Case Studies | My Site 4

CASE STUDIES

Complex challenges. Practical outcomes.

A selection of work across strategic communication, brand, transformation and behaviour change.

Each engagement began with a different challenge. The common thread was helping people understand what was changing, why it mattered and what needed to happen next.

Internal change and staff communications

Department-specific move communications
Staff intranet news, Talking Points and Network News
All-staff move communications
Department move checklists
Staff training communications
Communications supporting the use of new spaces and equipment
Screensavers and hospital digital screens
Staff forums and information sessions
Service provider and precinct partner information
Staff-facing flyers, posters and templates

Patient, family and community communications

Local community Emergency Department brochure
Patient flyers and SMS communications
Patient phone scripts
New patient handbook communications
Information for GPs and specialists
Flyers distributed through GPs, pharmacies and local schools
CALD communication opportunities
Website and digital content

Media, digital and social

Digital news media information pack
Media B-roll of the new Emergency Department
Local newspaper advertising
30-second and 60-second community and commercial radio scripts
Pre-move and post-move radio campaigns
"We're moving" and "We've moved" social content
Digital tiles supplied to external stakeholders
Geo-targeted social advertising
"How to get to the new ED" video
Social media monitoring and analysis of audience response

Bilima Building launch and staff transition

Peter led communications for the Bilima Building launch, supporting both the public opening and the broader transition of departments into the new facility.

Working closely with the Training and Education Officer, he developed and coordinated a staff training communications campaign to help employees prepare for the new building, spaces and equipment.

He also led communications supporting major launch and stakeholder activities, including the Health Minister's visit, Aboriginal community smoking ceremony, signage and wayfinding, and opening-day communications.

Outcome

The communications program provided a coordinated framework for the whole-of-building transition, supporting multiple departments and staff as they moved into a new working environment while helping patients, families, visitors and the broader community navigate the changes.

The work connected strategic change communications with highly practical user information, from department move communications and staff training through to maps, signage, access instructions, SMS, phone scripts, radio and wayfinding.

The project demonstrated Peter's ability to lead communications across a complex stakeholder environment and bring together strategic communications, internal engagement, community communications, media, digital, information design, wayfinding and multimedia to support a major public-sector transformation.

Peter's role: Communications and Multimedia Officer and Communications Lead, Bilima Building Project, contractor to Sydney Children's Hospitals Network.

Engagement: Communications and Engagement Officer, contractor
Organisation: Sydney Children's Hospitals Network
Project: Bilima Building, Sydney Children's Hospital, Randwick

Challenge

The Bilima Building represented a major transformation of the Sydney Children's Hospital, Randwick campus, involving the opening of a new facility and the relocation of multiple hospital departments.

The building opened on 17 November 2025, followed by the relocation of the Children's Emergency Department on 18 November 2025.

The transition required coordinated communications for staff, patients, families, visitors, healthcare providers, community partners and the wider Randwick community.

The challenge was to make a complex, multi-department transition clear and practical, ensuring people understood what was changing, when it was happening, where to go and what they needed to do differently.

Approach

As the Communications Lead for the Bilima Building project, Peter led communications across the pre-move, move-week and post-move phases.

The program brought together internal and external communications, stakeholder engagement, digital content, information design, signage, wayfinding, multimedia, media and launch communications.

Working closely with project teams, hospital departments, Training and Education, community stakeholders and external partners, communications were tailored to the different needs of staff, patients and families, healthcare providers, local residents, community organisations and emergency services.

Campaign activity included

Internal change and staff communications

Department-specific move communications
Staff intranet news, Talking Points and Network News
All-staff move communications
Department move checklists
Staff training communications
Communications supporting new spaces and equipment
Screensavers and hospital digital screens
Staff forums and information sessions
Service provider and precinct partner communications

Signage and wayfinding

"We're moving" and "We've moved" campaign signage
Pull-up banners and A-frames
Hospital digital screen messaging
Precinct street signage and variable message boards
Pathway decals directing visitors between entrances
Pocket maps and wayfinding resources
Post-move signage reinforcing new locations

SYDNEY CHILDREN'S HOSPITALS NETWORK (SCHN)

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Leading communications for the Bilima Building project

Supporting staff, patients, families and the community through a complex healthcare transformation

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OFX - Global Money Transfers

Leading communications and creative development for a global brand transformation

Building a unified global identity and communications ecosystem across an international business

Engagement: Brand, communications and creative development
Organisation: OFX Global Money Transfers

Challenge
OFX was undertaking a significant global brand transformation, consolidating its regional identities, including OzForex, USForex and other market-specific brands, under a single global OFX identity.

