Helen D’Arcy
Helen has made a positive impact on thousands of employees and their organisations through her work across the full cycle of learning and development activities. She has over 10 years’ experience in creating high quality blended learning programs for a wide range of client organisations. Helen’s an innovative program designer and a dynamic facilitator /coach in both face to face and virtual environments.
Helen’s great advantage is that she’s enjoyed a diverse management and leadership career in global corporations, SMEs and government. With an early start in accounting, she has subsequently led businesses and teams in financial services, retail, hospitality, events management, community services and education.
Helen’s broad, hands-on experience means she can quickly relate to your stakeholders and understand their workplace challenges – a big plus in program design and facilitation. She melds real-life stories with an interactive and adaptive style to create a genuine connection with program participants of all levels and backgrounds and even achieves breakthrough with ‘difficult’ audiences!
Qualifications and Accreditations
MBA – Masters of Business Administration MGSM
TAE – Certificate IV Training and Assessment TP3 / TAFE
EQi-2 & EQi-360 – Emotional Intelligence Accredited Coach
Art of Hosting Practitioner
AITD – Active Member since 2010
The Ethics Centre – Volunteer and Member since 2012
Recent Projects
- A new service model at the City of Sydney
- Solutions Partnering at Comm Bank
- Work smarter, live better program
- Delivery of an annual training calendar at NBC Sony Universal
- A “Speak Up” program for Sumitomo
- Persuasive presentations at AON Hewitt
- Improving financial acumen in the management team
- A solutions sales approach in Aged Care
- Achieve outcomes through collaboration with NSW Government
City of Sydney (CoS) libraries were remodelled to introduce a new concierge style service model – a major change for service teams.
The learning program was created with CoS stakeholders and involved a simulation of the new service environment. The learning was designed to engage team members in the new service model and address any perceived barriers.
A Coaching Program for Managers was also run to support the new service ethos and help embed the learning as each branch transitioned to the new model.
The Head of Libraries reported “It was the best investment ever made” with the change being successfully implemented across all venues.
Business Development teams in the Comminsure and Private Wealth units were transitioning away from a transactional sales model and towards a relationship /solutions partnering approach.
A learning program was designed centered around the client conversations needed to develop Trusted Advisor status. Participants prepared and practiced their own client conversations in an informal workshop environment and coaching was provided to overcome any hurdles.
Team members partnered with each other to support the implementation of the new conversation frameworks into BAU.
A learning program was designed centered around the client conversations needed to develop Trusted Advisor status. Participants prepared and practiced their own client conversations in an informal workshop environment and coaching was provided to overcome any hurdles.
Team members partnered with each other to support the implementation of the new conversation frameworks into BAU.
A half day program to support participants of all levels in managing priorities and staying focussed on the important issues during a time of significant change.
The teams undergoing this program have reported they now enjoy a greater sense of achievement and feel their lives are better balanced. Many claim to have implemented the strategies in their private lives too.
The teams undergoing this program have reported they now enjoy a greater sense of achievement and feel their lives are better balanced. Many claim to have implemented the strategies in their private lives too.
Each year, NBC collate information from the corporate strategic direction, employee annual reviews and engagement surveys to identify potential learning needs in addition to the global programs offered internally.
An annual calendar of learning initiatives was designed for Australia pitched at all levels.
Learning programs included coaching skills for managers, giving feedback, emotional intelligence, influencing skills, managing work priorities and project management. Delivery of these programs is ongoing.
An annual calendar of learning initiatives was designed for Australia pitched at all levels.
Learning programs included coaching skills for managers, giving feedback, emotional intelligence, influencing skills, managing work priorities and project management. Delivery of these programs is ongoing.
A bespoke designed ‘Speak Up’ program supported a difficult cultural shift towards honest and open conversations in this culturally diverse organisation.
AON had a group of young HIPO finance consultants looking convey credibility when presenting to more senior audiences. A program was developed around two workshops. In between the workshops, participants planned a presentation. They delivered part of their presentation in Day 2 and received highly individualised feedback and coaching.
