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The Power of Change

Tue, 28 Apr 2026 04:20:59 GMT

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Why effective change management is the engine behind successful transformation.

 28 April 2026  By Kris Gale , Managing Consultant - Change Management & Project Delivery

Australians are navigating a significant level of change. From global geopolitical uncertainty to ongoing cost‑of‑living pressures at home, the pace and volume of disruption have become a constant. For organisations and Federal Government departments, this environment is demanding not only new strategies and technologies, but new ways of thinking about change itself.

Despite significant investment in transformation programs, many still fail to meet expectations. Technology is rarely the problem. In my experience, the common thread is the human side of change: readiness, leadership engagement, and sustained adoption.

To explore this challenge in more depth, I recently hosted a roundtable in Melbourne with senior change and transformation leaders ‑scale transformation in today’s complex environment, and why change management must shift from a supporting role to a strategic capability.

Several consistent insights emerged, which I’ll reflect on below.

Change as a strategic enabler, not a project add‑on

Historically, change practitioners are often introduced late in the lifecycle and tasked with communications, training, or stakeholder management. While this approach still exists, roundtable participants agreed that it is no longer sufficient for the scale and complexity of transformation facing organisations today.

Large programs require more than new systems or processes. They demand sustained shifts in behaviour, decision‑making, and ways of working. Technology may create the opportunity, but people determine whether transformation is realised.

As one participant noted during the discussion:  “Technology rarely fails. Most transformations struggle because people haven’t been brought on the journey.”

Modern change frameworks increasingly reflect this reality, focusing on organisational readiness, leadership alignment, and adoption outcomes rather than procedural delivery alone. Encouragingly, more organisations are embedding change thinking earlier in transformation planning, but we’re not fully there yet. Change still needs strong advocacy to be recognised as the engine, not the afterthought.

Leadership engagement is not optional

If there was one point of unanimous agreement around the table, it was this: leadership engagement and sponsorship remain the single biggest predictor of successful change.

When leaders actively champion transformations by role modelling new behaviours, reinforcing priorities, and addressing resistance, adoption follows. When leadership is inconsistent or disengaged, even well‑designed initiatives can stall quickly. This is often where change fatigue begins to take hold.

A practical insight shared was the importance of normalising change and adoption conversations in leadership forums. Rather than treating change as a separate agenda item, leaders should be routinely discussing:

What the change means for their teams
How adoption and success will be measured
What barriers exist and how they will be addressed
Their role in supporting people through transition

These conversations help bring transformation to life. They also reinforce accountability—making adoption a leadership responsibility, not just a project outcome. This is where leaders have the opportunity to tell the story, connect the dots, and, as I often say,  sell the sizzle.

The reality of transformation fatigue

Most large organisations and departments are running multiple initiatives at once. Individually, these changes may seem manageable. Collectively, they can overwhelm leaders and frontline employees alike.

Roundtable participants spoke candidly about change fatigue: a state where people feel exhausted by constant transformation and disengage as a coping mechanism. Addressing this requires more than better communication, it requires distributing ownership of change.

Key strategies discussed included:

Increasing the number and diversity of change advocates
Moving ownership beyond a central transformation team
Equipping leaders with practical tools to support their teams

Change can no longer rely on a small group of specialists. Organisations need networks of trusted advocates embedded throughout the business. In my time working on large scale civil infrastructure projects, change champions included traffic controllers, residents and local business owners. The principle is the same across any environment: people listen to people they trust.

Managing reputational and cultural risk

Another theme that resonated strongly was the reputational risk associated with transformation. Failed programs don’t just affect balance sheets; they can undermine trust, confidence, and organisational culture.

When employees have experienced past initiatives that promised much and delivered little, scepticism grows. Tension and anxiety increase, making future change harder.

Participants agreed that rebuilding confidence requires disciplined focus on credibility, including:

Transparent communication about progress (and setbacks)
Visible celebration of early wins
Clear reinforcement of why the change matters

Consistent delivery, coupled with honest communication, helps re‑establish trust over time. In environments where scrutiny is high, this discipline is critical.

Building capability through the business

Resourcing change effectively remains an ongoing challenge. We discussed the common practice of seconding operational staff into transformation roles. While this can be a powerful development opportunity and bring valuable business insight into programs, it can also create unintended consequences. Especially if operational teams already feel stretched.

As one participant put it:  “Sometimes it feels like robbing Peter to pay Paul.”

The consensus view was that deep business involvement is essential, but it must be planned carefully. Cross‑functional forums, structured engagement before major milestones, and shared ownership models can help balance operational reality with transformation needs.

When people help design change, they’re far more likely to support it.

Final reflections

The insights shared by Melbourne’s change and transformation leaders reflect a broader truth across Australia: technology alone does not deliver transformation. People do.

In an environment of constant disruption, effective change management is no longer optional. Organisations that succeed will be those that embed change early, engage leaders deeply, distribute ownership broadly, and measure adoption meaningfully.

The real power of change lies not in the systems we implement, but in the behaviours we enable and the value we unlock.

For change professionals shaping transformation across the APS, this shift towards people, leadership and adoption creates both challenge and opportunity. If you’re considering APS contracting, or already delivering change in government and thinking about what’s next, get in touch with me at kris.gale@calleo.com.au

A Practical Guide to Entering Federal Government Contracting

Thu, 09 Apr 2026 02:17:20 GMT

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 9 April 2026  Gavin Campbell

Federal Government contracting continues to attract professionals seeking complex, meaningful work. Yet for many, the pathway into the APS environment can feel highly structured and difficult to navigate without the right guidance. From engaging with specialist agencies and responding to selection criteria, through to security clearances and panel evaluation processes, the expectations are very different from those of the private sector.

This guide breaks down the key considerations for anyone seriously looking to enter Federal Government contracting, offering practical insight into what matters most, where candidates often fall short, and how to position yourself for success in a competitive process.

Find a trusted and reputable partner

If you receive a call from someone who claims to have a Federal Government contract opportunity, it pays to do your research.

Working with a reputable and respected Federal Government partner is important. I’d obviously recommend Calleo first (daylight second) and then there are quite a few others that have respected names in market.

Second to finding the right agency to partner with, is finding the relevant consultant within their team. Meeting with that person, understanding what government agencies they support and thirdly, taking on their feedback about how your profile looks and feels.

I’d encourage people to build relationships through two-way engagement, built and sustained over a long period of time. Relationships are a two-way street, takes two to tango and so on and so on.

Selection criteria responses

Painful and at times repetitive, most government processes will require a selection criteria response. You will be guided on what form this should take by the consultant that is helping you.

More recently, AI slop is dominating our review process. It is often undeniable when AI is being used and will typically not be viewed favourably or support your application. AI is of course a useful tool and can help polish responses, but it doesn’t know specifics on the projects you’ve worked on so if you rely on it completely, your responses will lack depth.

Your responses to these criteria with detailed examples are key. Theoretical and hypothetical undertakings do not sufficiently address the criteria and what is being evaluated upon. What you have done, what you have delivered on specific to a work experience is critical and will elevate your response.

Is an AGSVA Security Clearance worth it?

If you are making a serious attempt and pivot towards federal government contracting, then investing in an AGSVA Security Clearance would be worthwhile.

Whilst not always a “mandatory requirement” when roles go to market, having one will help you tick the mandatory requirement when they are. This will give you the ability to put your application forward for more positions.

Another key question would be, Baseline versus NV1. Generally speaking, technical positions (eg. Network Engineers, Dev-Ops Engineer) the investment in an NV1 is worthwhile more so than for a Project Manager. But I’d even suggest it for delivery people as well. If Defence is a long-term play, then having an NV1 will open the door for opportunities that exist within the restricted environment space.

Adjacent or similar industries that support a pathway to Federal Government

The great leap into Federal Government is not always a clear or easy step. The industries or environments that you have experience in do not always lend themselves to working in an APS context.

I often see people with experience in similar or highly regulated complex environments as having the desirable experience that would mean they are better equipped to deliver within the Federal Government setting. This can be sometimes state government or banking or even those with a degree of complexity such as Austral ia Post or Tels tra. Some of the larger agencies such as Services Australia and Health value this experience.

The evaluation process

The federal government recruitment evaluation process is structured, rule‑bound, and designed to demonstrate fairness, and value for money.

Firstly, mandatory requirements need to be met, such as security, citizenship, panel approved agency. APS evaluation panels use weighted scoring to assess capability. This is not subjective and the panel must document every score. You will be measured and rated on technical skills, experience, understanding of delivering in the APS environment as well as culture fit.

Next will be value for money for the Commonwealth which is not just about rate, it can be about rate versus capability versus risk and supplier reputation for what they previously have delivered. Each reviewer/panel member will score, a consensus will be agreed upon with final scores and then if it is close between two, it will go to references.

If you’d like to find out more about the hiring process, or how your skills and experience could align with the expectations of the APS environment, get in touch at gavin.campbell@calleo.com.au

Australia’s Cyber Skills Gap Isn’t About Talent. It’s About Pathways.

Wed, 08 Apr 2026 23:45:32 GMT

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 8 April 2026  Bradley Henschke

Australia’s cyber skills gap is often framed as a training problem: not enough courses, certifications, or people choosing cybersecurity as a career. But that framing misses the reality on the ground.

As Director of Cyber at Calleo, I bring more than a decade of experience across cybersecurity, defence, and national security - including service as a Royal Australian Navy veteran and leadership roles spanning high‑impact cyber operations, insider threat programs, and security governance in both government and industry. Across those roles, one conclusion has become increasingly clear: the talent is already here .

What’s missing are the structured, scalable pathways that allow people to progress from motivated starters into experienced cyber professionals who can lead, mentor, and sustain Australia’s cyber capability over time.

That insight was reinforced last week at the Canberra Cyber Hub Career Symposium , where I spent time in one‑on‑one conversations with students fresh out of university and professionals transitioning from entirely different careers. What stood out wasn’t a lack of ability or motivation. It was genuine energy — people eager to contribute, to learn, and to find their place in cybersecurity.

That energy is real. And it matters. But without clear pathways, too much of it risks being lost.

The Scale of the Challenge

Australia needs up to 30,000 additional cyber professionals by 2030 , according to the National Cyber Security Coordinator, and the ACS Digital Pulse suggests the figure could be even higher. The pipeline of people interested in cyber is growing, and education providers are responding.

Yet, in conversation after conversation, the same challenge surfaced: people with training, certifications, and strong motivation are struggling to find meaningful entry‑level opportunities .

This isn’t pessimism. It’s the reality of a genuinely competitive entry‑level market.

At the same time, Australian Public Service (APS) agencies are clear about their need for mid‑tier and senior cyber professionals , while also recognising the strategic value of growing talent internally rather than relying solely on later‑career recruitment.

That creates a core tension: the pipeline is everyone’s priority, but government and industry are not yet solving it together — or at sufficient scale.

Industry’s Role: Building Pathways, Not Holding Patterns

Industry has a critical role to play, and many organisations are already contributing through graduate programs and cyber academies.

Programs like CyberCX Academy , independently endorsed as a genuine pathway, show what’s possible when organisations invest seriously in early‑career professionals. But for these programs to create lasting careers , rather than short‑term holding patterns, there must be clearer visibility of what comes next.

This is particularly important for transitions into government environments, where clearance timelines, rigid role structures, and limited portability between sectors create real friction for emerging professionals. Without coordination, talent can stall precisely at the point it should be accelerating.

Government’s Role: Turning Strategy into Entry Points

On the government side, there are encouraging developments.

The APS Data, Digital and Cyber Workforce Plan 2025–30 is a meaningful step, acknowledging both immediate capability pressures and long‑term workforce sustainability. The CyberPath professionalisation scheme , backed by a $1.9 million federal investment and led by ACS, AISA, and partners, is exactly the kind of initiative the sector needs.

The focus now must be on translation.

Frameworks and capability definitions need to become real entry points , particularly for professionals moving from industry into public‑sector cyber roles. That means aligning recruitment models, clearance processes, and development expectations with how cyber careers actually develop in practice.

The Mid‑Tier Gap: Where the Real Risk Lies

The most urgent conversation, however, is about the mid‑tier gap .

A cyber professional with five to eight years of operational depth — someone capable of running programs, mentoring teams, and briefing senior leaders — does not appear by accident. They are built through deliberate development, sustained mentoring, and organisations willing to invest before someone is fully productive.

Right now, too few are doing this consistently.

We frequently talk about the shortage of senior cyber talent, but much less about how rarely we invest systematically in creating it. Mid‑tier professionals are where organisational resilience is forged, and where long‑term returns are realised.

A Message to Emerging Professionals

For those starting out or transitioning into cybersecurity, the opportunity is real, even if the pathway isn't always linear.

A few things are worth knowing early.

Cyber is an ecosystem, not a single job. Governance, risk, architecture, incident response, policy, understanding where your existing strengths fit changes how you target roles and how you present yourself. A background in law, audit, the military, or project management is not a liability. In many roles, it is exactly what's needed.

Certifications matter at the start. They demonstrate commitment and build structure into your learning. But at a certain point, they stop differentiating you. Employers increasingly want to see how you think under pressure, how you communicate risk, and how you handle ambiguity. None of those lives in a study guide.

The most underrated skill in cyber right now is communication, specifically, the ability to translate technical thinking into language that executives and non-technical stakeholders can act on . Start developing it early.

And invest in your professional network before you need it. In this industry, the conversations you have consistently matter more than the applications you submit occasionally.

Making the System Work Together

Australia has ambition. We have talent. Government and industry frameworks are beginning to take shape.

