Chintan Pathak

Responsible for heading strategic development, enterprise reporting and data insights in a quasi-in-house consulting capacity. Direct projects in data governance and hypothesis testing to explore growth and improve data capture and program delivery. Hold fiscal accountability for budget assessment of projects averaging $5m OPEX and up to $20m in CAPEX, contributing to $200-250m annual organisational revenue. Provides leadership to 4 indirect reports to deliver projects organisational-wide. Engage with the Strategy Lead and Senior Manager Strategic Planning and Enterprise Reporting to realise synergies, reduce complexity and improve data transparency

Tasked with conducting various research projects for qualitative analysis to support marketing strategies ultimately uplifting international student and domestic post-graduate enrolments. Played a key role in fostering innovation and collaboration within the Future Students division, ensuring relevant consultation with all stakeholders to plan relevant gap-closing action. Conducted a minimum of 3 research projects per year with $200k OPEX to achieve marketing targets and maintain platform premiums. Shaped strategic reports and analytics on campaign efficiency, competitor data and market trends. Led the development of enhanced reporting and analytics, aiding budget and forecast cycles and linking parameters impacting budget forecasts to commencing students. Responsible for up to 4 direct and 20 indirect reports, delivering KPIs in collaboration with 3 internal and 3 external teams. Worked in close collaboration with senior staff to provide high-quality, professional advice and support, building professional relationships with internal and external stakeholders, both domestic and internationally. Member of the Data Strategy Group and Steering Committee.
ACHIEVEMENTS
• Implemented a comprehensive strategic approach to brand tracking and market insights, performance and impact assessment, stakeholder engagement, data asset oversight and technology utilisation, collectively working towards positioning the organisation as a dynamic, customer-centric, and strategically driven entity.
• Successfully executed a record number of projects in 2024, totalling 33 projects over six months using half the annual budget, showcasing advanced skills in planning, prioritisation, and collaboration.
• Presented Cohort Plans and other reports to diverse stakeholders, solidifying cross-department collaboration.
• Proactively identified and addressed challenges in the updated procurement process, implementing effective problem-solving strategies and fostering robust collaboration with the Procurement and Legal departments.

Strategic advisory role, responsible for developing workforce performance analysis and supporting broader people, culture and HR strategies ultimately driving organisational change. Led and validated analysis of complex data from multiple sources and created data visualisations to communicate relevant insights to business stakeholders to support organisational decision-making of $2-5m projects. Managed HR compliance and governance reporting requirements, ensuring timely submission in a highly regulated environment with significant cost pressures. Led a team of 2 direct and 5 indirect reports, engaged with contractors and external consultants to lead delivery. Reported to the Chief People Officer (CPO), National Manager, Organisational Change and Workforce Strategy, and National Manager Workplace Experience to improve the performance of the HR function and meet strategic and operational priorities.
ACHIEVEMENTS
• Assisted in devising the Gender Equality, Diversity, and Inclusion (GEDI) strategy, automating various reports aligned with standards specified by multiple regulatory bodies, including TEQSA, SAGE Athena Swan, and WGEA.
• Contributed to minimising gender disparities and bolstering the organisations Gender Equality Action Plan (GEAP), integrating GEDI objectives with the universitys overall strategy, ensuring a cohesive approach to future-proofing the workforce through compliance and inclusive practices.
• Established a real-time Power BI dashboard designed to provide critical data on the workforce profile and associated risks, ensuring compliance with obligatory staff-student ratios and regulatory requirements set by TEQSA, empowering informed decision-making and pre-emptive strategising to maintain operational continuity.
• Developed and launched the Academic Participation Analysis dashboard for key stakeholders, including the Vice-Chancellor, identifying double costing among staff, mitigating financial liabilities and burdens and exceeding KPS, preparing essential reports within 2 hours, significantly surpassing the 3-day notice period.

Senior strategic role positioned very close to the top of the University, with high level accountability for managing a portfolio of strategic engagements for up to 23 projects. Directed a team of up to 20 people, leading multiple business case evaluations ranging from $3m to $100m. Collaborated as an SME with Faculty, Portfolio Directors and Executive Sponsors Representatives. Reported to the Director Strategy, Vice Principal Strategy and Vice Chancellor.
ACHIEVEMENTS
• Facilitated a strategic partnership with Elizabeth McArthur Agricultural Institute in 2020, conducting strategic analysis and planning, data-driven decision support and feasibility analysis for the partnership impacts.
• Addressed the increased demand for micro-credentials during COVID-19, leading the market research and analysis stream for a post-graduate micro-credentialing project; conducted research and analysis and detailed, actionable recommendations for future student segments and potential marketing strategies.
• Spearheaded the development of a crucial post-pandemic student load report, compiled and presented to the Senate, utilising refined statistical models to maintain data integrity and facilitate informed decision-making.
• Designed a pivotal executive overview pack, serving as the core framework for university faculties and schools to secure approval for strategic investment decisions, ensuring alignment with institutional objectives and facilitating informed executive-level deliberation and sanctioning.
• Developed comprehensive current state reports for individual faculties and schools, providing detailed insights into operational readiness and strategic positioning, effectively informing decision-making processes.
• Accelerated Senate Committee and Strategic Projects Governance Team decision-making, implementing a strategic RAG (Red-Amber-Green) status reporting framework, enabling quicker assessment of project statuses, resource allocation (FTE, financial expenditure), and potential risks; subsequently adopted university-wide.
• Early adopter of PowerBI as a member of the PowerBI Champion team, quickly mastering and advocating the tools capabilities within the organisation to drive data-driven decision-making processes, enhancing analytical productivity and insights; member of the Business Case Evaluation Panel as an SME on strategic initiatives.

Data entry

Starting highly technical and demanding roles, progressing to more dynamic and multifaceted positions that have developed analytical and consulting skills. During tenure as an Executive Engineer, led at the forefront of major power plant projects, with values ranging from US$7.6m to US$780m. This role underlined my ability to manage vast and complex projects, coordinating efforts of over 10, 000 workers and 500 employees, handling significant financial responsibilities and high-stakes negotiation scenarios. Key outcomes include avoiding liquidated damages through effective negotiation and verbal communication further exemplify my critical financial management and project delivery skills