Viacom is a global TV production company with an office in Sydney NSW. Global finance was being centralised which meant that Managers would lose their local financial business partner and need to report financial performance directly to Singapore.
The learning introduced finance and budget reporting concepts in a fun and very practical way for this largely creative audience. The change was eased in through Managers reporting on their monthly and end of quarter financial results to the Sydney financial team and received further coaching where required.
A second learning program was implemented to develop Managers’ ability to present a financial business case for local initiatives which included support in developing a business case for one of their own projects.
The learning introduced finance and budget reporting concepts in a fun and very practical way for this largely creative audience. The change was eased in through Managers reporting on their monthly and end of quarter financial results to the Sydney financial team and received further coaching where required.
A second learning program was implemented to develop Managers’ ability to present a financial business case for local initiatives which included support in developing a business case for one of their own projects.
As the industry shifts to user choice, opportunities to increase Home Care services were apparent for Montefiore. Their marketing had successfully led to an increased number of enquiries, but these were not always being capitalised upon.
A learning program was designed around adding customer value through a solutions based customer centric conversation.
The program was delivered to the entire office based Home Care team and resulted in more conversions. In addition, the learning highlighted some issues with the existing processes, and participants developed solutions which have subsequently been implemented.
A learning program was designed around adding customer value through a solutions based customer centric conversation.
The program was delivered to the entire office based Home Care team and resulted in more conversions. In addition, the learning highlighted some issues with the existing processes, and participants developed solutions which have subsequently been implemented.
A NSW government entity was struggling to deliver on its strategic plan due to conflicting views and interests amongst the different business units.
This program was developed for team leaders and business unit managers to encourage genuine collaboration so that they would work together to deliver on the strategic goals.
Groups were comprised of stakeholders with conflicting views. Workshops included a hosted round table discussion to shed light on a real work challenge which required participants to immediately put their learning to the test.
The program has been delivered multiple times around NSW. The real learning is that by opening our minds, listening with empathy and speaking with genuine intent, conflicting teams can work together and achieve great things.
This program was developed for team leaders and business unit managers to encourage genuine collaboration so that they would work together to deliver on the strategic goals.
Groups were comprised of stakeholders with conflicting views. Workshops included a hosted round table discussion to shed light on a real work challenge which required participants to immediately put their learning to the test.
The program has been delivered multiple times around NSW. The real learning is that by opening our minds, listening with empathy and speaking with genuine intent, conflicting teams can work together and achieve great things.
A new service model at the City of Sydney
City of Sydney (CoS) libraries were remodelled to introduce a new concierge style service model – a major change for service teams.
The learning program was created with CoS stakeholders and involved a simulation of the new service environment. The learning was designed to engage team members in the new service model and address any perceived barriers.
A Coaching Program for Managers was also run to support the new service ethos and help embed the learning as each branch transitioned to the new model.
The Head of Libraries reported “It was the best investment ever made” with the change being successfully implemented across all venues.
Solutions Partnering at Comm Bank
Business Development teams in the Comminsure and Private Wealth units were transitioning away from a transactional sales model and towards a relationship /solutions partnering approach.
A learning program was designed centered around the client conversations needed to develop Trusted Advisor status. Participants prepared and practiced their own client conversations in an informal workshop environment and coaching was provided to overcome any hurdles.
Team members partnered with each other to support the implementation of the new conversation frameworks into BAU.
A learning program was designed centered around the client conversations needed to develop Trusted Advisor status. Participants prepared and practiced their own client conversations in an informal workshop environment and coaching was provided to overcome any hurdles.
Team members partnered with each other to support the implementation of the new conversation frameworks into BAU.
Work smarter, live better program
A half day program to support participants of all levels in managing priorities and staying focussed on the important issues during a time of significant change.