The transition was taking place across multiple continents and markets, requiring a consistent brand and communications experience while maintaining the trust and recognition built by the established businesses.

The challenge was to translate the new global positioning and identity into a comprehensive communications ecosystem that could work consistently across markets, channels and customer touchpoints.

This extended well beyond the introduction of a new logo. OFX needed a coherent visual identity, brand expression, tone of voice, communications framework and suite of practical assets to support the transition, while continuing to deliver its everyday marketing and corporate communications.

Approach
Penser supported the global rebrand through brand development, strategic communications, creative development and brand implementation.

The new OFX logo was supplied by Moon Communications. Peter developed the broader creative system around the new identity, translating the logo into a consistent and flexible global brand experience.

This included developing the visual language, creative direction, communications approach and practical guidelines required to implement the identity consistently across the organisation.

Alongside the rebrand, Peter also developed and delivered day-to-day communications campaigns and creative assets, ensuring the new identity was embedded into the ongoing communications operation rather than existing only as a brand guideline.

Brand and communications ecosystem

Brand strategy and positioning

Global brand implementation
Brand positioning and narrative
Consolidation of regional brands under OFX
Brand expression and creative direction
Tone of voice and communications principles
Brand guidelines and implementation guidance

Visual identity and creative development

Creative system developed around the new OFX logo
Visual language and graphic elements
Typography and layout principles
Image and graphic direction
Marketing and corporate communications templates
Presentation and document systems
Digital and campaign applications
Practical brand assets for internal and external use

Day-to-day marketing communications

Social media campaigns and creative assets
Email marketing and EDM campaigns
Blog content and creative
Website updates and content development
Digital campaign assets
Marketing communications
Customer-facing communications
Ongoing campaign development and implementation

Digital transformation

Website content and brand experience revision
Website launch communications
Blog design and content presentation
Digital brand implementation
Consistent customer-facing communications across digital touchpoints

Communications and stakeholder engagement

Brand launch communications
Internal stakeholder communications
Customer communications
Corporate communications
Messaging and copy development
Tone of voice implementation
Communications guidance for teams and markets

Global implementation
The new identity needed to work across the different markets in which OFX operated, creating a consistent global experience while allowing communications to remain relevant to local audiences.

Peter developed the guidelines, tools, templates, creative assets and communications framework needed to implement the OFX identity consistently across markets and channels.
This created a practical system that could support both major brand initiatives and the everyday flow of communications across the business.

Outcome
The project helped transform OFX from a collection of established regional brands into a single, distinctive global brand, creating greater consistency across its international business and customer experience.

Peter developed the creative and communications ecosystem required to bring the new identity to life, extending the supplied logo into a comprehensive system spanning brand strategy, visual identity, tone of voice, guidelines, communications, digital, website, blog, social media, EDMs and ongoing marketing campaigns.

The work demonstrated the ability to take a major strategic brand transformation and translate it into a practical, scalable communications and creative system, while continuing to deliver the day-to-day communications needed to engage customers and support the business.

Capability: Brand Strategy | Global Rebranding | Brand Implementation | Creative Direction | Strategic Communications | Campaigns | Digital | Content | Tone of Voice | Stakeholder Engagement | Brand Governance

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Konica Minolta

Evolving a technology brand beyond print

Supporting the evolution from traditional print manufacturer to broader technology and business solutions provider

Engagement: Brand Strategy, Strategic Communications & Creative
Organisation: Konica Minolta Business Solutions Australia

Challenge

Konica Minolta was evolving beyond its traditional position as a manufacturer of print hardware.

The business was expanding into digital and cloud-based services, managed services, business technology, 3D printing, robotics and broader business solutions. This represented a fundamental shift in both the market proposition and how the organisation communicated with customers and employees.

The evolving proposition also required marketing, sales and internal teams to communicate the broader range of technology, services and solutions consistently.

The challenge was therefore both external and internal: strengthen the brand proposition while supporting the organisation in communicating and implementing a broader technology and business solutions offer.

Approach

I led a comprehensive brand audit and market assessment to establish a clear view of the existing brand, positioning and opportunities for evolution.

The audit examined the organisation's brand story and heritage, philosophy, purpose, core values, proposition, identity, culture, messaging, tone of voice, audiences, technology verticals, competitors and points of difference.

This provided the foundation for a future-state brand strategy and transition plan, helping move the organisation from a predominantly product-led print proposition towards a broader technology, digital services and business solutions position.

