Elizabeth Doran

Orchestrated and executed ADKAR-based OCM strategy for Digital Workplace, HRIS, ERP, and PLM digital implementations in food & beverage industry. Delivered cross-national OCM, internal communications, and training programmes for What's Cooking?, a €404M Euronext-listed food manufacturer with operations across Belgium, the UK, France, and Poland consultant, Jan-Dec 2025) Conducted organisational readiness analysis, impact assessments, and stakeholder mapping to support benefit realisation and risk mitigation. Developed and executed multi-channel internal communication strategies (presentations, reports, email, intranet, town halls, MS Teams, Slack, Canva newsletters and videos, digital learning academy modules) that cultivate trust and drive employee adoption. Built internal change capability by coaching senior leaders, creating change toolkits, and mentoring local project leads on digital acceleration adoption. Reporting to CIO, collaborated with HR and executive teams to integrate communications planning into technical project plans and roadmaps. Utilised feedback and engagement metrics to continuously improve.

Spearheaded a $4M regional arts organisation through major organisational transformation, digital migration, and a values-led culture change programme. Led major rebranding and communications strategic plan and execution. Reporting to board, provided full leadership over staff and operations. Personally led end-to-end change management for digital workplace migration to MS Teams, Trello, and Slack, encompassing planning, stakeholder communications, and company-wide adoption. Designed and implemented a multi-year EDI culture change programme, addressing resistance, evolving team structures, enhancing board capability, and sustaining change over time. Facilitated monthly all-staff and board communications, translating strategic vision into compelling presentations and narratives for diverse stakeholders. Provided coaching, conflict resolution, and performance alignment for leadership and staff during major transitions including the Covid-19 pandemic.

Championed a $8M performing arts complex with two major venues, 200+ employees, and multiple resident companies. Personally directed OCM strategy for enterprise digital transformation, integrating five departments onto unified systems, managing communications, and driving company-wide adoption. Hired the organisation's first COO and supervised CIO collaboration on transitioning digital transformation to an enterprise software platform. Achieved fiscal surpluses annually; developed new unrestricted revenue streams contributing over $300K annually to the operating budget.