The next step is making them work together .

If industry‑led academies and graduate programs are deliberately aligned with public‑sector workforce planning — and if government continues turning strategy into accessible entry points — we can move beyond discussion and into delivery.

The question is no longer whether the talent exists.

It’s whether we are prepared to build, together, the pathways that allow it to thrive.

I welcome perspectives from those working on graduate programs, clearance pathways, or mid‑tier development across government and industry. What’s working, and where are the genuine gaps we still need to close? Join the conversation here.

The Future of Cybersecurity won’t be defined by Technology alone

Thu, 12 Mar 2026 00:38:58 GMT

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 10 March 2026 Bradley Henschke

As part of Calleo’s partnership with Canberra Cyber Hub (CCH), we were honoured to be invited to contribute to their very first Ask an Expert feature - a new initiative designed to support and uplift Australia’s cyber workforce by connecting professionals with experienced leaders across the sector.

CCH asked Bradley Henschke , Calleo’s Director of Cyber and a former Navy, and cyber operations leader, to respond to questions submitted by students, career changers, and current cyber professionals. Being the inaugural expert chosen for this series reflects our shared commitment to developing capability across the cybersecurity community.

Now, over to Bradley:

"What struck me about the questions submitted for this Ask the Expert feature was how human they were. Few asked about tools or technologies. Most focused on careers, leadership, confidence, and the profession's future.

Cybersecurity is often portrayed as a purely technical discipline. In reality, it’s a people profession.

Compared with fields like finance or engineering, cybersecurity leadership is still relatively young as a discipline. Many professionals entering or advancing in the field are navigating uncertainty while also helping shape the next generation of cyber leadership."

Entering the Cybersecurity Profession

Several questions focused on how to break into cybersecurity. Some came from high school students, others from professionals considering a career change.

Cybersecurity is not a single job. It’s an ecosystem. Roles range from governance and risk management to engineering, incident response, threat intelligence, security architecture, and policy.

Many professionals enter cybersecurity from other disciplines. Backgrounds in project management, software development, networking, testing, audit, psychology, and risk management all translate well into security roles.

For students, curiosity is the best starting point. Learn how systems work, experiment with technology, and develop problem-solving skills. Cybersecurity rewards people who ask questions and enjoy understanding how things connect.

For career changers, it's almost never too late. Organisations value transferable skills like structured thinking, communication, and risk awareness. The main challenge is typically gaining initial practical experience, and many professionals start by taking on related roles to gradually build security expertise.

Salary expectations also came up frequently

A common misconception about cybersecurity careers is the money. While the industry can offer strong earning potential, it is not a shortcut. Technology evolves, threats evolve, and professionals who succeed in the field are those who continue evolving with them.

The widely discussed “cyber skills shortage” is also often misunderstood. Demand is strongest for experienced professionals, while entry-level roles remain competitive. Over time, however, the market differentiates as individuals gain experience and take on greater accountability.

Australia is investing heavily in growing the cyber workforce. The challenge now is ensuring emerging professionals have opportunities to receive hands-on experience rather than relying solely on the existing workforce.

Certifications

Certifications often come up in conversations about cybersecurity careers. They are valuable, helping build fundamental knowledge and demonstrating commitment to the field. But at some point, certifications stop distinguishing your capabilities.

Employers care about how professionals handle risk. They watch how you communicate with stakeholders and operate within complex environments. Continuous learning is essential. Experience remains the most powerful teacher.

The Human Side of Cybersecurity

Some of the most honest questions centred around confidence and leadership.

Imposter syndrome is common in cybersecurity. The field evolves quickly, and the sheer volume of knowledge can make even experienced professionals feel like they’re constantly catching up.

The reality is that no one understands every part of cybersecurity. It’s simply too broad.

Effective professionals build depth in specific areas while maintaining enough awareness to collaborate across disciplines.

Leadership transitions bring another challenge. Many professionals are promoted for their technical ability, only to discover that leadership requires a different skill set, guiding teams, influencing stakeholders, and making decisions in ambiguous situations.

I learned this lesson the hard way. Leading a technical team in a high-stress operational environment meant heavy workloads, fatigue, and occasional communication breakdowns.

The most valuable leadership lesson I learned was to address issues directly. Be honest about your values, deal with conflict early, and don’t let problems fester. Leaders grow more when they are challenged than when things are comfortable.

Ultimately, I learned that effective leadership is always about people.

As a leader, your responsibility is to create an environment where your team wants to come to work, and the rest will follow.

The Future of Cyber Leadership

Looking ahead, the expectations placed on cyber leaders will continue to evolve.

Technologies such as artificial intelligence are being adopted rapidly across organisations. While some fear the risks and potential job losses, I see AI as an opportunity.

We’ve seen similar transitions before. When cloud computing emerged, and even earlier when the internet became mainstream, many feared widespread job displacement. In reality, those shifts created entirely new industries and opportunities.

AI will likely follow a similar path. The professionals who thrive will be those who are curious, adapt quickly, and learn how to use these tools effectively. If I were entering the profession today, my advice would be clear: master the art of prompting and cultivate an endless curiosity.

Modern AI tools make knowledge more accessible at your fingertips. What will set you apart is your ability to ask the right questions, prompt effectively, and critically evaluate the information you receive.

However, rapid adoption without thoughtful governance introduces significant risks. Organisations and governments must establish clear guardrails for issues such as data exposure, decision transparency, and reliance on third-party providers.

Future cyber leaders will need to operate across technical, regulatory, and ethical dimensions while communicating cyber risk in a language executives understand.

Technology plays a critical role, but resilience is built through leadership, collaboration, and the development of capable teams.

In cybersecurity, success ultimately depends on people.

Supporting Cyber Professionals

Strong cyber capability is built on curiosity, leadership, and the right support at the right time. At Calleo, we work alongside departments and professionals to help strengthen Australia’s cybersecurity workforce - from emerging practitioners to experienced leaders.

If your team needs guidance, talent support, or capability uplift, our cyber specialists are here to help.
Contact: hello@calleo.com.au

Scribe Services for APS Recruitment - Accuracy, Merit and Defensibility

Wed, 11 Mar 2026 00:39:04 GMT

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 10 March 2026 Kate Gunn

In APS recruitment, transparency and defensibility matter as much as finding the right person. Built to serve the Commonwealth, Calleo delivers scribe services that combine deep government expertise with genuine care—helping selection committees run fair, consistent and well‑documented processes from shortlist to selection report.

As a people solutions partner trusted by several Federal Government agencies, we understand the responsibility that comes with supporting APS recruitment. Every process matters. Every candidate deserves fairness. Every selection report must be accurate, compliant and ready for audit. That’s why agencies choose Calleo.

Why scribing matters in APS recruitment

Scribing isn’t just note‑taking—it’s a specialist discipline that protects the integrity of the process. Professional scribes help panels to:

Capture interview responses accurately and consistently
Maintain neutrality aligned to the APS Merit Principle
Document clear behavioural evidence against the selection criteria
Produce high‑quality selection reports that withstand scrutiny
Reduce administrative burden so panels can focus on assessment

With growing recruitment volumes, concurrent interview rounds and the need for audit‑ready documentation, expert scribing has become essential to delivering credible outcomes across the APS.

Calleo Scribe Services - built for Federal Government

We deliver scribing differently. Our National Scribe Delivery Team is led by an experienced National Scribe Delivery Manager and includes Scribes who specialise in APS recruitment. Many are former Executive Public Servants, bringing:

Practical understanding of APS recruitment frameworks and panel dynamics
Expertise in merit‑based, criteria‑driven assessments
Familiarity with role‑specific behavioural indicators across APS4 to SES Band 1

Our approach is values‑led and client‑centred. We invest time upfront to understand the objectives of every process, then tailor our delivery to match.

Proven at scale: O ver the past five years, Calleo has delivered 440+ scribing projects nationally , supporting everything from graduate bulk rounds to executive search. We partner with agencies – from running 90+ processes with a single client in one year, to ongoing multi‑role campaigns across Australia.

What our scribes do (end‑to‑end support)

Calle o can support the full recruitment lifecycle or deliver point solutions where needed:

Shortlisting applications
Preparing interview questions
Scheduling candidate interviews
Facilitating work sample tests and practical assessments
Assessing work sample tests and practical assessments
Attending and scribing interviews (in‑person or virtual)
Reference checks and verification of qualifications/claims
Selection reports - including individual assessments and panel deliberations
Candidate notifications for unsuccessful applicants
Administrative support acro ss every stage

Whether you’re running a single EL1 process or a national bulk round, we bring consistency, speed and quality control to every interaction.

Trusted by APS agencies nationwide

Our experience spans a wide range of portfolios and role families. Recent and ongoing engagements include:

National Indigenous Australians Agency - 150+ processes since 2022
Australian Research Council - 40+ processes since 2022
WorkSafe ACT - 40+ processes since 2023
Department of Defence - policy and specialist roles
Net Zero Economy Agency - APS5/6 & EL1 bulk rounds
Commonwealth Director of Public Prosecutions, DAFF, Department of Finance, DCCEEW , and more across APS4 to SES Band 1

From technical specialists to policy, program, legal and senior leadership roles, our scribes deliver consistent, high‑quality documentation that selection committees rely on.

Why APS clients choose Calleo

Dedicated National Scribe Delivery Team for consistent quality and availability
AGSVA‑cleared Scribes suitable for sensitive and classified processes
Government specialists with lived APS experience
Values‑led service - Accountable, Flexible, Respectful, Collaborative and Genuine
Proven delivery at scale across graduate, bulk and executive rounds
Community commitment - RAP endorsed by Reconciliation Australia and $1.8m+ donated via the Calleo Indigenous Community Fund

Flexible support for any recruitment round

No tw o recruitment processes are identical. We adapt to support:

Graduate and entry‑level bulk rounds
Multi‑role campaigns across branches and locations
Senior Executive recruitment
National, multi‑site or concurrent interview schedules
Panels requ iring surge capacity or specialist scribing capability

Our team scales when you need us most—without compromising on accuracy or care.

Partner with a scribe team that understands government

Recruitment is one of the most visible ways an agency demonstrates fairness, transparency and integrity. Our scribes help you uphold those standards, efficiently and confidently.

If your selection committee needs trusted scribing support, our National Scribe Delivery Team is here to help.
Contact: scribing@calleo.com.au

Insights Into Market Conditions That Will Shape 2026

Tue, 27 Jan 2026 03:00:23 GMT

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Feb 14, 2024 Gavin Campbell

After an extended period of economic uncertainty, the employment market is beginning to show signs of renewed momentum. As we move into 2026, changing market conditions, resetting salary expectations, the rapid acceleration of AI and a growing pipeline of technology projects are reshaping the employment landscape.

In this short insight piece, VIC General, Manager Gavin Campbell , shares his perspective on the forces set to influence growth, employment and opportunity in the year ahead.

1. Local economic and employment conditions showing signs of growth but where to next?

Some signs of life in the economic conditions mean there may be some hope for the employment market. The last 18 months or so I’ve felt like a weary Bill Murray in Groundhog Day, we seem to be on the rise then we falter again. With the CommBank hedging their bets both ways (CommBank Report: at the Crossroads in 2026) there is a strong view that with the government leveling out on their own consumption and spending, private business will take over and help drive the economy forward. But the result I feel will essentially be only a slight improvement in outcomes for both growth and employment output. Pressure on inflation and RBA intervention is also on the horizon.

Anecdotally speaking, it’s been a refreshing start to the year with some decent signs of growth coming out of the employment market. The team is busy and from what I’m hearing other agencies and consultancies are experiencing the same.

2. Expectations not meeting reality (salaries, inflation)

Wages growth was steady for most of 2025 (Australian Industry Group) with neither business nor consumer confidence reaching any great new heights. The market has returned with some renewed vigour; however I feel wages growth will fail to meet the expectations of the marginal overflow of pent-up demand that we are now seeing.

A potential rise in interest rates in the next week has the potential to negatively impact both consumer and business confidence once again so the likelihood of seeing any real wages growth is unlikely, for at least the first half of this year. The inflationary impacts on consumer prices will mean those now entering the market and wanting to dip the toe in after two years of not much happening, will find that their expectations of the typical 10-20% when changing a role has not yet met business’s ability to pay these wages. As a result, the ability to attract passive top talent will again prove challenging if it is not met by that real growth in wages.

3. AI rising – the rubber has hit the road

No surprises here. You’d be living on Mars not to recognise or be aware that our generation is now experiencing (in my opinion) the greatest transformation of how people live and work since the Industrial Revolution. Now, the only questions that remain are how quickly we will see the changes occur and how far they will go?

The challenge that we are now presented with relates to which jobs are in decline and how do we ensure human capital is able to leverage AI as an opportunity. Entry level and grad roles seemingly hardest hit and signs of that continui ng. According to Stanford University who recently conducted a working paper on the Impacts of AI on the U.S. job market (“the canary in the coalmine”), workers in the age bracket 22-25 across AI-exposed jobs have seen employment decline by 13% since late 2022. Older workers in similar job types have seen growth, this highlights experience and age specific decline, not industry. It’s a worrying trend that talks to the future challenges that the post-university cohort and the lesser white collar skilled may experience.

On the other side of the AI generated coin, there will be opportunities for enablement and collaboration with these new tools and technology. AI governance, risk and ethics opportunities will see growth. The race to ensure organisations have something in place means the implementation of frameworks and safeguards are critical to ensure the management/privacy of data. Job types in AI engineering and AI automation will continue to increase in market and any AI-augmented roles more generally will see growth.

