Showcasing Fyusion’s Talent: Amy Simpson-Deeks

Posted on August 1st, 2016 by admin

AmyAmy joined Fyusion in 2013 as a research assistant and technical writer. She had recently completed a Master of Creative Arts (Research) at UTS, where she had also been awarded the University Medal for her Honours thesis in 2010. At that time she was working as a freelance literary editor and lecturing in the Writing program at UTS (she continues to lecture in both the undergraduate and postgraduate programs today).

Amy’s strong background in writing and academic research, as well as her experience in delivering lectures, workshops and seminars, meant that she was well positioned to contribute to Fyusion’s consultation work, and she was quickly promoted to Senior Consultant. In this role she has worked on a wide range of projects, from organisational reviews to procurement research, further developing her skills in technical writing, data analysis and facilitation.

“The best thing about working at Fyusion is the diversity of our projects – no two are ever the same! I am constantly learning new things and building new skills. Being part of a boutique firm has given me a lot of opportunities to try new things and take on challenges. I love the collaborative style of our workplace and the commitment of the team to delivering work of outstanding quality.”

This year Amy is stepping into a Principal Consultant role at Fyusion. This will involve leading projects, managing client relationships and helping to further develop Fyusion’s business networks.

“Once again I have been given an opportunity at Fyusion to stretch myself, and I am genuinely excited to take it on. I’m looking forward to contributing to Fyusion’s growth and to hunting down new opportunities for us as a team.”

Amy’s key area of interest is organisational review and change management, although she also has a growing interest in workplace culture.

“What we’re seeing at the moment is that our clients are all dealing with high levels of change, and these changes are likely to keep coming. One of the key hurdles to implementing change can be entrenched cultural factors – for example, staff who have historically worked in isolation being asked to work in a more collaborative way. Naturally there can be some resistance to change, particularly when it is constant. Getting structures and processes right certainly helps to support change, as does making sure you have the right people in the right roles. But I think it is also important to think about how culture can be managed – how can people be brought together to work towards shared goals, or made to feel that they are an integral and valuable part of the change process? If workplace culture doesn’t support change it is an uphill battle. This is something I am looking forward to exploring in greater depth in my new role.”

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