I then translated the strategic direction into practical communications, marketing, sales enablement and internal engagement, supporting the communication of the expanding technology and services proposition.

Brand and business repositioning

The strategy work focused on strengthening how Konica Minolta presented its broader offer and creating greater consistency across communications.

Work included:

Brand audit and market analysis
Brand positioning and proposition development
Brand purpose, story and values
Strategic messaging and tone of voice
Audience and competitor analysis
Points of difference
Technology and business services positioning
Transition from product-led to solution-led communications
Recommendations across brand, website, content and advertising touchpoints

Technology, marketing and sales enablement

The evolving proposition was translated into campaigns, content and practical tools for marketing and sales teams.

Work spanned:

Digital and cloud services
Managed services
Insight Hub
3D printing
Robotics
Business technology solutions
Industry-specific campaigns and communications
Sales presentations and collateral
Customer case studies and testimonials
Service and product communications
Customer-facing campaign assets

Content and multimedia work included Insight Hub content, video editing for internal training and external communications, marketing presentations and digital and print collateral.

Internal communications and engagement

The changing proposition also needed to be communicated internally and reflected consistently across the organisation.

I supported this through internal communications, sales enablement, training content and employee engagement initiatives.

Working with People & Culture, I developed:

Staff profiling and interview content
Internal communications concepts
Employee engagement initiatives
Recruitment and retention communications
Onboarding concepts
Internal training communications
People & Culture content

The staff profiling initiative brought the people behind the organisation into its communications, strengthening connection, community and a more human expression of the brand.

Brand governance and implementation

To support consistency beyond individual campaigns, I assessed and improved the design workflow and introduced practical brand checkpoints and workshops.

I also developed an organised filing and archiving system, making previous campaigns and content easier to locate, reuse and repurpose.

This created a more efficient foundation for ongoing communications while supporting consistent application of the evolving brand across the organisation.

From strategy to implementation

The engagement connected strategic direction with practical implementation:

AUDIT
Understand the existing brand, market position and opportunities

↓

STRATEGISE
Define the future technology and business solutions proposition

↓

TRANSLATE
Develop messaging, campaigns, content and tools

↓

ENABLE
Support marketing, sales and internal communications

↓

IMPLEMENT
Apply the strategy across brand, communications and engagement

Outcome

The engagement established a stronger strategic and practical foundation for Konica Minolta's evolution beyond its traditional print proposition.

The brand audit provided a structured understanding of the existing brand and opportunities for development, while the resulting strategy established direction for positioning, messaging and communications.

The work then connected this strategic direction with practical implementation across campaigns, sales enablement, technology communications, employee engagement and brand governance.

The result was a more connected approach to brand positioning, customer communications, sales enablement and internal engagement, supporting Konica Minolta as its technology and business solutions proposition evolved.

Capability

NSW GOVERNMENT

Building a consistent masterbrand across government

Supporting the development and implementation of a unified brand system across the NSW Government sector

Engagement: Brand Strategy, Brand Governance & Implementation
Organisation: NSW Government, Department of Customer Service
Role: Brand Advisor, Brand Strategy Team

Challenge

NSW Government operates across a large and diverse network of agencies, services and communications channels, each with different audiences, priorities and operational requirements.

The challenge was to support a consistent, customer-focused NSW Government brand while enabling agencies to communicate effectively within their own contexts.

This required more than a visual identity. The Masterbrand needed a clear brand architecture, practical standards, accessible tools and resources, and an approach to governance that could work across a complex government environment.

Approach

As part of a 12-person Brand Strategy team, I supported the development, delivery and implementation of the NSW Government Masterbrand across the sector.

The role brought together brand strategy, design expertise, governance, stakeholder engagement and practical implementation.

I worked with government communications and brand stakeholders to provide advice on the appropriate application of the brand, resolve issues and support consistent interpretation across communications.

My work included:

Masterbrand strategy and brand architecture
Brand governance and implementation standards
Brand application and design advice
Review of campaigns and communications
Brand tools, templates and resources
Digital brand systems and assets
Sector-wide guidance and support
Stakeholder consultation and engagement
Contemporary brand research and best practice

Brand strategy and architecture

I supported the development and implementation of a consistent brand framework designed to clarify how the NSW Government brand should be represented across agencies, services and communications.

This included applying brand architecture principles, reviewing proposed applications and helping translate strategic brand requirements into practical standards for use across the sector.

The work required balancing consistency with the different operational, audience and communication needs of government agencies.

