018Perth, AustraliaReporting to the Head of People Services, I led a dual-focused initiative as Global Delivery Lead and Global Project Lead. My responsibilities included overseeing the global recruitment service delivery and managing the strategic transition of recruitment partners to enhance alignment with onshore business needs across regions. Key achievements encompassed: - Operational Continuity: Successfully managed the recruitment of ~8000 positions with minimal disruption, demonstrating exceptional project management and strategic planning skills to maintain recruitment momentum during significant organisational changes. - Strategic Workforce Planning and Project Management: Spearheaded the reintegration of recruitment partners into regional operations, transitioning from a fully offshore model in India to localised teams in Montreal, Brisbane, Perth, Singapore, and Salt Lake City; and a smaller delivery centre in India. - Leadership and Development: Recruited and mentored new teams across Australia, Canada, USA, Singapore, and India, fostering knowledge transfer and high retention rates during transitional phases. This role demanded a comprehensive skill set in global recruitment, project management, and strategic workforce planning, achieving seamless operational continuity and enhancing recruitment efficiency worldwide.

Rio TintoImplementation Lead - APAC, Global Location Strategy

Apr. 2016 - Nov. 2016Perth, AustraliaDuring my secondment to the Global Location Strategy team, which later evolved into the Operating Model Project team, I played a pivotal role in shaping the future global footprint of the business. This strategic initiative aimed at optimizing the placement of resources worldwide, ensuring decisions regarding location and resource allocation aligned with long-term objectives. My responsibilities included: - Global Service Delivery Review: Analyzed administrative support functions worldwide to identify centralization, rightsizing, and shared service opportunities. - Role and Skills Identification: Pinpointed critical roles and skills essential for operational success. - Analysis and Planning: Conducted supply, demand, and gap analyses, along with risk assessments, to inform workforce planning and design. - Process Optimization: Streamlined and automated processes to enhance efficiency. - Talent Management: Developed and implemented strategies for talent retention and acquisition. - Project and Change Management: Led stakeholder engagement, planned and executed transitions, including the integration of work packages with outsourced partners and offshore teams in India. This role required a comprehensive approach to strategic planning, operational analysis, and project management, contributing significantly to the organization's ability to make informed decisions about its global workforce distribution and operational model.

Rio TintoBusiness Improvement Lead - Global Solution Delivery

Dec. 2015 - Mar. 2016Perth, AustraliaI was seconded to support the Global Recruitment and Regional HR Operational teams, focusing on business improvement. My role involved: - Process and System Improvement: Led the redesign and optimization of global HR processes and systems, streamlining and standardizing operations post-HR transformation project. - Capability Development: Implemented development programs for local HR and recruitment teams, as well as offshore shared services, covering role-specific skills, behaviors, personal competencies, and compliance. - Performance Metrics: Developed key performance metrics, dashboards, and management systems to enhance decision-making and operational efficiency. This role required a blend of strategic planning, project management, and a focus on continuous improvement to elevate HR and recruitment operations globally.

Rio TintoGlobal lead, Resourcing Operations Centre

Jul. 2015 - Dec. 2015Gurgaon, IndiaDuring my secondment to the Talent Acquisition delivery centre in Gurgaon, India, I played a pivotal role in the global rollout of recruitment process delivery through the offshore captive Shared Services Centre (SSC), a cornerstone of Rio Tinto's HR Transformation program. The SSC was instrumental in centralizing global recruitment activities including sourcing, selection, assessment, offers of employment, and mobilisation, as part of the Global Solution Delivery team. - Team Leadership: Managed a direct team of over 60 recruitment professionals, ensuring efficient selection and appointment processes across Rio Tinto. - Project Management: Oversaw the consolidation of site and product group recruitment functions into the SSC, enhancing the organization's recruitment efficiency. - System Implementation: Led the implementation of the new applicant tracking system, Cornerstone on Demand, and supported the rollout of contract automation and e-offer software globally - Process Optimization: Drove team efficiencies, automating, standardizing, and streamlining recruitment processes and systems in collaboration with key stakeholders. - Strategic Partnerships: Supported the new HR delivery model by collaborating with Regional Delivery teams, Areas of Expertise, and HR Business Partners. - RTIO contractor management: Managed the transition and ongoing delivery of the Iron Orecontractor and employee onboarding processes. Achievements - Successfully managed the offshore Shared Services team through significant transitions, including software changes, process enhancements, and the integration of additional regions and product groups. - Efficiently handled the transition of contractor management and onboarding processes to the offshore operations centre.

