Solutions & Success

Our Integrated Ecosystem in Action

Every breakthrough we deliver aligns people, process, technology, and data.This is how science drives measurable success.

People

Embedding Change

Through evidence-based workshops, interactive e-learning, and embedded change management, we help teams adopt change, make better decisions, and build capability that lasts.

Process

Operational Performance

We translate strategy into execution by designing clear, efficient, and scalable processes. Our work improves flow, decisions, and performance deliver results consistently and efficiently.

Technology

Smart Enablement

We enable AI-driven, smart workflows that automate low-value tasks and mistake-proof everyday work. This reduces friction and errors, freeing people to focus on higher-value outcomes.

Data

Actionable Insight

We turn data into insight to improve decision quality and performance. Clear analysis, practical reporting and dashboards, make it easier to understand performance and take action.

Energy & Utilities
Infrastructure & Transport
Healthcare & Life Science
Government & Public Sector
Professional Services
Training & Education
Technology & Digital Innovation
Manufacturing & Industrial Operations

Industries We Serve

Business Operations & Service Delivery
Finance & Commercial
Pricing & Quotation
Project Management Office
Asset Management
Customer Experience & Service
Logistics & Supply Chain
Technology & Digital

Functions

Transport for NSW

Reengineering Processes and Embedding Change in a Complex Environment

Offer:

People:

Stakeholder alignment
Clarifying roles and responsibilities
Embedded change management
Targeted training to build capability

Process:

End-to-end delivery management
Diagnostic review of existing processes
Design and standardisation of workflows
Risk-based controls

Technology

Integration of digital workflow (InEight)

Data:

KPI framework design
Dashboarding and reporting

The program delivered measurable improvements in both performance and governance. TfNSW achieved a step-change in asset handovers.

Key results included:

Achieving Asset Handover Certificates for $4.2B worth of backlog projects, significantly reducing risk
Standardised handover processes
Improved collaboration and alignment between teams
Real-time performance visibility through KPI dashboards

The Outcome

The Challenge:

TfNSW manages a complex, multi-billion-dollar infrastructure portfolio. Inconsistent asset handovers across projects had created compliance risk and the potential for orphaned assets.

TfNSW required an end-to-end solution that would clear a significant backlog while establishing sustainable handover processes for future projects.

Sustainable improvement required more than new frameworks: it required behavioural change, capability uplift, and alignment across diverse stakeholder groups.

Our Approach

We partnered with TfNNSW to lead the end-to-end delivery of the Asset Handover Optimisation Program, focusing on execution, standardisation, and long-term sustainability.

Our work included:

A diagnostic review of existing processes and the backlog
Stakeholder engagement to align delivery teams and asset custodians
Design and implementation of effective and efficient processes
Integration of digital tools to support a risk-based approach
Development of KPI frameworks and dashboards to track efficiency
Embedded change management and training

I-MED Radiology Network

Standardising Commercial Operations for Scalable Performance

The Challenge:

I-MED Radiology Network, Australia’s largest diagnostic imaging provider, was operating complex accounts receivable and finance processes across multiple sites.

Variations in workflows, inconsistent practices, and limited performance visibility were impacting efficiency, scalability, and on-time revenue collections in a complex regulated industry.

The organisation required a standardised, end-to-end operating model that could support growth while improving execution, accountability, and performance across commercial operations.

Offer:

People:

Embedded change management
Design and delivery of 35 AI-enabled e-learning courses for 1200+ staff
Stakeholder engagement for process ownership

Process:

BPM and process reengineering
Diagnostic review of processes
Defining RACI
3-layer process documentation

Technology

AI-Agent with dynamic decision to replace RPA bots

Data:

Full-scale statistical analysis of financial data
Qualitative analysis of team dynamics
KPI framework design

Our Approach

CoEcosystem was partnered to lead a process improvement and transformation program across Accounts Receivable and Finance Operations, focusing on practical execution and sustainability.

Our approach included:

A comprehensive diagnostic review to identify priorities and ROI
Process re-engineering and standardisation
Integration of performance measures and KPI-driven dashboards
Embedded change management and targeted training
End-to-end implementation, supported by knowledge transfer

Rather than addressing processes in isolation, we delivered integrated improvements across people, process, technology, and data to ensure new ways of working were embedded and scalable.

The Outcome

The program delivered a scalable and standardised operating model that improved execution across I-MED’s commercial operations.

Key results included:

A uniform operating model implemented across national operations
Reduced errors and rejections through simplification and digitisation
Reduce service-to-cash cycle time
Improved cost-effectiveness and staff productivity
Strong engagement and buy-in supported by tailored training and change management

The engagement established a scalable foundation to support continued growth while maintaining control, efficiency, and performance.