4. It's going to be a good year in tech projects

As the sunset over those post COVID boom times, we’ve stalled, stuttered and stammered through the last 18-24 months. The cliff we fell off, to the stagflation of last year, not much has been happening for quite a while now. But with the rise in AI engineering roles (LinkedIn Jobs on the Rise 2026) the demand for roles in around this new landscape will help drive demand and new projects in technology. From risk and compliance to data ethics, the want and desire for organisations to keep pace in new tech, will see new projects and AI augmented roles launching this year. There will also be a flow on effect, impacting demand for specialist roles and skills in Data Centres and electrical engineering with infrastructure and cloud transformation projects ensuring organisations keep pace.

I’m an eternal optimist but it feels like this year will be a decent year. I don’t think it will be a boom year by any stretch but if I’m comparing this year to last year, it will be an i mprovement and there will be some decent and subtle growth impacting the employment market. The market is showing signs of life and a pulse and I can only hope that this continues to gain momentum.

Leading People Through AI Anxiety, Budget Pressure, and Constant Change

Mon, 24 Nov 2025 01:03:44 GMT

Leading People Through AI Anxiety, Budget Pressure, and Constant Change

People Leadership in the Digital Era: Leading Through Complexity and Fostering a Future-Ready Workforce

The most interesting conversations about AI in government right now are not about tools. They are about people.

At Government Innovation Week’s session on people leadership, the panel kept circling the same reality: AI, budget cuts, and rising public expectations are colliding. Staff are anxious, leaders are under pressure, and citizens expect better services, not excuses.

Calleo’s General Manager, Gavin Campbell, joined senior leaders from an Australian federal agency and a Canadian central agency to talk about what leadership actually looks like inside that tension.

Change Is Emotional Before It Is Operational

One of the strongest themes was that change management is not a slide deck problem. It’s emotional.

Leaders spoke about staff quietly asking what AI means for their jobs, especially in back-office roles. Informal conversations in kitchens and corridors are where the real sentiment appears: fear of losing relevance, frustration with “yet another change”, confusion about what the future looks like.

The panel agreed that pretending this emotion does not exist is the fastest way to lose trust. Good leaders name it. They acknowledge that people react differently to the same shift. Some run toward new tools. Others resist a minor process tweak.

Treating everyone as if they sit in the same place on that spectrum is lazy leadership. The better approach is simple: listen first, adjust your message and support for each group, and keep the conversation going.

Change lands very differently when staff feel seen rather than managed.

Tell the Truth Early

The Canadian example struck a cord. Their federal budget includes tens of billions in cuts and a reduction of around 40,000 public servant roles over five years, with AI efficiency framed as part of the answer. It's not hard to see why staff draw a straight line between “more AI” and “fewer jobs”.

An Australian leader shared a more targeted picture: using AI to strip out manual work in resourcing, for example, by automating candidate kit creation to save time and cost. That shift did not cost jobs, but it did change work.

The lesson was that if leaders do not connect the dots, staff will do it for them. And they will often assume the worst (naturally).

So the panel pushed a simple discipline:

● Be clear about where AI is being used and why.

● Be honest about constraints, including funding and headcount pressure.

● Do not oversell AI as magic or pretend it is not linked to efficiency.

Done well, this honesty does not kill morale. It builds it. People cope better with hard news than with spin.

Guardrails First, Experiments Second

Across both countries, the leaders agreed that AI adoption without guardrails is a trust problem waiting to happen.

One Australian agency has already set clear AI and data policies, with defined “safe zones” for experimenting. Legacy systems stay isolated from new AI tooling. Staff use AI to remove low-value work first, not to touch high-risk or citizen-facing decisions.

In Canada, a federal AI strategy is being rolled out with one specific aim: help smaller agencies that do not have large digital teams.

Shared solutions, such as a central translation model built on decades of government language data, mean not every agency needs to build its own tools from scratch. Agencies are encouraged to start with small, low-risk irritants rather than core services.

Gavin stressed that governance is not a blocker in this environment, it is the entry ticket. Without clear risk and policy frameworks, staff will either refuse to use AI or use it in ways that make leaders nervous.

AI becomes far less scary once people can see the lines and work inside them.

Resourcing, Human Contact, and Where AI Stops

Resourcing was a useful test case. One agency has fully replaced manual creation of candidate information packs with AI, freeing teams to spend time on the actual hiring decision instead of repetitive formatting. That is AI at its best: remove admin, keep the human judgment.

But the panel also talked about experiments that did not land well, like AI-driven phone calls that caused candidates to disengage. Gavin was clear that this is where resourcing leadership has to draw a line. High-touch moments need a human voice.

The same applies to service delivery. When citizens are dealing with bankruptcy, insolvency, or other life-changing situations, a call centre is the channel that keeps trust intact.

The pattern is simple: use AI to strip out background friction, not to dodge the moments where people need human empathy.

Building Leaders Before Building Tools

You simply cannot build a future-ready workforce if leaders do not understand the tools and risks themselves.

The Canadian Digital Academy does not try to turn senior executives into technologists. Instead, it teaches them enough to ask the right questions, understand trade-offs, and challenge vendors and internal teams when needed.

In Australia, agencies are taking a similar view:

● Train leaders first on what AI can and cannot do.

● Roll out short, practical guidance (one-page do/do not summaries) instead of dense policy.

● Use early adopters and champions to pull their peers along, not rely on one-off training days.

Gavin stated that if leaders are not using the tools themselves, nobody else will believe the message. Staff watch what leaders do more than what they say.

Skills, Trust, and the Generational Gap

The skills challenge is not just technical. Yes, data literacy, security, and risk management came through as core capabilities for the next decade. But so did curiosity, resilience, and critical thinking.

The panel also talked about a growing generational trust gap. Younger citizens face higher costs for education and housing and expect clear value from the taxes they pay. They are more willing to question whether the government is delivering.

For public sector leaders, that lands as a simple challenge:

● Prove value through better services, not just better messaging.

● Invest in staff skills so they can keep improving those services.

● Treat trust as the main long-term asset, not a “soft” concern.

This shows up in practical choices: investing in .gov.au visibility so accurate information surfaces first, building digital ID and authenticated portals, and keeping non-digital channels open so nobody is locked out.

Modernisation that leaves people behind will only create a trust problem.

Technology Is the Tool. Leadership Does the Work.

The session closed on a point that cuts across all of Government Innovation Week. AI, cloud, and automation are tools. They do not set vision, calm fears, or rebuild trust after a failure. Leaders do that.

For Gavin, the opportunity is clear:

“If we get leadership and guardrails right, AI stops being a threat and becomes a way to give people better work and citizens better services.”

At Calleo, this is the lens on every project: capability, culture, and trust first, tools second.

If your agency is wrestling with AI, skills, and staff anxiety at the same time, talk to us about how we can help you align people, policy, and technology so change actually sticks.

Doing More With Less: How Public Sector Leaders Are Rethinking Digital Transformation

Sun, 23 Nov 2025 23:26:27 GMT

Doing More With Less: How Public Sector Leaders Are Rethinking Digital Transformation

People Leadership in the Digital Era: Leading Through Complexity and Fostering a Future-Ready Workforce

Under tighter budgets and rising expectations, digital transformation in the public sector has become less about ambition and more about discipline.

At Government Innovation Week , Calleo Managing Consultant Dom Jennings facilitated a roundtable with CIOs, Transformation Leads, and Delivery Specialists from across the Australian Public Service. Their conversation made one thing clear: leaders are being asked to deliver more change with fewer resources, lower risk appetite, and greater public scrutiny.

Stabilise First, Then Transform

For many agencies, transformation is happening against a backdrop of continuous change. Structures shift, ministers rotate, and teams are asked to absorb yet another program before the last one has settled.

Several leaders warned that pushing new initiatives into an already fatigued workforce is not strategic. It is destabilising. In an environment where public servants often stay for many years, long-running change cycles carry a cumulative emotional load.

Stabilisation emerged as a valid leadership choice. It can mean slowing momentum so people can regroup, consolidating what already exists, or pausing lower-value activity so core services stay strong. Leaders who ignore this risk burnout; leaders who respect it build resilience.

Risk Aversion as a Strategic Strength

While AI dominated the broader conference, this group was far more cautious. A Senior Data and Analytics Manager argued that government should deliberately move slower than the private sector when adopting new technologies.

The reason being that the government cannot afford high-profile failures. A flawed system rollout can disrupt payments, expose citizen data, or damage trust that takes years to rebuild.

Instead of chasing the latest tools, attendees leaned toward a watch-wait-adopt model. Let the private sector break things first. Learn from those failures. Then move when the technology is proven and the risks are understood. In a cost-constrained environment, patience becomes a strategic asset.

Building Adaptable Foundations, Not Fixed Solutions

Another challenge discussed was the tension between multi-year programs and ever-shifting policy settings. Too often, delivery teams are told to proceed quickly even when legislation or policy frameworks are still unclear.

Leaders at the roundtable described a shift toward modular, phased transformation. Breaking programs into smaller, adjustable components reduces financial exposure and allows technology to flex when policy or direction inevitably changes.

This mindset also demands better contract management. Stronger procurement discipline protects agencies from being locked into oversized, misaligned solutions and gives leaders more room to pivot when required.

Adaptability, not size, is becoming the marker of well-designed transformation.

Depth Over One-Stop Vendors

There was a clear preference from several agencies for specialist partners rather than large consultancies offering broad, end-to-end solutions. Smaller firms with focused expertise were seen as easier to manage, more transparent, and better aligned with agency priorities.

One CIO described building a “mini panel” of trusted specialist partners, each selected for specific capability gaps. This created competitive tension amongst vendors, sped up procurement, and provided far more control over deliverables.

The takeaway was that diversity of partners protects agencies from over-reliance and ensures quality in each slice of the transformation portfolio.

Simplification Before Prioritisation

While many agencies talk about prioritisation, the roundtable agreed that simplification is the step leaders usually skip. Large programs accumulate over years. Projects continue because no one has paused to ask whether they still add value.

One Transformation Lead described conducting a critical review of every initiative across their organisation. By looking at actual return on investment rather than historical momentum, they created a clearer picture of what to protect, what to scale, and what to retire.

Sometimes leadership means backing the right projects. Other times, it means having the discipline to stop the wrong ones.

Business-Led Delivery, Not Vendor-Led Delivery

Another recurring theme was the need for internal SMEs and business owners to drive transformation direction. When vendors control the narrative, solutions tend to expand, budgets drift, and features accumulate that do not serve the organisation.

Roundtable attendees emphasised that business context must anchor delivery. Technology teams translate that context into realistic architecture and delivery plans. Vendors then execute within those boundaries.

This internal ownership model results in solutions that fit, costs that stay contained, and capability that grows inside the agency rather than being outsourced.

Whole-of-Government Thinking

Identity management was used as a powerful example of fragmented investment. Each agency spending hundreds of thousands annually on separate identity solutions adds up to significant national waste.

Other countries have taken a platform approach, building open, reusable digital identity foundations that serve multiple services. The group noted that a similar path could work in Australia if culture shifts away from agency-specific systems toward shared foundations.

The challenge is not technology. It's the mindset. But the potential savings and efficiencies are substantial.

New Zealand, the United States, and the United Kingdom have all trialed whole-of-government approaches, with mixed results that offer valuable lessons.

The roundtable argued for studying these examples more closely - not to copy them, but to understand what works and what fails before committing large budgets domestically. There is no benefit in repeating avoidable mistakes when similar governments have already paid that price.

Calleo’s Take

The conversation confirmed what Calleo sees across the public sector: transformation is now a balance of simplification, disciplined prioritisation, and careful capability selection. Budgets are smaller, risk appetites are lower, and expectations are higher.

Calleo helps agencies navigate that reality by aligning people, partners, and delivery to what matters most.

If your organisation is managing tight funding, a heavy change portfolio, or pressure to do more with less, talk to us about how we can support practical, sustainable transformation that stands up under real-world constraints.

Building the Workforce the APS Needs Next

Sun, 23 Nov 2025 23:26:22 GMT

Building the Workforce the APS Needs Next

Government Innovation Showcase Federal - Next-Gen Government: Digital, AI & the Future

As government agencies push to deliver simpler, more connected public services, one challenge cuts across every department: people. Technology may be advancing fast, but it’s the workforce that determines whether those advances translate into results.

At the Government Innovation Showcase Federal , a panel on Navigating the Skills Shortage explored how agencies can collaborate to attract, retain, and grow the people needed to deliver Australia’s digital future.

Calleo Managing Director David Bain-Smith joined senior leaders from the Department of Health and Aged Care and the Australian Maritime Safety Authority to unpack how shared capability, flexible career paths, and a stronger sense of purpose can keep the public sector competitive in a tightening market.

Collaboration Over Competition

The skills shortage is not new - but it’s changed shape. Where agencies once competed for scarce talent, the focus now is on collaboration.

David noted that “internal mobility shouldn’t be seen as attrition; it is retention for the Commonwealth.” Open movement between departments allows people to grow without leaving the public service, strengthening collective capability and reducing the pressure to constantly recruit.

Other speakers highlighted how communities of practice, micro secondments, and even informal knowledge-sharing networks are helping agencies borrow and lend skills during critical project phases. These flexible arrangements keep projects moving, spread expertise, and build connections that outlast any single initiative.

Ultimately, Australia’s digital transformation will only succeed if agencies treat employees as a shared resource, not a competitive asset.

