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Who are we...
I have 25 years of experience in building culture models.
I care about people, structure, and possibilities to engage and provide opportunities for everyone to feel valued where they work.
Starting in mechanical engineering, with a love to understand how everything worked, how it was put together and how it could become more efficient…that spilled over in a fortuitous change of career that propelled us into EHS, after this event, I never looked back. Now I work on strategically thinking about how to structure transformative culture change models, which drive behaviours to build an inclusive excellence program centred around people to have shared success.
I have a proven track record across many industry sectors in producing strategic, cohesive, staged transformative culture change models. I have a passion for people, for strategic development, and a passion for what I do.
I want to share my experience and passion for development with organisations, to help bring people together, and give opportunities for people to share their voices through the cultural tools we have in the models.
What do we do…
I will bring together all of your separate Environmental, Health and Safety (EHS) programs into one cohesive model. A model that be administered locally, regionally and globally, a truly transformative model.
The model will be built over a tried and tested, 7-stage process to transform the EHS culture, at the core is behaviours…the behaviours change culture, to empower, to engage and to provide opportunity for all employees to be able to contribute in ways that they feel comfortable.
With the core of transformative culture change and the consolidation of your existing programs, the one cohesive journey will enable each organisation, to be consistent, to have structure, and enable leadership in all areas of EHS.
The model can be fully bespoke and/or tailored to suit the requirements of your organisation, the model will reflect your purpose for EHS, and can help to set the vision.
Our models are immersive, and have short-, medium- and long-term strategy baked into the structure of the model.
If you want to perform at the highest level for EHS, get in touch.
Why us?
How do we track and report out on culture? By its nature, culture is subjective, within our model we use a series of culture tools to elicit information…these tools provide us with opportunities to review progress, listen and learn from employees. Once we listen, we summaries and plot against the cultural matrix, turning subjective to objective, linked intrinsically to the stages in the tollgates.
If you are struggling to find a way to operationalise HOP or need to revitalise your EHS culture, we are the conduit to enable structure to exist and partner with your pre-existing processes and management system to change this into a fully functional excellence program.
We will build your model to suit your business needs, all we need is fully commitment to the model. Culture change is not easy and takes time, this is a 3–5-year Journey…this requires consistency, transparent communications and the ability to create space for people to participate in a safe environment. We will build from modules that are included in each of the behavioural structures, coupled with your governance program or one we develop together, provides all the assets to be a truly successful and transformative culture change model.
I look forward to hearing from you and helping you to provide opportunities for all your employees, the heartbeat of your business…
Why this method?
Kudo Industries exist to change the dynamics of Environmental, Health and Safety (EHS) culture…taking a non-traditional approach to develop a truly transformative culture change model.
Although the model is developed and implemented through EHS, we are creating ordinance for all functions to build through to generate a organisation wide model that delivers continuous sustainable culture change, enabling a workforce to be agile during organisation change.
The process works at the core of people empowerment, opportunity and behaviours…all these attributes together make for a unique experience and something completely different. Based over a structure of 7 tollgates, building behaviours through each of these behaviours, this method presents a new environment for people to share, learn and find solutions. The model is transformative and builds expertise across all levels of the organisation, presenting opportunities for all to participate in any way they wish, driving change and addressing challenges across all functions.
Integrating Human and organisational performance
The model develops and introduces Human and Organisational Performance tools and processes throughout over each of the staged steps, developing methodologies throughout the tollgated process, to build understanding and ultimately embed operational learning teams at the centre of our model…this creates space for continual learning and ultimately continual excellence level of performance.
The ‘model may be a transformative culture change model, how we administer the ‘what’, and how we track the how, and how each sites excellence builds will be different, whilst still following a centralised model.
Seeing transformation is a truly beautiful thing…it changes how we think, how we behave, and how we interact, we are more dynamic and the growth across all functions is organic.
Measurement of performance
How do we track and report out on culture? By its nature, culture is subjective, within our model we use a series of culture tools to elicit information…these tools provide us with opportunities to review progress, listen and learn from employees. Once we listen, we summaries and plot against the cultural matrix, turning subjective to objective, linked intrinsically to the stages in the tollgates.
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