Schneider Electric

Transforming Middle-Office to Improve Performance & Customer Experience

The Challenge:

We led a major transformation for Schneider Electric Australia of its Transactional Quotation Centre, with the objective of improving business performance, simplifying operations, and enhancing customer experience across multiple customer segments.

The function operated through a decentralised organisational model, resulting in inconsistent processes, extended processing times, and inefficiencies that hindered the desired customer experience, which is Schneider Electric's reputation as a powerhouse of exemplary customer experience.

Schneider Electric required a transformation that would improve performance at scale, reduce operational inefficiencies, and deliver measurable customer and business outcomes.

Offer:

People:

Embedded change management
Leadership alignment across multiple business units

Technology

Integration of a digital quotation tool
Integration of web-based product selectors and configurators
ERP and CRM integration

Process:

Organisational Design and Transformation
Process Reengineering
RACI development
Decision point and approval simplification
Customer Experience Uplift

Data:

Statistical analysis
Price file analysis
Reporting and dashboarding

Our Approach

This transformation was an end-to-end delivery that combined business organisational design, process reengineering, change management, and customer experience improvement.

Our approach included:

A comprehensive review of business performance to identify priorities
Definition of baseline performance measures and improvement targets
Mapping and reengineering processes to eliminate inefficiencies and reduce cycle times
Organisational transformation and transitioning from a decentralised to a centralised operating model
Integrating digital quotation tool and product selectors and configurators
Simplification of the Chart of Approvals (CoA) and reporting lines
Integration of digital tools to automate low-value, repetitive tasks
End-to-end project delivery
Embedded change management to support adoption across teams
Customer Journey Mapping to improve experience across key customer personas

The Outcome

The transformation delivered significant improvements across operational performance, organisational efficiency, and customer experience.

Key results included:

Faster quotation processing times through increased sales
Measurable improvements in customer experience, reflected in increased Net Satisfaction Score (NSS) and Net Promoter Score (NPS)
Streamlined operations aligned to a clear, standardised operating model
Successful change adoption across 1,000+ customer accounts and staff members
Reduced headcount (FTE) requirements through centralisation and optimisation

The Transactional Quotation Centre transformation delivered a step change in how Schneider Electric’s quotation operations perform and scale. By aligning people, processes, technology, and customer experience, we improved efficiency, reduced operational complexity, and delivered a consistent, responsive customer experience.

The engagement is recognised by the client as a strong example of integrated transformation, delivering tangible business and customer outcomes and adopted globally.

Sydney Trains

PMO, governance, delivery performance and oversight

The Challenge:

Sydney Trains was delivering a $500M, multi-year Major Works maintenance program involving high-risk, safety-critical activities across the rail network.

The scale and complexity of the program required strong governance, clear accountability, efficient resource allocation, and real-time performance visibility to meet regulatory obligations and delivery commitments.

The PMO function required improvement to establish a consistent, program-wide framework for executive oversight, integrated reporting, and proactive management of cost, schedule, and risk.

Offer:

People:

Embedded change management
Leadership alignment across multiple business units

Technology

Integration of a digital quotation tool
Integration of web-based product selectors and configurators
ERP and CRM integration

Process:

Organisational Design and Transformation
Process Reengineering
RACI development
Decision point and approval simplification
Customer Experience Uplift

Data:

Statistical analysis
Price file analysis
Reporting and dashboarding

Our Approach

We designed and implemented a fit-for-purpose Program Management Office (PMO) and governance framework, along with project delivery processes, to strengthen oversight and execution across the Major Works portfolio.

Our approach included:

A diagnostic review of organisational maturity, governance arrangements, and program needs
Design of a Program Governance Framework aligned with Sydney Trains’ corporate objectives and PMO best practices
Establishment of a centralised PMO, including policies, processes, tools, and templates
Development of integrated dashboards and KPI reporting
Stakeholder mapping and facilitation of governance forums to align executive sponsors and operational teams
Implementation, change management, and targeted training to uplift internal capability and embed new practices

The Outcome

The new PMO and governance framework delivered a significant improvement in program oversight and decision-making.

Key results included:

Improved delivery across the $500M Major Works program
Improved portfolio governance, visibility, and standardisation
Integrated reporting that enabled proactive identification and management of risks and issues
Stronger alignment between strategic objectives and program delivery
Timely and informed executive decision-making
Construction delivery within time and budget.

Sydney Trains’ Major Works division achieved a significant uplift in governance maturity and execution control. Early intervention supported improved schedule adherence and reduced the risk of cost overruns. The PMO framework was subsequently adopted as a reference model to support sustainable governance practices across future programs.

Click here to download the service cataogues