Reframing the APS Value Proposition

Attracting and retaining digital professionals means telling a better story about what it means to work in government. Graduates and experienced professionals alike want impact and purpose as much as salary.

Speakers shared examples of universities partnering on final-year capstone projects that place students into live government environments - offering a pathway from classroom to public impact. Others described refining a digital skills framework to make career pathways visible, helping existing staff pivot into emerging digital roles rather than hiring solely from outside the APS.

David reinforced that the Commonwealth has a unique advantage: “We get to work on projects that safeguard national assets and improve people’s lives. That’s a powerful message if we can tell it well.”

Combining that purpose with flexibility, professional development, and a clear digital brand makes the APS far more competitive against the private sector.

Mobility as a Mindset

Mobility was a recurring theme. From part-time borrowing to talent banks, agencies are finding ways to keep capability circulating. David explained how Calleo often facilitates capacity lending between agencies during key delivery phases - allowing teams to access the skills they need without long hiring cycles.

This model works because it’s simple: trust people, focus on outcomes, and remove unnecessary processes. Temporary movement (when handled well) keeps skills fresh, breaks down silos, and builds resilience across the system.

Agencies are also testing micro secondments, allowing staff to spend short bursts in other teams to exchange knowledge and gain perspective. It’s a low-barrier way to develop future leaders and reduce the isolation that often slows innovation.

The Skills That Will Matter Most

Looking ahead, the discussion converged on three critical skill areas for the APS: data literacy, security, and risk management.

As automation and AI reshape workflows, understanding how to use, protect, and govern data becomes everyone’s responsibility. David cautioned that “technical expertise is only half the picture - public sector accountability demands equal strength in risk and ethics.”

These technical foundations are complemented by the human qualities the APS has always valued: curiosity, resilience, and a commitment to public good. Blending the two will define what success looks like in the next decade of digital government.

Building a Culture That Retains Our People

Retention starts with solid leadership. The panel agreed that engagement grows when people can see how their work contributes to something larger. Departments connecting day-to-day tasks with national outcomes are building loyalty that salary adjustment just can’t buy.

This people-first culture is supported by process improvements like internal talent banks, faster matching for acting roles, and transparent expressions of interest. These changes reduce friction and show staff that career development is greatly enabled within government roles.

Ultimately, capability isn’t just a pipeline issue. It’s a cultural one. Agencies that make mobility, trust, and purpose part of their operating rhythm will keep their best people - and attract many more.

Calleo’s Take

Calleo continues to work with agencies across the Commonwealth to deliver projects that depend on capability, trust, and collaboration. As David summed up during the session, “The real challenge isn’t finding talent - it’s creating the conditions where good people want to stay and grow.”

If your agency is building digital capability or managing large-scale transformation, talk to us about how we can help you connect skills, people, and delivery outcomes across the government.

Leadership is the Real Productivity Engine

Thu, 30 Oct 2025 22:57:46 GMT

Leadership is the Real Productivity Engine

ACS Leadership Breakfast: Empowering productivity through leadership

At the ACS Leadership Breakfast in Canberra, proudly sponsored by Calleo , the discussion circled a familiar tension: technology is advancing faster than organisations can plan for it. AI, automation, and quantum computing continue to reshape how work gets done, but the speakers made clear, real productivity doesn’t come from adopting new tools. It comes from leadership - the kind that builds trust, sets direction, and helps people handle constant change.

Adaptability Over Long-Term Plans

Charles McHardie , Chief Information and Digital Officer at Services Australia summed up the problem facing every large organisation: technology now evolves too quickly for static strategies to survive. Long-term digital roadmaps are replaced before they’re complete. What matters isn’t the length of the plan, but the ability to adjust direction without losing control.

That requires a steady hand at the top. Governance frameworks, once seen as bureaucratic, are now the only way to move fast safely. They provide the structure leaders need to adapt at speed while protecting integrity and accountability. McHardie described this as the new leadership balance - setting clear direction while giving teams the flexibility to evolve as the tools around them change. The leaders who succeed are those who manage this tension with confidence.

Productivity Starts With People

Kylie Watson , Head of Cyber Security at DXC Technology illustrated the point with a practical example. By automating Level 1 security alerts, her team freed analysts to focus on complex threats and prevention work. The outcome wasn’t cost-cutting, it was better engagement, faster decisions, and stronger results.

This is what true productivity looks like. It’s not about squeezing more out of people, but rather creating conditions where their skills are used on higher-value work. Automation is part of the story, but it’s leadership that defines how that shift plays out. When change is framed as opportunity, not threat, it raises morale, not resistance.

The lesson is: technology doesn’t improve performance on its own. People do. Leaders who recognise that are the ones translating innovation into real impact.

Security as an Enabler, Not a Brake

Both Watson and McHardie pushed back on the idea that security slows innovation. In practice, embedding security into the design process creates freedom, not friction. It builds trust across every level - from employees who use the systems to citizens who rely on their outcomes.

When people trust the process, they move faster. Strong governance and secure-by-design practices remove hesitation, reduce rework, and prevent the reputational damage that follows rushed delivery. In a landscape defined by rapid technological change, security is a prerequisite for progress.

This approach also extends beyond compliance. For government and enterprise alike, trust is now a competitive advantage. It determines whether stakeholders adopt, employees innovate, and customers stay loyal.

Both speakers also pointed to the next horizon of risk - quantum computing. As encryption standards shift, forward-looking agencies are already preparing for “quantum-safe” systems that will protect critical national data in the next decade. This type of long-term thinking shows how trust and innovation intersect: resilience is built years before disruption arrives.

Building Capability That Keeps Pace

Charles McHardie described leadership as the ability to hold direction while adapting at speed.

Technology will always move faster than the workforce, but leadership determines whether people keep up. McHardie highlighted Services Australia’s investment in developing capability across 25,000 staff, from core systems like SAP and Salesforce to future skills in AI and quantum computing. The agency’s cross-departmental programs with adjacent Agencies such as the ATO show what collaboration can look like when capability, not control, is the goal.

Services Australia’s workforce model blends stability and flexibility - about 70% of staff are public servants, supported by specialist contractors during high-demand periods. Skills transfer is prioritised so capability stays within the government. Attrition has halved to 6%, reflecting a stronger, more engaged culture. Initiatives like the Dandelion program, which supports neurodiverse talent, are proving that diversity isn’t a slogan - it’s a measurable driver of innovation and retention.

McHardie spoke about “digital empathy” - the idea that technology adoption must respect the people behind it. True productivity gains come when leaders connect innovation with empathy, culture, and trust, ensuring change uplifts rather than overwhelms.

Watson reinforced that productivity isn’t only technical. Cultural safety, communication, and diversity have just as much impact on output as software. A workforce that feels trusted and included is one that adapts faster and performs better.

The result is a culture built for resilience. When people understand the mission and are supported to grow with it, technology becomes an amplifier, not a disruptor.

The Next Generation of Talent

Both speakers agreed that future productivity depends on education keeping pace with technology. Universities are still catching up to industry needs, often producing graduates without the applied skills employers now expect. Watson called for closer collaboration between academia and industry to shape curriculums around real tools and challenges. Preparing the next generation for a world of AI and digital trust is what keeps national capability sustainable.

Leadership as Leverage

The ACS discussion wasn’t really about technology (for the most part). It was about the kind of leadership required to make technology matter. Productivity today is not measured by how efficiently systems run, but by how effectively leaders guide their people through uncertainty.

AI and automation will continue to evolve. Quantum computing will move from theory to reality. The leaders who create clarity, embed trust, and invest in capability will be the ones who turn those advances into sustained value - for their teams, their organisations, and the communities they serve.

At Calleo , we see that same principle at work every day. The most successful projects aren’t driven by tools, they’re driven by people - the leaders who balance governance and growth, and the teams who turn strategy into impact. If you’d like to learn how we can support your next project, get in touch with our team .

Calleo Recognised at the APSCo Awards for Excellence 2025

Wed, 29 Oct 2025 03:44:36 GMT

Calleo Recognised at the APSCo Awards for Excellence 2025

At Calleo, we believe meaningful workforce solutions go beyond connecting people with roles - they create lasting impact for individuals, Commonwealth, and communities. This purpose was recognised at the APSCo Awards for Excellence 2025 , where Calleo was named Winner in the ESG (Environmental, Social, Governance) category and Finalist for Candidate Experience .

To learn more about our values and approach, reach out to hello@calleo.com.au

TechUplift 2025: Building a Future-Ready Cyber and AI Workforce

Thu, 04 Sep 2025 00:47:20 GMT

TechUplift 2025: Building a Future-Ready Cyber and AI Workforce

The conversations at TechUplift 2025 left no doubt - Australia is facing a pivotal moment. As the adoption of AI and cybersecurity technology accelerates, so too does the need for a workforce, policy environment, and infrastructure that can support it.

Held by the ACS, TechUplift brought together leaders from Defence, Government, Industry, and Academia to explore how Australia can build resilience in a high-threat world, navigate AI disruption, and build sustainable digital capability, fast. Here are the key takeaways from our team.

Final thoughts

One clear message echoed throughout TechUplift 2025: technology is moving fast - but our systems, policies, and workforce must move faster.

From early education and reskilling to shared infrastructure and AI monitoring, the tools are here. What’s needed now is alignment, urgency, and investment in the people who will shape and secure Australia’s digital future.

Cyber Summit 2025 – A New Era of Cyber Threats

Tue, 20 May 2025 05:25:38 GMT

Cyber Summit 2025 – A New Era of Cyber Threats

CyberDaily.au’s 2025 Cyber Summit in Sydney brought together a diverse collection of industry leaders to discuss and dissect the most pressing cybersecurity challenges facing Australian businesses in 2025. Calleo’s Andrew Mullan, Senior Cyber Advisor, and Dom Jennings, Managing Consultant, attended the Summit and reported the following.

Overview

In a threat environment shaped by heightened geo-political tensions, economic pressures and rapidly advancing technological innovation, cybersecurity has emerged as one of the most critical and dynamic challenges for Australian businesses of all shapes and sizes.

Artificial Intelligence and Security

If you were to ask a casual observer what the biggest trend in technology is in 2025, most would answer Artificial Intelligence – and they wouldn’t be wrong. AI is everywhere you look, from ChatGPT and chatbots to AI Reasoning and Agentic AI, buzzwords abound and organisations are feeling the pressure to ‘adopt or die’.

However, within this environment, threat actors have identified unique and novel opportunities that present serious risks for Australian businesses. AI-powered cyberattacks are now commonplace, using AI to craft phishing emails that bypass filters, generate convincing deepfakes, or mutate malware to evade detection. Automation has supercharged attackers' ability to discover and exploit vulnerabilities at speed.

In addition, businesses are deploying AI across critical systems like finance, HR, and Customer Relationship systems – often without fully understanding the security implications. Business leaders are rushing to deploy AI-enabled applications and, in the process, bypassing standard security vetting measures providing threat actors with an ever-increasing threat landscape to exploit.

Economic Pressures driving Security Decisions

Globally, the economic environment in 2025 is difficult. From macro-economic factors such as global trade wars and supply chain disruptions due to armed conflicts, to localised cost-of-living crisis and inflationary pressure, economic factors are high on the priority list of organisations and individuals alike.

In this context, while cybersecurity is a high priority for most – sometimes there simply isn’t the money available to deal with all threats. Ultimately, businesses must prioritise spend allocation and, much to the chagrin of CISO’s across the country, not every cyber-initiative is worthy of the limited funding available.

This is particularly relevant for small and medium sized businesses. SME’s don’t have the luxury of large IT teams with dedicated cybersecurity professionals identifying and analysing risks. Australia’s SME’s, which make up a vast portion of the economy, are underprepared and overexposed.

In 2024, over 90% of cybercrime reports come from businesses with turnover under $2 million and with an average cost per incident of $62,000, a single cyber incident can prove fatal for many SME’s.

Geopolitics and the Technological Advancement of Nation State Actors

As we find ourselves in an increasingly hostile geo-political environment, adversaries of Australia are increasingly deploying sophisticated cyber warfare tactics. These state-sponsored attacks go beyond traditional cybercrime, leveraging advanced techniques to infiltrate, disrupt, and even manipulate critical infrastructure and corporate networks.

Nation-state cyber actors operate with significant resources, targeting industries such as finance, healthcare, and energy to steal intellectual property, compromise sensitive data, and undermine economic stability. With geopolitical tensions rising, the cyber battlefield has become a key front in international conflicts, making Australian businesses prime targets.

Tactics employed include phishing campaigns, ransomware attacks, and supply chain compromises, exploiting vulnerabilities in digital ecosystems. The consequences are severe—financial losses, reputational damage, and operational disruptions that can take years to recover from.

Conclusion

The 2025 Cyber Summit underscored the urgent need for businesses to rethink their approach to cybersecurity in an era shaped by AI disruption, economic strain, and escalating geopolitical threats. Australian businesses, particularly SMEs, must navigate a landscape where cyber risks are evolving faster than ever, often outpacing their ability to respond effectively.

While AI offers transformative opportunities, it also introduces unprecedented security vulnerabilities that demand strategic oversight.

As nation-state actors refine their cyber warfare tactics and economic pressures force organizations to make tough security decisions, it’s clear that a reactive approach is no longer sustainable.

The call to action is evident—business leaders must prioritize robust cybersecurity frameworks, embrace proactive risk management, and foster collaboration across industries to ensure resilience in the face of an increasingly volatile digital world.

