Happy Haven OSHC Transformation

Context

Happy Haven OSHC operated in a regulated, multi-site education and care environment. The organisation needed stronger operational maturity, governance, reporting, executive decision support and technology administration across a period of reform and transition.

Problem

Operational knowledge, reporting and systems were spread across people, spreadsheets, cloud platforms and informal processes. That created risk around source-of-truth data, account lifecycle controls, utilisation visibility, compliance reporting and executive confidence.

Benjamin’s Role

Benjamin provided a substantial multi-year consulting engagement from 2022 to 2025. Throughout the period, he performed interim, fractional, acting, advisory or consulting responsibilities across CIO, General Manager, COO, CEO, CFO and CHRO / Human Resources-style functions. These are not presented as formal permanent appointments.

What Benjamin Built Or Changed

• Supported organisational reform, restructuring, strategic planning and five-year planning.
• Improved Microsoft 365 administration, SharePoint information architecture, Teams and account-management practices.
• Developed source-of-truth datasets, data warehouse thinking, Power BI reporting and Red-Amber-Green reporting.
• Supported utilisation, compliance and operational reporting.
• Reduced uncontrolled spreadsheet dependency and promoted a hub-first reporting and data-governance mindset.
• Supported contractor onboarding/offboarding, account lifecycle, cybersecurity, backup and business-continuity considerations.

Stakeholders

CEO, executive leadership team, operations, finance, HR, compliance, contractors, site operations and external service providers.

Delivery Approach

Benjamin worked across executive decision support and hands-on system improvement. The approach connected policy, process, account controls, reporting models, data ownership and operating maturity rather than treating technology as a separate ICT-only stream.

Outcomes

The engagement improved executive visibility, decision support, information governance and operational maturity. It also created a clearer basis for reporting, account lifecycle management and structured business continuity.

What It Demonstrates

Fractional executive capability across technology, operations, finance, HR and governance, with practical ability to turn organisational ambiguity into systems, reporting and repeatable process.

Source Or Evidence Note

Source evidence exists in SharePoint and Outlook search results. The specific breadth of interim/fractional responsibilities is user-supplied and should be confirmed before final publication.