Rio TintoRegional leader - APAC, Workforce management (HR transformation programme)

Dec. 2014 - Jun. 2015As the APAC Workforce Management Regional Lead in the HR Transformation program, I was tasked with supporting the implemention of a tiered HR delivery model, including HR Business Partners, Areas of Expertise, and Shared Services. My accountability included leading talent acquisition and management for the APAC region during this transformative phase, focusing on the regional HR teams' functional changes and global HR General Manager positions. Leading a dedicated team, we managed: - Internal Selection and Assessment: Orchestrating the internal talent evaluation process to identify candidates for new roles or promotions within the HR function. - External Recruitment: Attracting top-tier talent from outside the organization to fill critical HR positions, ensuring a fresh influx of ideas and competencies. - Appointment and Onboarding: Streamlining the integration of new hires into their roles, facilitating a smooth transition and accelerating their path to productivity. - Mobility: Managing both domestic and international relocations, supporting organizational and employee needs for mobility in alignment with business objectives. - Redeployment, Redundancy, and Retrenchment: Handling sensitive HR activities with empathy and efficiency, focusing on minimizing impact on employees while aligning workforce with strategic goals. This role required a blend of strategic vision, operational expertise, and a deep understanding of HR functions to drive transformational change within the HR delivery framework in the APAC region.

Rio TintoRegional leader - APAC, Recruitment & Talent

Oct. 2013 - Dec. 2014Perth, AustraliaAccountable for delivery of recruitment and talent for all Asia Pacific business units. - Managing a budget of up to $9m; delivering graduate, vacation student, apprentice, executive, professional and operator/maintainer recruitment. - Leading a team of approximately 50 professionals, partnering with leaders, outsourced vendors and offshored teams. - Ensured offshored and outsourced teams were aligned, whilst monitoring and managing their outputs. - Reviewed metrics for trends in data and opportunities for process, people and/or system improvements Achievements: • Implementation of Business Relationship Model involving comprehensive stakeholder engagement and change management; • Successfully implemented offshored / outsourced shared services model in three waves, delivering up to 5000 placements pa • Development and implementation of internal service governance, design & development of metrics, reporting suites (ie lead and lag stage gate reports), and customer service engagement patterns forming the basis for the expansion projects stakeholder engagement and reporting framework; subsequently rolled out globally • Development and deployment of online information centres (LEAN methodology) in the APAC region, subsequently adopted globally • Development and deployment of dynamic electronic metrics within the APAC onshore and offshore recruitment delivery centres

Rio TintoBusiness Relationship Manager - West, Recruitment & Talent

Feb. 2012 - Oct. 2013Accountable for the effective ongoing execution of recruitment and talent services for Rio Tinto Iron Ore, Argyle Diamonds and Dampier Salt Ltd in Western Australia. Partnered with local and regional HR and business leaders to implement Business Relationship Model for recruitment and talent that included complex change management whilst moving towards a shared services captive offshored and outsourced model. - Interface between the business units and offshored, outsourced and onshore recruitment functions to facilitate recruitment delivery - Consistently applied standardised regional delivery to support manager self-service and alignment with global processes.

Sustainable HR SolutionsBusiness Consultant

Jan. 2010 - Jan. 2013Provision of on and off-site HR support, specialising in development, implementation and ongoing review of best practice HR systems and processes; - Onboarding processes that aid long-term retention initiatives; - Succession and Workforce Planning; - Performance Management systems; - Strategic HR plans that deliver directly to the bottom line; - Practical global talent management strategies; - Design and implementation of in-house recruitment teams