From Education to Employment: Calleo’s Impact on Indigenous Workforce Growth

Wed, 26 Mar 2025 06:01:08 GMT

From Education to Employment

Calleo’s Impact on Indigenous Workforce Growth

At Calleo, we believe that meaningful career opportunities start with education, training and support. Our approach is designed to create lasting pathways for First Nations professionals, helping them build fulfilling careers across a range of industries. Recognising our range of initiatives, we have been shortlisted as a finalist for the Best Indigenous Workforce Development Program 2025, with winners to be announced at a black-tie event in Sydney in May.

As a provider of people services to over 40 Commonwealth organisations, including the Department of Defence , we understand the need for skilled Indigenous professionals in highly technical and complex roles. From IT infrastructure and cybersecurity to finance systems and project advisory, increasing Indigenous representation in these areas requires a long-term approach. This is why Calleo Indigenous was established, focusing on education, workforce participation, and community investment.

The Calleo Indigenous Community Fund

In partnership with Mel Brown, a proud Ngunnawal woman, Calleo Indigenous was founded with a strong commitment: 50% of the partnership’s profits go directly into an Indigenous Community Fund (CICF) , supporting social justice causes and career development initiatives for First Nations peoples.

What began as a small initiative funding grassroots projects in remote communities has evolved into a significant force for change. In 2024, the CICF contributed over $400,000 to Indigenous workforce development, supporting education, training, and employment pathways across Australia.

Our Focus on Education

Education is the foundation for long-term workforce participation. We have established:

Over $1 million in scholarships currently supporting 40 Indigenous students, with an additional $1.5 million committed to continuing the programme.

Partnerships with six universities across Australia, providing Indigenous students with financial support, mentorship, and industry exposure.

A $200,000 investment in the Gallipoli Scholarship Fund , helping descendants of Indigenous veterans complete their tertiary education and strengthening Indigenous participation in Defence and national security.

Beyond Scholarships: A Support Network for Indigenous Talent

While financial support is essential, career success depends on more than just education—it requires networking, mentorship, and ongoing development. In 2024, we began work on the Calleo Indigenous Alumni Programme , connecting Indigenous graduates and professionals to build a network of support and shared knowledge.

Career development workshops and networking events help Indigenous professionals navigate the transition from study to employment. As the program grows, it aims to introduce mentorship, pairing new graduates with experienced mentors to provide career guidance and industry insights. By building a strong peer community, the program keeps Indigenous rising talent engaged in long-term, high-value careers.

Our Approach to Indigenous Workforce Development

Calleo Indigenous isn’t just about scholarships—we take a holistic approach to breaking down barriers to employment. Our initiatives address key challenges that prevent Indigenous Australians from entering and thriving in the workforce, such as access to transport, technology, and early education.

Some impactful programmes we’ve funded include:

Driving Skills Programme : In partnership with Worldview Technologies, we’ve invested $90,000 to help young Indigenous Australians gain their driver’s licences—an essential step toward employment, particularly in regional areas.

Early Education Support: Recognising that workforce development starts early, we’ve provided $67,500 to Enrise to fund Indigenous student tutoring and $67,500 to Library-for-All to support culturally relevant literacy programmes.

Remote Access Initiatives: We’ve contributed $10,000 to the Dr. Steve Burroughs Foundation to provide computers and digital resources to students in remote areas, ensuring that education is accessible regardless of location.

Grassroots Community Projects: Our fund supports initiatives in education, leadership, capacity building, health, and sports development, all of which tie back into our core goal: increasing Indigenous workforce participation.

A Sustainable Pipeline for Indigenous Talent

Calleo’s long-term vision is to create a sustainable, growing pipeline of Indigenous talent across technical and professional fields. By investing in education, breaking down employment barriers, and building career support networks, our focus is on helping individuals succeed and fulfil their potential. Through partnerships, advocacy, and continued investment we hope to drive lasting change and create pathways which lead to increased Indigenous workforce participation in Commonwealth Agencies and the Defence sector.

The Shape of the Federal Market in 2025

Wed, 12 Mar 2025 05:13:56 GMT

The Shape of the Federal Market in 2025

Key Takeaways from Intermedium’s Breakfast Briefing

Our team members were delighted to attend Intermedium ’s sold-out Engaging with Agencies: The Shape of the Federal Market in 2025 breakfast briefing. The event featured f key insights into the federal government’s ICT and digital strategy, along with discussions on budget allocations, procurement trends, and the evolving priorities of major agencies. Here are the key takeaways our team came away with.

Final thoughts

Intermedium’s briefing provided a comprehensive look at the Federal ICT landscape, reinforcing the importance of strategic engagement with government agencies. For industry leaders, staying ahead of procurement trends and aligning offerings with government priorities will be key to success in 2025 and beyond. Thanks to Intermedium for setting the stage for these important discussions. We forward to continuing these conversations as we navigate the evolving digital government landscape.

Delivering Transformation in a Cost-Constrained Environment

Tue, 17 Sep 2024 07:23:45 GMT

Delivering Transformation in a Cost-Constrained Environment

Insights from Calleo’s Transformation Leaders Roundtable

As businesses strive to remain competitive and relevant, the need for ongoing transformation is undeniable. However, amidst a domestic economy on the brink of recession and a challenging macroeconomic environment, business leaders are hesitant to commit to costly programs. In this context, transformation leaders must streamline, prioritise, and use data-driven insights to achieve measurable strategic benefits.

With this in mind, Calleo convened a diverse group of Transformation Leaders, including CIOs, CTOs, General Managers, and Heads of Departments, from various organisations across Melbourne. They shared their knowledge, experiences, and strategies for delivering transformations in a cost-constrained environment.

Key Insights

Conclusion

Navigating transformation in a challenging economic landscape calls for strategic focus and disciplined execution. The key principles shared by transformation leaders emphasise the importance of simplification, aligning efforts with strategic business objectives, and prioritising initiatives effectively. Utilising data-driven insights, complemented by strategic communication, can help engage stakeholders and articulate delivery progress.

In a climate where economic uncertainties and resource constraints loom large, these principles serve as guiding beacons for transformation leaders, empowering them to navigate challenges and deliver impactful change that aligns with business needs and drives sustainable success.

Defence appoints Calleo to the Information Communication Technology Provider Arrangement (ICTPA)

Thu, 30 May 2024 03:15:40 GMT

Defence appoints Calleo to the Information Communication Technology Provider Arrangement (ICTPA)

Calleo’s appointment to the Information Communication Technology Provider Arrangement builds on our longstanding commitment to providing services to the Australian Defence Force.

“As an Australian business specialising in service delivery to the Australian Commonwealth (over 95% of our services) this is significant appointment for Calleo.”
– David Bain-Smith, Managing Director

Calleo currently provides 100 personnel delivering on 25 separate engagements in multiple areas of Defence. Our national service delivery is managed from offices in Canberra, Brisbane, and Melbourne. As a member of the Defence Industry Security Program (DISP) we manage all aspects of personnel security requirements.

As well as ICTPA, Calleo services will continue to be accessible under our exiting panel arrangements.

For further information please contact our National Lead, Stephanie Garrard stephanie.garrard@calleo.com.au or 02 6223 2002 .

Insights Into Market Conditions That Will Shape 2024

Wed, 14 Feb 2024 11:30:50 GMT

Post Title

Feb 14, 2024 Gavin Campbell

Last year was unpredictable and inconsistent in many ways. The boom times of post-Covid fell away leaving the market somewhat brittle and sluggish. In our short opinion piece, Gavin Campbell, VIC General Manager, takes a look market conditions and what trends will shape 2024.

1. Uncertainty in economic conditions, people hesitant to change roles

Over the last 6 months of 2023 and leading into the new year, there has been a real and noticeable decline in people’s appetite and willingness to consider changing roles. Responsiveness to calls and passive reach outs are not anywhere near normal (pre-Covid) levels. There is a real hesitancy there and a large part of this can be put down to the Australian and global economic picture for the next 12 months remaining mixed. Global inflation is predicted to remain at 5% whilst consumers will remain relatively thrifty (The Economist – Nov 13, 2023). These conditions will continue to foster a general hesitancy across the market with people being reluctant to make a move in what is perceived as a riskier climate for changing jobs. We’ve already seen this in the months that closed out 2023. A “wait-and-see” style approach has meant people will avoid making a move until conditions improve. Adding to this is possibly what the market experienced post-COVID, the “The Great Resignation” and the high volume of career moves and transitions from the year before. The need to attract and entice passive candidates will form a key part of hiring strategies in a tighter more competitive labour market.

2. Salaries to hold the line as economic conditions stutter and stammer forward

From the great rises and seemingly endless increases of 2022 to the heavy dips and adjustments of 2023, 2024 appears to be a return to standard operating procedure. Salaries have now seemingly stabilised (sorry everyone). All indicators point to wage growth not outpacing inflation over the next 12 months with relatively subdued growth across industries. Strong growth in the September quarter of 2023 does seem like an outlier and largely driven by increases in minimum and award wages (ww.abs.gov.au – Nov 15, 2023). This growth will not be repeated into the new year. Anecdotally and across industries, we have seen wages settle and anticipate this to continue into 2024. Good news for employers and possibly even recruiters who spent a large portion of time managing over heated expectations.

3. Unsurprisingly, demand for cyber resources will continue to grow

If you haven’t been spammed, hacked or phished recently, you are part of the growing minority. Cases of personal and commercial cyber-attacks will continue to rise next year as will demand for infosec and cyber specialists. Whilst there is a growing awareness off the risks associated with online activity through breaches like the Optus and Medibank ones, it is rather concerning that experts say that 70 per cent of passwords used by Australians can be cracked in less than a second, with “123456”, “admin”, “password” and “qwerty123” among the nation’s most used passwords (The Age – Jan 2, 2024). Corporates and C-Suite will remain focused on ramping up cyber capability and maturity with demand for Security Operations Analysts, Penetrations Testers and DevSecOps specialists some of the most in demand in this space. Threat management and handling a key element of cyber strategies (KPMG.com.au – CEO Outlook, Oct 2023).

4. The Flexibility Debate continues…. 2 versus 3, 3 versus 2, the push to have people in the office

The challenge to find the balance of what best suits your organisation and its people will continue. Large corporates like NAB and CommBank have settled on 50% whilst government agencies have also offered employees the chance to balance their weeks in office and in home. The debate does seem to be changing shape and evolving over time. I also see it as being sometimes situational. Software developers and highly technical people will sometimes prefer the seclusion of working from home whilst the the recently employed graduate that has a million and one questions may not. In a possible sign of things to come, two-thirds of global CEOs agree that in three years’ time white-collar roles will return to the office – with only a small number believing it will be hybrid or completely remote (KPMG.com.au – CEO Outlook, Oct 2023). The recent push and drive from tech behemoths Zoom, Salesforce and Tesla to get people back in the office may be helping shape these opinions. The debate continues….

Resume Writing Tips

Thu, 01 Jun 2023 12:42:45 GMT

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Feb 14, 2024 Stacey Fernandes

Writing a resume is one of the most important parts of the job application process. It’s the first chance you get to make an impression on a potential employer, and the first information they learn about you, so it has to be impressive. So what are the biggest do’s and dont’s when it comes to writing a resume? Let’s take a look.

The basics

Before you get into any technical points about what your resume should contain, it’s important that you get the basics right. For a start, your resume should be of a sensible length, which is usually between one or two pages. You should also make sure that all the spelling and grammar is correct, as a strict priority. Employers spend, on average, less than two minutes reading your resume, so all the important information should be easily accessible and relevant. If your resume is over two pages, it could mean that you’re overstuffing it, so cutting down the word count and including only the information most relevant to the job you’re applying for is probably a good idea.

The polish

Once you’ve got a resume that’s a sensible length and with good spelling and grammar, it’s time to make the finishing touches. It’s a sad fact of life that the first line of any company’s recruitment process will be automated, which means your resume is up against a robot. These computers are called applicant tracking systems, and they are now used by up to 98% of organisations as part of their applications process. The robot will scan your resume, pull out the key information that an employer is looking for, and determine whether or not you’re a good fit on that basis. As a result, your resume needs to be robot friendly so you don’t miss out by mistake. One way to do this is to make sure your layout style isn’t confusing, your font is clear, and that your jobs and personal information are separated into clear and coherent blocks that can be scanned easily by a machine. This also means it’s a good idea to leave out the graphics or charts, which might also confuse a computer.

Optimise your resume

A second factor that can help you stay on the right side of the computers is to make sure you use workplace and industry keywords that the robot might be looking for, so that these qualities stand out. A keyword can often be identified by pulling out recurring themes from the job description, which show what kind of skills they’re looking for. Other keywords will depend upon which job or industry you’re applying for, and you should already know some of the key concepts that matter to businesses in your line of work. There are also generic keywords that many employers look for, especially around hard skills such as relevant software knowledge or driving licenses. By thinking about these factors, you’ll ensure your resume doesn’t get tossed out unfairly.

Five Reasons Why Your CV Isn’t Landing You Your Dream Job

stacey.fernandes@calleo.com.au (Stacey Fernandes) — Mon, 01 May 2023 13:09:00 GMT

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Feb 14, 2024 Stacey Fernandes

Your dream job has been advertised. It’s now time to make sure your CV is doing you justice and will leave the recruiter 110% certain that you are the ideal candidate for the role. We know that a good CV can be hard to write, with many people finding it difficult to translate what they do on a day-to-day basis into words that really sell their achievements. Here are some tips to help make your CV stand out from the crowd and land you that dream job.