The teams undergoing this program have reported they now enjoy a greater sense of achievement and feel their lives are better balanced. Many claim to have implemented the strategies in their private lives too.
The teams undergoing this program have reported they now enjoy a greater sense of achievement and feel their lives are better balanced. Many claim to have implemented the strategies in their private lives too.
Delivery of an annual training calendar at NBC Sony Universal
Each year, NBC collate information from the corporate strategic direction, employee annual reviews and engagement surveys to identify potential learning needs in addition to the global programs offered internally.
An annual calendar of learning initiatives was designed for Australia pitched at all levels.
Learning programs included coaching skills for managers, giving feedback, emotional intelligence, influencing skills, managing work priorities and project management. Delivery of these programs is ongoing.
An annual calendar of learning initiatives was designed for Australia pitched at all levels.
Learning programs included coaching skills for managers, giving feedback, emotional intelligence, influencing skills, managing work priorities and project management. Delivery of these programs is ongoing.
A "Speak Up" program for Sumitomo
A bespoke designed ‘Speak Up’ program supported a difficult cultural shift towards honest and open conversations in this culturally diverse organisation.
Persuasive presentations at AON Hewitt
AON had a group of young HIPO finance consultants looking convey credibility when presenting to more senior audiences. A program was developed around two workshops. In between the workshops, participants planned a presentation. They delivered part of their presentation in Day 2 and received highly individualised feedback and coaching.
Improving financial acumen in the management team
Viacom is a global TV production company with an office in Sydney NSW. Global finance was being centralised which meant that Managers would lose their local financial business partner and need to report financial performance directly to Singapore.
The learning introduced finance and budget reporting concepts in a fun and very practical way for this largely creative audience. The change was eased in through Managers reporting on their monthly and end of quarter financial results to the Sydney financial team and received further coaching where required.
A second learning program was implemented to develop Managers’ ability to present a financial business case for local initiatives which included support in developing a business case for one of their own projects.
The learning introduced finance and budget reporting concepts in a fun and very practical way for this largely creative audience. The change was eased in through Managers reporting on their monthly and end of quarter financial results to the Sydney financial team and received further coaching where required.
A second learning program was implemented to develop Managers’ ability to present a financial business case for local initiatives which included support in developing a business case for one of their own projects.
A solutions sales approach in Aged Care
As the industry shifts to user choice, opportunities to increase Home Care services were apparent for Montefiore. Their marketing had successfully led to an increased number of enquiries, but these were not always being capitalised upon.
A learning program was designed around adding customer value through a solutions based customer centric conversation.
The program was delivered to the entire office based Home Care team and resulted in more conversions. In addition, the learning highlighted some issues with the existing processes, and participants developed solutions which have subsequently been implemented.
A learning program was designed around adding customer value through a solutions based customer centric conversation.
The program was delivered to the entire office based Home Care team and resulted in more conversions. In addition, the learning highlighted some issues with the existing processes, and participants developed solutions which have subsequently been implemented.
Achieve outcomes through collaboration with NSW Government
A NSW government entity was struggling to deliver on its strategic plan due to conflicting views and interests amongst the different business units.
This program was developed for team leaders and business unit managers to encourage genuine collaboration so that they would work together to deliver on the strategic goals.
Groups were comprised of stakeholders with conflicting views. Workshops included a hosted round table discussion to shed light on a real work challenge which required participants to immediately put their learning to the test.
The program has been delivered multiple times around NSW. The real learning is that by opening our minds, listening with empathy and speaking with genuine intent, conflicting teams can work together and achieve great things.
This program was developed for team leaders and business unit managers to encourage genuine collaboration so that they would work together to deliver on the strategic goals.
Groups were comprised of stakeholders with conflicting views. Workshops included a hosted round table discussion to shed light on a real work challenge which required participants to immediately put their learning to the test.
The program has been delivered multiple times around NSW. The real learning is that by opening our minds, listening with empathy and speaking with genuine intent, conflicting teams can work together and achieve great things.
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