Melbourne & Surrounds | Victoria | Australia

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A diversified range of clients


Below is a list of some of  some of the clients we have helped develop strategic thinking.

ICD Property

Melbourne, Victoria

Program Director/ Facilitator: HBDI  Team Building with Different Thinking styles  Workshop

Monash Australian Centre for Retail Studies

Melbourne, Victoria

Program Director: Customer Centricity, Change Management; Strategic Planning

Deakin Prime


Consultant / Facilitator: Corporate Learning and Development Academy

DBS Bank


Program Designer / Facilitator: Change Leadership Project

Warner Institute of Business

Melbourne, Victoria

Program Director / Facilitator: Leadership, Management. Strategic Planning

Smart Water Fund


Consultant / Program Facilitator: Change Management Project, HBDI Communication and Customer Workshop

Kingston City Council


Consultant: Customer Service and Brand Realignment Project

City of Ballarat


Consultant / Facilitator: HBDI and Change Leadership  Workshop



Facilitator, Case Study Assessor: Shine Change Management Program
Development Centre Assessor and Report Writer: DBS Bank Singapore

Abbott Pharmaceuticals EPD


Zurich GM  Development Centre Assessor and Development Coach|
APAC GM Development Centre Assessor and Development Coach

Levi Strauss and Co

Greater China

Consultant / Program Facilitator: Strategic Planning and Change Management Leadership program

Greater City of Shepparton


Consultant / Program Facilitator: Customer Centricity Program

D.B. Schenker


Program Facilitator: Leadership, Customer centricity and Communication

World Weave

Melbourne, Victoria

Strategic Business and Marketing Consultant

Fabienne International

Hawthorn, Victoria

Strategic Business and Marketing Consultant: Strategic Planning and Brand Management

Detailed information on


Please browse through the list below. Including detailed information on select case studies.

client-levisSCARLETT STRATEGIC’S Retail Leadership  Program:

Building the Future Leaders for Levi Strauss and Co: Greater China

Levi Strauss and Co restructured its Asian enterprise in 2009 and created the Region of Greater China comprising of China, HK and Taiwan. Charged with impressive growth targets, Levi Strauss and Co greater China mapped a path for successful expansion which included the development of its high potential regional leaders.

As a well respected retail specialist  Scarlett Strategic Solutions was appointed the task of partnering with a Singapore based Consultancy with  Levi Strauss and co, to  accelerate the company’s talent in order to meet regional growth and business requirements .In collaboration with the LS and Co  Centre of expertise for global talent management,  Janey identified the burning issues on long term business planning, and designed a comprehensive program to improve leadership capability in strategic planning, customer centricity and leading change  .

Remaining true  to her specialized  approach,  Janey customized a Retail specific program, and integrated a seamless series of modules delivered in workshop style forums to the designated Hi potential participants.  Key to the success of the project was  Janeys  use of the Hermann International ‘Whole Brain Thinking’ model, (HBDI), a qualitative psychometric assessment tool, designed to gauge individual and team thinking preferences.

The workshops overlaid a variety of learning techniques, combining  Janeys Global retail insights from Monash University, (Melbourne Austr) with relevant strategy models and Retail case studies, to assist the participants in applying best practice to their current issues in Greater China

Retail Strategic PLANNING Capability Framework

Janey introduced the concept of ‘The Retail Pentagon’  to assist LS and Co leaders to define the competitive forces that shape retail strategy, and built expertise in defining core brand competencies, and competitive advantage as a  building block to strategic planning.

The Retail Pentagon

The five elements of the Retail Pentagon are those aspects of retailing operations that are immediately visible to, and experienced by, consumers. By performing very well in all of these areas and excelling at one or more of these elements, retailers are able to differentiate themselves from their competitors, create a unique character for themselves and become the first choice destination for their core consumers. The value of the Retail Pentagon is that it provides a convenient analytical framework for the formulation and ongoing reassessment of retail marketing strategy.

Particularly successful was the combination of this model with a Global retailer case study supplied by   Janey in conjunction with Monash  University . Australia.


Essential to the strategic Planning process for Retailers is the leadership competency of ‘strategic visioning’. SCARLETT STRATEGIC’S program employed the Groves “Strategic Visioning Model’’  as a tool to assist LS and Co leaders to  create  vision for their BRAND and  business unit and articulating and sharing them by identifying compelling themes. The workshop focus was then the combination of this’ story for the future’, with clear priorities and strategies to anchor create and deliver value Participants explored their brands  Customer Value Proposition. : an advantage that influences their target customer to select their products over competing alternatives.  A fundamental part of the program’s success was the application of the HBDI model to give participants an understanding and awareness of theirs and their team’s propensity to adopt a visionary approach to their operational effectiveness.

The Customer Experience Canvas

The final Strategic Planning Building block was the application of each of the stages to the Customer experience Canvas,  a blueprint which became a shared language allowing the LS and Co team to describe and crete customer experience strategies for their targeted customer segments. The key point of the canvas was for the group to view it from the same perspective and talk about the same thing – namely, creating a unique and differentiated customer experience.It ensured that the leader group thinks holistically about their Levi’s brands, and prevented them from getting stuck on the details when generating strategic initiatives.

Change Leadership

SCARLETT STRATEGIC ‘s Retail change management expertise provided  the L S and Co high potential leaders group with a series of modules on change management answering to leadership competencies of innovation, persuasion and influencing skills and dealing with resistance to change. Interwoven throughout the program were insights into global retail change strategies and the application of the HBDI model to give participants an insight into their own thinking styles and approach when managing and dealing with change.

Key success factors

  • Retail sector specialist  expertise
  • The self-awareness gained from the Hermann International psychometric tool
  • The combination of  per work, models, tools, case studies and theory
  • The LS and Co workplace project applying the models and tools in current business case scenario.
  • Follow-up sessions with managers in relation to application of tools and models to L S and Co issues
  • Monash University ‘Global Retail insights’ highlighting world’s best practice in retail strategy and change.