Length

Put yourself in the interviewer’s shoes and imagine having to assess 100 different CVs! Too long and you’ll find that important information may get overlooked; too short and you are likely to be underselling yourself, or to put it simply, making you look lazy which is not the image you want to be portraying. The ideal CV is two to three pages long and includes a professional profile, work experience (most current first), and relevant education and interests. Put your main selling point in the professional profile to ensure that you catch the recruiter’s eye from the start.

Proofread

A CV with spelling mistakes and / or typos is not a good look for any job application but especially if you’re applying for a position where excellent written communication skills are on the essential selection criteria!

Getting a friend who has an eye for detail to proofread your CV can pay big dividends. Firstly, they’ll pick up spelling errors, but if they know you and your work well, they will also be able to suggest some edits that could help you better sell yourself. Ask them to be honest but constructive in their comments – you might not like what you hear at first, but it’ll help you create the image you want to portray.

Formatting

Along with length and proofreading, the structure and format of your CV can really help you stand out in a crowd. Make sure you choose an easy-to-read font, in a readable size and use headings and bullet points to keep it clear and concise. But don’t use shortened words, text language, or emojis.

Tailored to the job you are applying for

Make sure you adapt your CV to the specific position you are applying for. Look at the selection criteria and address them in your description of your previous employment achievements.

If you have ten years’ career experience with great achievements in a relevant position, a prospective employer doesn’t need to know about a barista job you had backpacking when you were 25, or that you got straight A’s in high school.

Equally if you are fresh out of school or University, or coming back after a career break, then any employment experience which demonstrates you will be a great addition to the team is worth including, as are any other achievements that show your commitment or motivation.

Be sure to include what you were doing during any employment “gaps” where you didn’t work and include other interests or hobbies outside work that are relevant to addressing the selection criteria or job description.

Highlight your achievements

Achievements can be tricky for some people to write, especially if you’re not strong on talking about yourself. However, if you take a systematic approach following a few simple pointers, you’ll soon have some very specific achievements highlighted that you can discuss more at interview.

Try to stay away from simply listing your duties and responsibilities as this only tells the recruiter what your job description says you do, not what you achieved in the position.

For each achievement, describe what the task or challenge was, what you did to address it, and what the outcomes were. For example, ‘to cut costs I reduced the operating budget by 10% by negotiating a better deal with the company’s phone and internet provider’.

Make the outcomes quantifiable if possible – did you save the company money, increase sales or profit, set up a new office etc? If not, can you highlight what you did some other way e.g., improved communication with customers by introducing a single point of contact.

Good luck and if you need help finding your next role, give us a call – connecting excellent candidates with leading employers is what we do best.

Cyber Security Is In Demand. Is It Time To Change Career?

Mon, 01 May 2023 13:00:41 GMT

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Feb 14, 2024 Stacey Fernandes

In a global economy in which the narrative is overwhelmingly one of automation and the decline of the traditional workplace, one industry is seriously bucking the trend: cyber security. The boom in the number and variety of internet connected things, and the systems that support them, has created a $120b industry around the world with a talent shortfall in the skills required of over a million jobs. Australia is no exception to this trend, and with digital services domestic and international coming in at 7% of the economy and rising, it’s a serious growth area. So how do you transition from other areas of IT to cyber security?

Starting from scratch

For young people looking for a stable career path in an uncertain world, cyber security represents a great investment. It’s an industry nowhere near its peak, and one lacking in new talent, so it attracts a very favourable pay scale too. It also goes without saying that job security is high, too. Cyber security is available in a range of university and apprenticeship qualifications, and while it’s not 100% necessary to have a BA or BSc in the field, it can help boost your promotion and hiring prospects as well as your earning potential.

Changing course

For existing IT professionals worried about the future or just looking for that next career change, cyber security also presents an amazing opportunity for career progression. For all the advantages of formal qualifications, the bread and butter of cyber security work is practical experience and understanding the systems you’ll be working to protect from top to bottom. Whatever field of IT you work in, there’s always a corresponding field of cyber security to work in. For example: web developers transfer easily to website and online security experts, network admins make great forensic security specialists, while exchange administrators can easily convert to working in email and phishing security.

Building your experience

Regardless of how you plan to enter cyber security, constantly building your knowledge and familiarity with the industry is the best way to stand yourself in good stead. This can be achieved in a variety of practical and non-practical ways, all the way from reading the latest news and participating in expert forums on security subjects to building your own mock security systems and volunteering your time as an amateur to charities or online security projects. There are also hundreds of courses, programmes, certifications and training in security and security related fields like coding languages that can formally boost your skills. Not only will these be of genuine practical use in the field, they’ll also look great on your resume when you make applications.

Join the community

Like many fields in IT, security is a serious global community of experts and volunteers alike helping each other to share and disseminate information in the form of blogs, newsletters, podcasts and videos. Immersing yourself in that community, lending help and expertise, and just being visible is a great way to get your foot in the door.

If you’re ready to make the move to cyber security and open to new opportunities, submit your details and one of our experienced consultants will be in touch.

How To Excel At Video Interviews

Mon, 01 May 2023 12:53:49 GMT

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Feb 14, 2024 Stacey Fernandes

So, you’ve made it through the application and initial shortlisting process for your dream job, and it’s now time to focus on interview strategies which is increasingly likely to be via some form of video calling.

Let’s start with the basics…

In many cases, you are likely to be conducting your interview from home so set yourself up somewhere quiet where you won’t be interrupted by the cat/dog/partner/child wandering in.

Dress professionally and appropriately for the role you’re applying for (and not just from the waist up!), as this will not only portray the image you want, but mentally prepare you for the interview process. Avoid bright colours or patterns and instead opt for a more muted wardrobe to ensure the focus is on what you are saying, not what you are wearing. But be careful not to totally blend into the background, so wearing the same colour top as your chair is a big no-no.

Ensure the lighting is also appropriate so you’re not just a dark shadow on the screen – if necessary, put a lamp next to the computer facing you so that it adds light to your face.

Finally, put other devices on do not disturb and have a water bottle handy.

Technology set up

You’ll need to ensure your computer, camera and microphone are set up properly and that the relevant software program is downloaded. This will prevent last minute issues with logging on, especially if it’s a new program.

Make sure your video background is appropriate by applying a blur or basic background where software allows it, and if not, ensure that whatever is in view behind you is neat, tidy, and free of clutter.

Make sure your device is plugged in and fully charged. Close any apps or windows that are not required to minimise the chances of a computer malfunction.

You should also have a suitably professional username if you are using a personal skype or google account – if necessary, set up a separate account to use for interviews.

Be prepared & practice!

As with any interview, make sure you have pre-prepared as much as possible. Have a copy of your resume, selection criteria and/or application printed out in front of you to make it easier to refer to if you are asked a question about it. Have a notepad and pen handy too.

It’s a great idea to do a full practice interview with a friend or family member so that some of the prepared answers come more naturally during real-time. Use the same software platform for the practice interview to ensure you are familiar with the technology on the day.

As with an in-person interview, have answers ready for some of the more frequently asked questions, and for the inevitable ‘tell us about yourself’ or ‘what are your strengths and weaknesses’ request.

Your answers should be shorter than when you are face-to-face. Lengthy answers will increase the likelihood of the interviewer getting distracted by their own notifications, apps, etc.

Have a backup plan should technology fail – hotspot to your phone if the WIFI drops out, have a tablet handy in case the computer crashes, and make sure you have the telephone number of the interviewer close at hand, so if all else fails you can just phone in.

Video body language

The key here is to imagine you are in the room with the interviewer and to use body language that portrays a confident, professional approach.

Rather than looking at the centre of the screen, ensure when you are answering or engaging with the interviewer you look directly at the webcam itself. You want to maintain as much eye-contact as possible… and don’t get distracted by the thumbnail showing your image.

It will help if your computer is at eye level, rather than sitting on the desk (prop it up with books etc if necessary). This way, you won’t appear to be looking down at your interviewer! Sit up straight and try not to fidget, just as you would in a face-to-face situation.

Good luck for your next video interview! And if you need help finding your next role, give us a call – connecting excellent candidates with leading employers is what we do best.

Women in Tech – Mikhara Ramsing, L&D Lead & Change Manager, GovERP

Wed, 08 Mar 2023 13:27:28 GMT

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Feb 14, 2024 Stacey Fernandes

What does a day in your role as L&D Lead & Change Manager look like?

The most important aspect of any ICT transformation is managing the change it brings for the people involved – the fears, concerns and unknowns they may face as their work environment changes. With this in mind, my day often involves prioritising the opportunities to meet with stakeholders and provide as much clarity as I can about the change through a range of change artefacts – change impact assessments, stakeholder analyses and communication plans. I also have the privilege of managing a team and constantly checking-in with them to manage workloads. I love living regionally so spend my hourly commute listening to my favourite podcasts – How I Built This and Freakonomics Radio.

Having worked at several leading organizations, which position or organization has had the most positive impact on your career and why?

As a queer woman of colour in the IT industry, I am always conscious of having representation at the leadership level. The position therefore that has had the most positive impact for me is when I’ve had the opportunity to be that leader, either as a board director or as my current role of L&D Lead for the largest federal ICT transformation. Being empowered to lead has enabled me to create diverse and inclusive environments for my teams through representation, role modelling and mentoring.

What do you enjoy most about being a L&D Lead & Change Manager or working in the tech industry?

I love the possibility IT as a tool provides to a range of people, whether through improving accessibility or increasing efficiency thereby freeing up people to work on complex transactions that require human weigh-in. I recently invested in some further study through a FinTech Bootcamp with the University of Sydney and it has been so cool using AI to provide another lens to analyses. However, also very aware of all the bias built into data and the reality of what is not measured, does not get changed.

Who or what has been the biggest inspiration in your life (either business or your personal), and why?

The biggest inspiration in my life has been my nana (Hindi for my maternal grandfather). Growing up in apartheid South Africa, I saw my nana use business as a tool for social impact. Through his dry-cleaning business, he was able to fund hundreds of scholarships to marginalised communities to access education to break poverty cycles. I saw firsthand the life changing impact business can have on communities. I wish to use my skills and passion to similarly make a positive long-lasting change on the communities I am a part of and carry his legacy with me as inspiration in all that I do.

As one of the Top 100 Women of Influence, as named by AFR, do you have one piece of advice for up-and-coming female professionals?

The reality is the systems that we operate in socially, culturally and especially in the workplace have been built over generations by structures that did include equal participation of female identifying individuals. I always hold close to me the paragraph written by Harriet Taylor Mill in 1851 which I believe holds true to this day, she wrote:

“Concerning the fitness, then, of women for politics, there can be no question; but the dispute is more likely to turn upon the fitness of politics for women. When the reasons alleged for excluding women from active life in all its higher departments are stripped of their garb of declamatory phrases, and reduced to the simple expression of a meaning, they seem to be mainly three: first, the incompatibility of active life with maternity, and with the cares of a household; secondly, its alleged hardening effect on the character; and thirdly, the inexpediency of making an addition to the already excessive pressure of competition in every kind of professional or lucrative employment.”

It reminds me I am operating in a system built to purposefully exclude me from my full participation and I always challenge the system first and foremost. Practically this translates to, actively understanding the context in which I am operating before my human instinct of internalising kicks in, it also provides me with perspective and in essence the ability to be kinder to myself. I feel empowered when I realise I am the stories I tell myself and I can use those stories to change a system. Thereby, empowering others.

Women in IT – Reet Kaur – Business Analyst, Australian Electoral Commission

Wed, 08 Mar 2023 13:19:06 GMT

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Feb 14, 2024 Stacey Fernandes

How did you get your first role in the tech industry?

Funny story – I moved to Australia and had been applying on LinkedIn etc but then whilst in Melbourne CBD, I knocked on the actual physical door of a boutique consulting firm and asked if they had a position. When I came back home, I forwarded them my CV which followed into an interview and an offer the following week. I consider myself very lucky to have done that and getting my foot into the Australian IT industry this way.

What does a day in your role as a BA look like?

It involves liaising with lots of people – business and tech and making things happen. It ranges from drawing up future state business processes, working through change impacts, ensuring requirements meets the benefits promised and then ensuring the work is meeting the delivery timelines.

Having worked at several leading organizations, which position or organization has had the most positive impact on your career and why?

Services Australia as it impacted the most vulnerable people and gave me a sense of giving back to community. It also allowed me meet some great people in my life and I learned a lot.

What do you enjoy most about being a BA or working in the IT industry?

The ability to bring ideas to life! Build a bridge to make organisation achieve what they wish!

What’s been your greatest achievement or challenge?

When I came to Australia, I did my part-time MBA at Melbourne Business school. I remember writing my last exam being fully pregnant with my second child. It was a challenging but a rewarding experience, all I can say is keep pursuing your goals in personal and professional life! Be resilient and you will get through it with the support of your loved ones! Family gives you strength.

What do you think are the most important transferable skills that you have developed?

Communication, stakeholder management, empathy and problem solving – needed everywhere in both personal and professional life.

What attributes do you think make a successful leader in IT?

Being able to inspire and encourage people to do their best. Trust people and give them the space to excel!

If you could give one piece of advice about developing a career in tech, what would it be?

Take small steps, build your network, give your 100%, learn something everyday, don’t be afraid to ask a question and when things get hard – imagine if you had a friend facing the same challenges and what advice you would give to them. You just need that same advice!

Women in Communications – Jo Spencer, Executive Branch Manager Communications and Engagement, ACT Health Directorate

Wed, 01 Mar 2023 04:54:49 GMT

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Feb 14, 2024 Stacey Fernandes

How did you get your first role in the Recruitment industry?