APMS GroupBusiness Manager

Aug. 2010 - Jan. 2012Manage and increase the effectiveness and efficiency of Support Services (HR, IT, OHS, Quality, Sales, Marketing and Finance); - Development, implementation and maintenance of marketing and sales plans, including digital media strategy, re-branding, sales analysis and forecasting, CRM implementation; - Development, implementation and maintenance of administrative, financial and human resource management policies and systems including legislative requirements for payroll, superannuation and taxation. - Development and maintenance of Quality Assurance system; - Develop long-range forecasts and maintain long-range financial plans; monitor short and medium term cashflow; - Contribute to short-term and long-term organisational planning and strategy as a member of the management team to achieve operational excellence Major achievements: Management of Voluntary Administration process for related business, including creditor management, funding options, ASIC requirements through to development and ongoing management of Deed of Company Arrangement

Sound PersonnelDirector

Nov. 1997 - Oct. 2003A start-up recruitment agency, offering labour hired personnel and permanent placements that was founded with a business partner in 1997. Responsible for day-to-day management of the business - financial, HR, quality, IT, marketing/business development, as well as development and implementation of policies and procedures across all disciplines

Brierty LimitedManager - Human Resources

Nov. 2009 - Aug. 2010•Provide leadership, guidance and counsel to the Executive management group on human resources •Development and implementation of best practice HR systems, policies and procedures; •Develop and monitor annual budget ($6m+pa); •Implementation of remuneration structure, benefits strategy, job mapping and job families utilising internal and external market relativities; •Implementation of company-wide performance management system; •Management and monitoring of training and development programs including Executive Development, Career Development Planning processes; •Establishment, implementation and monitoring of best practice recruitment and selection processes including e-recruitment functions and talent pipeline development; •Review of HRIS, implementation of Workday recruit, onboard, perform and remunerate modules; •Establishment, implementation and monitoring of Fair Discipline and Counselling processes in line with Fair Work Act; •Champion of Indigenous Development across the business, including liaison with various Indigenous groups and organisations (AEC, Clontarf, Larrakia Foundation, Role Models etc) •Develop market appropriate Attraction, Retention, Remuneration/Benefits Strategies; •Supervision, coaching and mentoring of Human Resources team members; •Review and monitor Employee Assistance and Employee Referral Programmes; •Monitoring of third party contractors and employment agencies spend, insurances and contractual arrangements. •Implementation and review of Preferred Supplier Agreements. Major achievements: - Implementation of school-based traineeships in Civil Construction for Indigenous high school students; - Implementation of HRIS system for recruit, onboard, perform and remunerate modules; - Implementation of Employee Referral Programme; - Development and delivery of in-house training programmes for Performance Management, Right of Entry and Behavioural Based Interviewing

UGLNational Recruitment Manager

Sep. 2007 - Oct. 2009Develop and implement talent acquisition strategies and tactics delivering ~5000 placements pa across Australia and New Zealand - Monitoring of third party contractors and employment agencies spend, insurances and contractual arrangements. Implementation and review of Preferred Supplier Agreements. - Development of project specific recruitment strategies, budgets, team structures, mobilisation plans and project schedules for new construction and shutdown projects including tender responses. - Coaching, mentoring and performance management of recruitment team members Major achievements: Implemented centralised recruitment model across Australia, with three centres nationally (two technical/trades, one professional/staff); Reduction in time to fill for construction technical (trades) roles utilising ERMS system; Reduction of agency spend across business unit (saving of $1.5M pa); Reduction in cost-per-hire; Managed, coordinated and monitored all international recruitment (NZ, RSA, China, Korea, UK, USA, Canada); Championed, project managed and implemented e-recruitment and on-boarding systems (Adapt, SAP); Large scale recruitment and mobilisation project management (up to 1800 personnel per project) for maintenance and construction projects; Coordinated between 4500-5000 placements across the business per annum; Re-engineering of recruitment processes

UGLRecruitment Manager Western Region Operations

Nov. 2004 - Oct. 2007Accountable for delivery of recruitment and talent services for the Western Region operations covering Western Australia, Northern Territory and South Australia. - Design and implementation of talent acquisition strategies, processes and systems for construction and maintenance projects - Operating as a profitable internal cost centre, maintaining accurate financial records. - Review, selection and implementation of new technology for recruitment, selection - Monitored local, national and international labour markets, reporting shortfalls, recommending and implementing talent acquisitions strategies and tactics - Coordinate and facilitate the redeployment and transfer of internal employees through a detailed workforce planning procedure - Designed and implemented robust systems and procedures to recruit and onboard international employees, including development of an in-house specialist global mobility team.