Projects

A prestigious professional development program for emerging leaders who are currently nurse unit managers and midwifery unit managers. A blended development program with new alumni each year.

Delivered through my work as a Senior Consultant with Impact International.

Design and facilitation of Air Products global leadership programs. The program incorporates themes such as leading across diverse cultures, inclusion, collaboration, influencing and coaching.

Delivered through my work as a Senior Consultant with Impact International.

Facilitation of J&J’s global 'Leaders Developing Leaders' Program. A unique program - bringing leaders together from many different regions, cultures and business units.

Delivered through my work as a Senior Consultant with Impact International.

Facilitation of Pfizer’s Leadership Development Experience for leaders located across the world.

Delivered through my work as a Senior Consultant with Impact International.

Design and facilitation of Toll’s Global Graduate Development Program delivered to talent located across the world.

Learn more about the Toll Graduate Program

Delivered through my work as a Senior Consultant with Impact International.

Delivered through my work as a Senior Consultant with Impact International.

I led the change strategy to implement the new Salesforce CRM system across BP's business units spanning the Asia Pacific region. As Change Lead, I had responsibility for the change team and the change journey - including communication and training. The entire project was delivered during the Covid-19 pandemic, and as a result, was deployed 100% virtually.

Overview

• I led a large change team through a volatile, uncertain, complex, ambiguous and matrixed business environment.

• The change team integrated into the global and APAC projects teams, utilising Agile methodologies to deliver a comprehensive, effective and extremely successful change program.

• The team delivered change, comms and training into many business units across Asia Pacific, including sales, telesales and customer service teams. The change impacted more than two hundred people over six months.

• We used technology in innovative ways to pivot the entire project to be delivered virtually due to the impact of Covid-19.

• The learning & development program was a virtual blended solution. The program included self-study (e-learning), train the trainer, virtual instructor-led training, and skill-based competency testing.

• The change team successfully delivered numerous Salesforce implementations to different user groups to extremely tight timelines.

• The training team achieved an impressive Net Promoter Score (NPS) of +78 for the virtual instructor-led training sessions.

• Feedback from senior leaders was excellent, with the change enabling greater sales performance and improving customer experiences across the organisation.

Here's what Mike Normington, Customer Director for Global Business Services, said about my contribution to the success of the project:

"Thank you for your dedication bringing Salesforce to ANZ. We wouldn’t have achieved this without your leadership, drive and resilience."

Design, development and facilitation of Telstra's 14-month Grad Program. Designed to launch early careers and enable future possibilities in many different career pathways. Pathway options include Network Engineering, Data Analytics and Management, Product and Service Design, Technology Consulting and Solutions, Finance and Business and Human Resources.

Learn more about Telstra's Graduate Program

Delivered through my work as a Senior Consultant with Impact International.

Liam Richmond partnered with adidas Group's global and local project teams to develop a training strategy that contributed to the success of the overall project. The technology roll out was carefully coordinated with the training activities to ensure staff had the necessary capability on the new systems.

Training modules and learning resources were designed for the IT systems which included; Point of Sale (POS), back office and stock management. Training and associated resources were “store proof” and targeted the specific needs of the various roles in stores such as: sales, stock and management positions. The learning strategy was scalable across large geographic regions such as the Pacific (Australia and New Zealand) and India. A Train-The-Trainer (TTT) approach was used due to its speed, cost effectiveness and scalability. TTT workshops were highly effective, hands-on, engaging, interactive and fun. Using this approach also ensured that the trainers were provided with the skills and resources they needed to train the retail store teams and also had the capability to continue training on an ongoing basis. A strategic outlook ensured that the modules could be incorporated and used during the induction of new starters.

Results achieved:

• Store teams were able to immediately utilise the new system functionality and gain the benefits.

• Developed engagement and buy-in for the new systems.

• Learning was easy to scale and roll out across global markets.

• Improved and built greater trainer capability.

• Trainers were fully prepared to train retail store teams in advance of the new systems going live.

• Reduced impacts on sales and customer experience when the systems went live.

• Checks ensured staff had a standard level of capability on each system.

• Each store could deliver training on an ongoing basis and include it within existing induction.

Vodafone approached Liam Richmond to step into the Program Manager position and lead the Vodafone Enterprise Sales Academy rollout to 400+ Sales Professionals and Sales Managers. The program formed part of a wider business transformation following the acquisition of another business.

The Enterprise Sales Academy program was designed to raise the sales capability, performance and productivity of business to business (B2B) sales professionals across the organisation and raise competitiveness in the market place. The target audience was the Enterprise Sales function and included teams from the Corporate and Government, Business (SME), Small Business and Telesales segments. The sales leadership team was engaged throughout the project to ensure the program contributed to the overall strategy and met the required objectives.

Vodafone Group’s new global sales methodology was launched and trained to all sales teams, providing consistency in approach, standardised processes and a more consistent customer experience. The program covered a wide range of topics such as culture, mindset, products & services, technology and systems & processes. Courses were delivered as a blended learning solution, including face to face workshops and e-learning. Delivery was through internal training teams and also used several external suppliers. The program supported the adoption and utilisation of Salesforce with the aim of driving productivity, engagement and collaboration on sales opportunities. Sales Professionals and Sales Managers worked towards achieving a Vodafone global sales certification throughout the program. Sales Certification was awarded to participants on completion of the required modules and passing the necessary formal assessments.

Effective team leadership and program management by Liam Richmond ensured that Vodafone’s strategic transformation was completed on time, within the allocated budget and met the intended objectives.

Flight Centre used Liam Richmond’s expertise to create a customised in-house leadership talent development program for their senior management team. Flight Centre required a development program which focussed on preparing people leaders for the next step into General Manager (GM) positions.

Liam Richmond provided design, development and project management. The talent development program is run over a twelve-month period and includes a number of courses – each of which is designed to develop participants’ management and leadership ability in a specific functional area. Topics include sales, marketing, finance, human resources, strategic management and planning. Expert facilitators and guest speakers are brought in to present the courses, providing subject matter expertise, insight and best practice from other businesses and industries.

The leadership development program provides a number of benefits to participants and the Flight Centre business:

• A broader range of knowledge and skills across a number of functional areas.

• Improved management & leadership capability.

• A wider frame of reference enabling better decision-making.

• Set clear direction for departments and teams.

• Initiate and drive positive change and improvement in the business.

• Prepare talent for the next step.