I started working in Parliament House in Canberra. My first role was international protocol and public affairs, which gave me a life-long love of politics and international engagement!

What does a day in your role as Executive Branch Manager Communications and Engagement look like?

Lots of focus on my team! We work flexibly a number of days a week, so it’s very important that we stay connected and collegiate. We meet at the start of each day to talk through our challenges and what’s coming down the pipe in the days and weeks ahead. There’s also a bit of chat about food, wine, pets and travel….who knew!!

My focus is also on making sure I’m in touch with my peers across the organisation, and in touch with our external stakeholders. That internal and external connection is critical to the cohesive, informed and effective planning and delivery of communications and engagement programs that directly affect our community.

Having worked at several leading organizations, which position or organization has had the most positive impact on your career and why?

I worked for an amazing company, Acumen Alliance, for about five years. It changed my career. The culture in the company was incredible….we were valued for our minds and our skills and contributions, and encouraged to be innovative. The Chair, CEO and partners showed trust in their team, gave support when it was needed, and were generous with recognition for achievements. They also had an amazing “abundance” mentality, in the company and in their support for the community. I took these values and practices with me as I progressed my career, and to this day it’s the very best organisation I’ve ever worked in!

With experience living and working all over the world, how has your international experience influenced your career?

I’ve worked overseas a fair bit, in Germany, South Korea, China, the US, UK and France. Every place gifted me with exposure to unique cultures and practices, and I learned so much with each project. I think the main influences I’ve absorbed are the glories of diversities, inclusiveness and equality, to be unafraid of new experiences and directions, and to embrace opportunities when they present themselves.

What do you think are the most important transferable skills that you have developed?

Keeping pace with professional practices and skill sets is always very important as we move through our careers. Communications is no different in that regard to any other profession. But for me, as well as skills, it’s without doubt values and attitudes. If a person’s inherent values and their work ethic matches the organisation, their skills soon adapt to the particular nature of the company. I always seek to understand the culture of an organisation as part of considering an opportunity.

During your career in communications have you ever had a mentor? If so, how do you manage this relationship?

I’ve been very fortunate to have had wonderful supporters and mentors through my career. This is not rocket science…I try to make time to engage, and make sure that I’m listening and absorbing to the max! I want my mentors to know that I truly appreciate their time and interest…and hopefully they can see the benefits of their insights.

What’s been your greatest achievement or challenge?

Mentoring amazing people is one of my proudest achievements. Several times, I’ve been lucky to discover really talented people in my teams. It has been so exciting to work with them to create opportunities for them to develop, to build their confidence and to make sure their achievements are seen and rewarded. Seeing them flourish and advance…playing some small part in that…is one of the best feelings I have!

If you could give one piece of advice about developing a career in communications, what would it be?

Always be curious and imaginative, customer-focused and relevant! And love what you do! (Sorry, that’s two!! )

Women in Tech – Jane Cox, Business Development Manager, Beyond Payments

stacey.fernandes@calleo.com.au (Stacey Fernandes) — Tue, 28 Feb 2023 05:33:09 GMT

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Feb 14, 2024 Stacey Fernandes

How did you get your first role in the tech industry?

Like most great things, it just happened. I was working in another role and two executives thought I should take on the role, so after some convincing and a little reluctancy I did. Turned out to be one of the best decisions I ever made.

What does a day in your role as a Business Development Manager look like?

Always finding the “new”- lots of hunting, scoping out opportunities, taking care of our existing clients and collaborating with our brilliant team to deliver the best solutions to our audience. I am 80% on the road and 20% In the office so I need to be well organised with meetings, appointments, plenty of water and my snacks!

What’s been your greatest achievement or challenge?

Working in a male dominated industry for 14 years was a challenge and one of my greatest achievements, I quickly adapted and learnt many life lessons during this time.

What do you think are the most important transferable skills that you have developed?

Resilience, teamwork, industry expertise, listening and communication skills and problem solving.

What attributes do you think make a successful leader in tech?

Resilience, agility and integrity make you successful in any role and in life.

What do you see as being the biggest challenges facing tech professionals or the industry overall?

Security threats and lack of human resources.

Having worked at several leading organizations, which position or organization has had the most positive impact on your career and why?

Oh, that’s an easy one. My role as Business Development Manager at Beyond Payments! I work with the most wholesome people, we always act with integrity, ethics and kindness and we offer a simple solution to help businesses genuinely save money, you can’t get much better than that!

What do you enjoy most about being a Business Development Manager or working in the tech industry?

I love the pace of the tech industry, it’s always evolving and its fun! As a Business Development Manager, for me it is helping people and making a difference to their business in some way or even just for a moment in their day, that has all the rewards.

Who or what has been the biggest inspiration in your life (either business or your personal), and why?

Thich Nhat Hanh and Eckart Tolle for the teachings of the present moment and mindfulness.

If you could give one piece of advice about developing a career in tech, what would it be?

Try not to get overwhelmed, there is a lot to know but you don’t need to know it all. Learn at your own pace, be positive and patient whilst embracing the changes.

Women in IT and HR – Ali Hinton, Head of People and Culture APAC, Amused Group

Tue, 28 Feb 2023 05:03:29 GMT

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Feb 14, 2024 Stacey Fernandes

How did you get your first role in the Recruitment industry?

I was a failed Tax Accountant who went looking for work through a recruitment agency and they suggested I try accounting recruitment – genius!

What does a day in your role as a Head of People and Culture look like?

Being a scale-up tech business my day is quite varied and very fluid, fluctuating from BAU policy and process to people strategies and providing advice to the executive team. Primarily its about being the culture custodian and keeping an eye on the health of the people side of the business.

Having worked at several leading organizations, which position or organization has had the most positive impact on your career and why?

My first foray into tech and HR was a games development company in Canberra – they were just acquired by a big US player and so we had to scale extremely quickly. I was literally building the plane whilst trying not to crash it and it taught me an incredible amount about being people-centric in approach and strategy and to ensure you tailor your approach. It also taught me that culture is in fact ‘king’ and it makes or breaks a business – 17 years later, that gang are either still in touch or have followed each other to jobs around the world, which says truckloads about what was built there.

What do you enjoy most about being a Head of People and Culture or working in the IT and HR industry?

I find tech incredibly interesting – its forever changing and has to keep reinventing itself, whilst still keeping true to the end game, which is the usability. Supporting people to create and build amazing things is extremely fulfilling and it’s my contribution without knowing how to code!

If you weren’t in P&C what would you be doing?

Definitely not tax accounting! I am not sure to be honest – I fell into recruitment and HR 20 years ago and haven’t left. I like the diversity P&C offers in different environments and it’s a support function that does need to do a ‘Madonna’ and reinvent itself to stay fit for purpose as the business world and people’s needs evolve.

What do you think are the most important transferable skills that you have developed?

My experience has been heavily involved in aligning the people strategy to the business one and so I have had to get my head across all aspects of operations, not just P&C and so I’ve been lucky to have picked up skills and knowledge across operational optimisation, transformation, change, commercials and technology.

During your career have you ever had a mentor? If so, how do you manage this relationship?

Very early on I had a great mentor who for me kept it real and didn’t sugar coat the hard stuff. They were knowledgeable but a great listener who often challenged my thinking to help me build my own repertoire of ideas and solutions.

Who or what has been the biggest inspiration in your life (either business or your personal), and why?

Definitely my Dad who was thrown into an incredibly challenging work situation way before his time but gave it his all, reinvented himself when he needed too an always put his team first. He told me to build a team so strong you don’t know who the boss is (I’m sure he stole that from somewhere) but its something I’ve kept in mind as a leader over the years.

What’s been your greatest achievement or challenge?

Successfully managing and nurturing a remote team of 70 odd people that traditionally had thrived on face-to-face collaboration and stakeholder management through COVID!

What attributes do you think make a successful leader in your field?

You don’t have to love people like the myth suggests but you do need to know how to work with all different styles, ambitions and approaches and provide the support they need, not the support you necessarily want. Being adaptable and somewhat creative is also needed as no two situations are ever the same!

If you could give one piece of advice about developing a career in P&C, what would it be?

Try a few different areas of P&C and also different environments to find your groove – much of the time I see people fall out of love with HR due to right person, wrong role/company so don’t be disheartened and be confident of your strengths and open about your development areas.

Calleo’s Artwork Story

Mon, 24 Oct 2022 06:22:19 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

Melinda (Mel) Brown is a Director and co-owner of Calleo Indigenous, and the Founder of Spirit Dreaming, which provides training and capacity-building resources to First Nation people.

Mel is a proud Ngunnawal woman from Canberra with links to Ngarigo through her grandfather. Mel’s family has lived in Canberra as Ngunnawal people for more than five generations. Mel currently resides with her family in Bandjalung Country in northern NSW.

Painting provides Mel with a medium and opportunity to visually tell stories. The old saying that “a picture is worth a thousand words” accurately describes Mel’s passion for painting, as every eye interprets something different which is meaningful to the seer. Wisdom is found in the way the seer interprets the painting and the message and feelings that accompany the experience.

The title of the Calleo painting is BUNI GAUAR YURWAN, which in Ngunnawal language means make heart strong. For Mel, this means having opportunities for growth and success, which can increase our sense of resilience and self-esteem. With a strong heart we can achieve reconciliation and improve overall well-being.

For Mel and all at Calleo, education, training and employment are very important ways to achieve inspiration and success. Contributing positively to communities and families for the benefit of future generations is very important.

About her artwork, Mel says that she likes to work in layers because they depict the complexities of a story – the same story which may be interpreted differently, but with the hope for all to extract a similar sense. In BUNI GAUAR YURWAN, the back purple layers represent the many communities and families that make-up the broader Canberra region. The communities within communities, the families within families, and importantly, the individuals who are the platforms from which our families and communities are built and sustained.

The black and grey tracks represent the rivers and pathways that connect our families and communities and lead us to the front layer, which is Canberra. The purple in the front layer represents Lake Burley Griffin which follows the path of the Molonglo River. In time the river became Lake Burley Griffin and became the centrepiece for the Canberra community, the ‘Meeting Place’. Mel’s Mum tells of childhood stories of playing at the river when the work was being done to create the lake, and how over a short time the landscape changed and a lake was born.

The large orange circle represents Calleo’s Head Office at Yarralumla near Lake Burley Griffin, and the medium sized orange dots represent the many workplaces that Calleo partners with – the smaller dots being the individuals in those workplaces who contribute to their families and their communities, and through their work have the potential to influence far beyond the reach of Canberra.

Through the story of Mel’s artwork, Calleo has been inspired to commission similar Indigenous art from all over Australia. By displaying this artwork and the Uluru Statement From the Heart in our workplaces and throughout the community Calleo helps raise consciousness of the importance of reconciliation for Australia’s future.

Case Study: Australian Public Service Commission (APSC)

Mon, 24 Oct 2022 06:13:40 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

Calleo is an expert provider of Scribing Services for Government clients. We hold considerable experience designing and delivering Scribing Services ranging from large complex bulk rounds (150+) to individual placements across all levels and technical competencies. To demonstrate Calleo’s capability, a recent project delivery example is provided in the case study below.

Client

Calleo was selected by the Australian Public Service Commission (APSC) to deliver assessment services for the 2021 APSC Indigenous Graduate Pathway (IGP). The IGP is the Australian Federal Government cornerstone initiative to increase the number of Indigenous Graduates across the Commonwealth. Coordinated by the APSC and in partnership with many participating Commonwealth Government agencies the project required a flexible, experienced and culturally sensitive approach.

Brief

To run this program and be flexible during a national pandemic, APSC and Calleo rapidly implemented solutions for several assessment and remote interview activities to provide individual holistic assessment reports for 98 applications.

Solution

Calleo worked closely with the APSC throughout the project to gain feedback to successfully deliver assessments as required. An overall assessment file was maintained for each applicant including written, cognitive, numerological, interview, reference and affirmative measures.

Our approach

Calleo arranged a pre-engagement meeting before undertaking the recruitment activity to further understand the requirements of the project. Working with the IGP, Calleo designed and agreed on document templates / formats for each service that included assessments of written reports against criteria, qualifications, cognitive and numerical assessments, referee reports and final assessment reports. The team consisted of a Scribe Delivery Manager and five existing staff to support the IGP.

Capability

Written reports: assessment completed against pre-arranged Departmental criteria
Interviews: attend, scribe comments and panel deliberations
Reference checks
Cognitive and numerical assessments
Individual Assessment Reports and other administrative tasks as required

Outcome

Successful Panel feedback
Successful delivery of Quality Assured Assessment Reports within one week of interview completion
Development of the agreed assessment database for scoring consistency

Key stats

Digitally connected with agencies across Australia 98 written applications assessed and scored in 5 days
98 individual reports completed and submitted, following the final interviews within 6 days

Key personnel

Kate Gunn
Scribe Delivery Manager

Calleo’s dedicated Scribe Delivery Manager, Kate Gunn, is supported by a team of (permanently employed) internal Scribes, all of which are APSCo certified Recruitment Professionals, providing our clients with unparalleled continuity. When our clients’ requirements increase, Calleo call on its network of over 100 external Scribes. With our experience and capacity, Calleo can deliver holistic scribe management for your recruitment activities or provide unbundled services to assist with your needs. Kate and the Calleo team take great pride in delivering a client focused, personal, and bespoke approach every time.

Case Study: Department of Infrastructure, Transport, Regional Development and Communications (DITRDC)

Mon, 24 Oct 2022 06:06:10 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

Our dedicated Professional Support Services (PSS) team provide resources to more than 20 Departments across Australia.