Governance and sector engagement

A significant part of the role involved working with communications and brand stakeholders across government to support implementation and resolve brand and design issues.

I provided advice on the appropriate use and application of the NSW Government brand, helping agencies interpret standards and make informed decisions about their communications.I also reviewed campaigns and communications for brand consistency, providing practical recommendations that balanced brand requirements with agency needs and audience considerations.

Digital brand environment and resources

The Masterbrand required practical systems that made the brand easier to use, not simply guidelines that sat in isolation.

I supported the development, maintenance and use of digital brand resources, templates and assets, helping create a more accessible and integrated environment for agencies to find and apply the tools they needed.

This included providing technical and design advice across online channels and contributing to the ongoing improvement of the brand environment.

From strategy to implementation

The work connected the strategic intent of the Masterbrand with its practical application across government:

STRATEGY
Establish a clear and consistent government brand framework

↓

ARCHITECTURE
Clarify how the brand operates across agencies and services

↓

GOVERNANCE
Establish standards and provide advice on brand application

↓

ENABLE
Provide tools, templates, resources and digital assets

↓

IMPLEMENT
Support agencies in applying the brand consistently across communications

Outcome

Working as part of the 12-person Brand Strategy team, I contributed to the implementation and ongoing development of a unified NSW Government brand system operating across a complex and diverse government environment.

My contribution helped translate brand strategy into practical guidance, governance, digital resources and design advice, supporting agencies to apply the brand consistently while responding to their individual communication requirements.

The role demonstrated the complexity of implementing a masterbrand at government scale and the importance of combining brand strategy, governance, stakeholder engagement, design expertise and practical implementation.

Capability

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SAGE FINANCIAL SOFTWARE

Making complex technology easier to understand

Long-term communications, content and information design supporting a global business software brand

Engagement: Strategic Communications, Content & Information Design
Organisation: Sage Software

Challenge

Sage operates in a complex and continually evolving technology environment, providing business software and services across accounting, payroll, finance, people management and broader business operations.

Over an extended engagement spanning five years, I supported Sage as its products, services and communications needs evolved.

The challenge was to make increasingly complex technology and business propositions clear, relevant and engaging for different audiences, while maintaining consistency across a broad range of communications and touchpoints.

This required translating technical and business information into communications that could be quickly understood by customers, partners, employees and other stakeholders.

Approach

I worked across Sage's communications, content and information design requirements, combining strategic thinking, content development and visual communication to simplify complex subject matter.

The work involved understanding the underlying business or technology proposition, identifying the key audience message and then developing the appropriate communication approach and format.

This included working across both strategic and executional requirements, from shaping the communication narrative through to developing finished content and information design.

Strategic communications

I supported Sage in communicating technology, product and business propositions through clear, audience-focused messaging.

Work included:

Strategic communication
Proposition and product messaging
Business and technology communications
Audience-focused content
Stakeholder communications
Communication frameworks and supporting materials
Translation of complex information into accessible narratives

The focus was consistently on what the audience needs to understand, why it matters and how the information should be communicated, rather than simply presenting technical detail.

Content and information design

A significant component of the work involved transforming complex information into clear and engaging content.

I developed and structured content across a range of formats, using information design to improve hierarchy, comprehension and accessibility.

Work included:

Content development and editing
Information design
Business and technology explainers
Presentations
Reports and supporting materials
Customer-facing content
Internal and stakeholder communications
Digital and print communications

This approach helped turn complex products, services and business concepts into communications that were easier for audiences to navigate and understand.

Campaign and marketing communications

I also supported campaign and marketing communications, adapting core messages for different audiences, channels and communication objectives.

This included developing campaign content and supporting materials that connected Sage's broader business proposition with specific customer needs and communication opportunities.

The work required balancing consistency with flexibility, ensuring communications remained aligned with the broader brand while being tailored to the context and audience.

Long-term partnership

Working with Sage over five years provided the opportunity to develop a deep understanding of the organisation, its technology environment and its communication needs.

Rather than approaching each piece of work in isolation, the long-term relationship allowed communications to build on an established understanding of the brand, audience and business context.

I worked across a range of projects and communication requirements, adapting the approach as Sage's products, priorities and audiences evolved.

Outcome

The five-year engagement supported Sage in communicating complex technology and business propositions through clearer, more accessible and audience-focused communications.

By combining strategic communication, content development and information design, the work helped translate technical and business complexity into practical communications across multiple audiences and formats.

The long-term relationship also demonstrated the value of combining strategic understanding with hands-on communication and creative capability, providing continuity as the business and its communications needs evolved.

Capability