Our key clients include:

Department of Defence
Services Australia
Department of Health
Department of Foreign Affairs and Trade
National Disability Insurance Agency
Therapeutic Goods Administration
Department of Infrastructure, Transport, Regional Development and Communications
Department of Finance
Department of Industry, Science, Energy and Resources
Department of Education, Skills and Employment

With a network of more than 35,000 AGSVA cleared resources, our deep understanding of Government, and national capability, Calleo can rapidly source, deploy and manage Business Support personnel to our clients across all skill verticals, anywhere within Australia. The Calleo team take great pride in delivering client focused, personal, and bespoke solutions to meet our client’s needs. Calleo’s Professional Support Services capability is highlighted by the below case study.

Client

Department of Infrastructure, Transport, Regional Development and Communications (DITRDC) are committed to fund various grants to the Regional Recovery Partnerships Program across Australia. The Department required 15 AGSVA cleared Grants Officers to assist with the assessment of grants, for an initial period of 3 to 6 months.

Brief

Calleo were engaged to provide approximately 15 resources to support DITRDC with grants assessment and BAU support for the Department’s newly relocated regional branch in New South Wales. The Department provided a brief of the duties, including application assessment, contract negotiation and contract management, as well as the essential skills and experience required. Before onboarding, all personnel were required to hold a minimum Baseline AGSVA security clearance. Contractors were required to commence as soon as possible.

Solution

Calleo’s PSS team worked together to identify the requirements and develop a candidate tracking, screening and application process. A Managing Consultant was nominated as a primary point of contact for the client, ensuring consistent communication was maintained between key stakeholders.

Our approach

The Calleo team take great pride in delivering client focused, personal, and bespoke solutions to meet our client’s needs. Calleo arranged pre-engagement meetings with key stakeholders from varying divisions to form a holistic view of the requirements. Through co-designing a consistent, comparable assessment process Calleo presented shortlists to pre-agreed timelines to expedite onboarding process, including undertaking AGSVA processes. The PSS Team conducted remote interviews with suitable candidates, briefing them on the Department’s process and timelines. References were completed and working rights were verified.

Source candidates in Regional NSW
Screen and provide thorough explanation of process and contract terms
Shortlist against selection criteria and screening outcomes
Arrange / schedule client interviews
Conduct reference checks
Manage and sponsor Security clearances
Provide ongoing candidate and client care

Capability

Co-designed a bespoke assessment process
Regional capability – utilising resources from Canberra, Sydney and regional New South Wales
Delivered a flexible resourcing model – both full-time and part-time
Facilitated the process of more than 10 AGSVA security clearances
Customer Service Experience – provide regular, individualised support to both the candidates and clients

Outcome

Calleo were proud to support the Regional Programs Branch, building a team of highly skilled, cost-effective resources that created an outcomes-based team culture to rapidly deliver and manage our client’s deliverables.

Key stats

15 AGSVA cleared resources provided on schedule
Delivered functional, outcome focused teams
Provided augmentation flexibility, allowing our clients to access skills for multiple concurrent projects
Sourcing of candidates in Regional NSW

Key personnel

Kate Gunn
Managing Consultant
02 6223 2002
kate.gunn@calleo.com.au

Case Study: Department of Defence, Defence Finance Group (DFG)

Mon, 24 Oct 2022 05:58:40 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

Our experienced team provide management, technical delivery and sustainment expertise to the country’s largest SAP implementation programs including Delivery Modernisation, Defence ERP and GovERP. We hold considerable experience delivering and managing both individual resources and teams of more than 20 to support our client’s outcomes. Accessing a network of more than 2500 AGSVA cleared resources, our SAP expertise and national capability allow Calleo to rapidly deliver skilled resources to our clients on short notice, often within as little as one business day. The Calleo team take great pride in delivering client focused, personal, and bespoke solutions to meet our client’s needs. Calleo’s SAP Delivery capability is highlighted by the below Case Study.

Client

Calleo was engaged by the Department of Defence, Defence Finance Group (DFG), to establish and deliver a team of highly skilled Data Specialists to support and manage data remediation activities across the broader DFG remediation areas. The group have their own CFO and are responsible for the management and operations of Defence’s financial systems, that support centrally managed processes such as regular reporting, accounts payable, accounts receivable and budgeting.

Brief

The team required a mix of functional and technical resources in support of DFG Reforms, Defence Accrual Implementation Project (DAIP), SAP Ui5 development, systems sustainment, and the Defence ERP programme. As a high priority, the team of resources were required to provide a significant amount of flexibility during the height of the COVID-19 lockdown in Melbourne.

Solution

We worked with key stakeholders across DFG to create a well-rounded and extensive brief on requirements. The Calleo team worked with key stakeholders across DFG to create a well-rounded and extensive brief of requirements. Utilising Calleo’s existing government contractor workforce and network, the team worked collaboratively to quickly source and screen skilled resources in the data remediation space. We also approached top end talent through our premium online platforms. Within three business days the team produced a solution of six specialist resources, with detailed capabilities and skills for each individual that matched the brief requirements. Contingency and flexible options were provided.

Our approach

The Calleo team arranged a pre-engagement meeting before undertaking the recruitment activity to further understand the requirements. The team consisted of a Delivery Manager and three existing staff to support DFG. Once the identification process was completed, all reviews and assessments were conducted virtually. Detailed reports were then submitted against the original brief along with referee reports. A time was then set for feedback and discussion on the proposed candidates. Exploring questions, concerns or queries. Interviews and confirmation of team followed.

Capability

Virtual screening and assessments
Solution capability overview in response to selection criteria
Assessment of reference checks
Completion of Individual Assessment Reports and other administrative tasks as required
Managed (or upgraded) multiple concurrent AGSVA clearances

Outcome

Successful Panel feedback
Successful delivery of data remediation program tasking
Greenfield data capability build

Key stats

Team of 4 Calleo staff delivered project in 14 days
Shortlist of 12 delivered against 6 requirements
Six AGSVA cleared Data Specialists delivered on time

Key personnel

Gavin Campbell
Delivery Manager
0411 438 639
gavin.campbell@calleo.com.au

Case Study: Department of Defence

Mon, 24 Oct 2022 05:51:24 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

Our experienced team provides management, technical delivery and sustainment expertise to the country’s largest SAP implementation programs including Delivery Modernisation, Defence ERP and GovERP. We hold considerable experience delivering and managing both individual resources and teams of more than 20 to support our client’s outcomes. Accessing a network of more than 2500 AGSVA cleared resources, our deep SAP expertise and national capability allows Calleo to deliver skilled resources to our clients on short notice, often within as little as one business day. The Calleo team take great pride in delivering client focused, personal, and bespoke solutions to meet our client’s needs. Calleo’s SAP Delivery capability is highlighted by the below Case Study.

Client

In 2019, Calleo was selected by several divisions of the Department of Defence to provide approximately 15 SAP resources to support their ERP implementation. The requirements spanned Management, Financial, Functional and Technical delivery resources. Today, Calleo provide over 30 SAP resources to the Department across the country, with resources located in Canberra, Melbourne, Brisbane, and Sydney. All Calleo resources hold AGSVA clearances of (typically) NV1 or higher.

Brief

Calleo was engaged to deliver multifunctional, nationally dispersed teams of more than 30 resources to assist the Department with the management, build and deployment of SAP ERP systems.

Solution

In close consultation with stakeholders from several divisions of Defence Calleo co-designed a common skills matrix and assessment process to successfully onboard more than 30 resources across the country. This includes resources for full-time as well as part-time engagements across the below skill sets, with engagements ranging from 3 to 36 months.

SAP Human Resources Lead
SAP Asset Management Lead
Finance Process Lead
Data Process Lead
SAP Data Analysts
SAP Reporting Analyst
Business Process Specialists
Finance Reporting Lead
Finance Solution Lead
Ui5 Solutions Developers
ABAP / BW Specialists
Data Services Specialists
FICO Specialists
SAP Functional Consultants

Our approach

The Calleo team take great pride in delivering client focused, personal, and bespoke solutions to meet our client’s needs. Calleo arranged pre-engagement meetings with key stakeholders from varying divisions to form a holistic view of the requirements. Through co-designing a consistent, comparable assessment process Calleo presented shortlists against individual requirements. Understanding the importance of providing a high functioning team, Calleo facilitated pre-engagement meetings with resources and appointed leads across core capability areas, allowing our teams to rapidly deliver results.

Capability

Co-designed a bespoke assessment process
National capability – Canberra, Melbourne, Sydney, Brisbane
Managed and upgraded over 20 AGSVA clearances
Delivered a flexible resourcing model – both full-time and part-time resources

Outcome

Calleo were proud to support the Commonwealth’s largest, most complex SAP implementation. We provided highly skilled, cost-effective resources and built an outcomes-based team culture to rapidly deliver and manage our client’s outcomes.

Key stats

30 AGSVA cleared resources delivered on schedule
National resourcing across Canberra, Brisbane, Melbourne, and Sydney
Delivered functional, outcomes focused teams
Provided augmentation flexibility, allowing our clients to access skills for multiple concurrent projects

Key personnel

David Bain-Smith
Managing Director
02 6223 2002
david.bainsmith@calleo.com.au

Lakshmi Deepak
National Account Director
02 6223 2002
lakshmi.deepak@calleo.com.au

Our ‘Reflect’ Reconciliation Action Plan (RAP)

Fri, 21 Oct 2022 06:26:50 GMT

Post Title

Feb 14, 2024 Stacey Fernandes

We are excited to undertake our initial Reconciliation Action Plan (RAP), which enhances our awareness of and our commitment to helping ‘close the gap’ for our First Nation people. Our initial ‘Reflect’ RAP has been approved by Reconciliation Australia. View RAP.

As part of our commitment, we have developed our unique Aboriginal artwork for the Calleo Group, and we have commissioned Indigenous art from all over Australia which will be incorporated into our branding and marketing moving forward.

Our primary focus continues to be on extending our growing number of partnerships to provide better outcomes for Indigenous people, with a focus on providing multi-year program funding. To better achieve this goal we have appointed a Development Advisor, Major General Mike Smith AO (Ret’d), and we have established an Indigenous Development Advisory Committee to consider submissions from prospective recipients and make recommendations to the Board.

calleo

The Power of Change

Post Title

Why effective change management is the engine behind successful transformation.

Change as a strategic enabler, not a project add‑on

Leadership engagement is not optional

The reality of transformation fatigue

Managing reputational and cultural risk

Building capability through the business

Final reflections

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A Practical Guide to Entering Federal Government Contracting

Post Title

Find a trusted and reputable partner

Selection criteria responses

Is an AGSVA Security Clearance worth it?

Adjacent or similar industries that support a pathway to Federal Government

The evaluation process

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Australia’s Cyber Skills Gap Isn’t About Talent. It’s About Pathways.

Post Title

The Scale of the Challenge

Industry’s Role: Building Pathways, Not Holding Patterns

Government’s Role: Turning Strategy into Entry Points

The Mid‑Tier Gap: Where the Real Risk Lies

A Message to Emerging Professionals

Making the System Work Together

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The Future of Cybersecurity won’t be defined by Technology alone

Post Title

Entering the Cybersecurity Profession

Salary expectations also came up frequently

Certifications

The Human Side of Cybersecurity

The Future of Cyber Leadership

Supporting Cyber Professionals

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Scribe Services for APS Recruitment - Accuracy, Merit and Defensibility

Post Title

Why scribing matters in APS recruitment

Calleo Scribe Services - built for Federal Government

What our scribes do (end‑to‑end support)

Trusted by APS agencies nationwide

Why APS clients choose Calleo

Flexible support for any recruitment round

Partner with a scribe team that understands government

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Insights Into Market Conditions That Will Shape 2026

Post Title

1. Local economic and employment conditions showing signs of growth but where to next?

2. Expectations not meeting reality (salaries, inflation)

3. AI rising – the rubber has hit the road

4. It's going to be a good year in tech projects

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Leading People Through AI Anxiety, Budget Pressure, and Constant Change

Leading People Through AI Anxiety, Budget Pressure, and Constant Change

People Leadership in the Digital Era: Leading Through Complexity and Fostering a Future-Ready Workforce

Change Is Emotional Before It Is Operational

Tell the Truth Early

Guardrails First, Experiments Second

Resourcing, Human Contact, and Where AI Stops

Building Leaders Before Building Tools

Skills, Trust, and the Generational Gap

Technology Is the Tool. Leadership Does the Work.

Doing More With Less: How Public Sector Leaders Are Rethinking Digital Transformation

Doing More With Less: How Public Sector Leaders Are Rethinking Digital Transformation

People Leadership in the Digital Era: Leading Through Complexity and Fostering a Future-Ready Workforce

Stabilise First, Then Transform

Risk Aversion as a Strategic Strength

Building Adaptable Foundations, Not Fixed Solutions

Depth Over One-Stop Vendors

Simplification Before Prioritisation

Business-Led Delivery, Not Vendor-Led Delivery

Whole-of-Government Thinking

Calleo’s Take

Building the Workforce the APS Needs Next

Building the Workforce the APS Needs Next

Government Innovation Showcase Federal - Next-Gen Government: Digital, AI & the Future

Collaboration Over Competition

Reframing the APS Value Proposition

“As an Australian business specialising in service delivery to the Australian Commonwealth (over 95% of our services) this is significant appointment for Calleo.”
– David Bain-Smith, Managing Director

The basics

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