Our Work

Courts and tribunal process transformation, UK

Pivot supported one of the UK’s largest public sector transformation programmes, established to modernise the administration of justice through digital services, redesigned processes, and new operating models. Pivot delivered complex end-to-end process re-engineering across multiple court and tribunal jurisdictions, redesigning legacy justice processes that had evolved over decades into digitally enabled operating models capable of supporting national-scale service delivery.

This project required extensive engagement with the judiciary, registry staff, and a broad range of operational and policy stakeholders to translate reform objectives into workable future-state processes. The programme operated at national scale, spanning millions of service users, multiple justice institutions, and significant legislative and organisational change.

Case management platform implementation support, UK courts

Pivot was engaged to provide targeted support to a critical case management platform implementation within a major national courts transformation programme, where complexity, operational pressures, and competing stakeholder expectations had created significant delivery challenges.

The work focused on identifying where technology design, operating processes, governance structures, and user needs had diverged, and establishing the changes required to restore delivery confidence. Operating across judicial, registry, technology, and programme leadership stakeholders, Pivot helped strengthen the implementation pathway at a critical point in the programme.

User experience review: Agreement Approval Process

Australia’s national workplace relations tribunal engaged Pivot to examine the experience of employers, employees, and representatives navigating its Agreement Approval Process, as part of a broader focus on making Commission services more accessible, user-friendly, and efficient. The review analysed case management processes and procedures, communications throughout the approval process, information resources, and how Commission staff and members engage with users at key touchpoints.

Recommendations addressed the full user journey: clearer communication of timelines and procedural expectations, more accessible guidance on technical requirements, better support for applicants in understanding why applications are deficient, and more proactive engagement from the Commission at critical stages. The work gave the Commission an evidence-based basis for practical improvements to one of its most heavily used processes.

Strategic and operational planning across government agencies

Over several years, Pivot was engaged across multiple strategic and operational planning assignments spanning federal and state government departments, law enforcement agencies, and major non-profit organisations. Clients included departments of Education, Justice, and Health across multiple states and territories, several Australian police forces, and a number of significant charitable organisations.

Each engagement involved extensive consultation with executive leadership, internal and external stakeholders, and analysis of the funding landscape and operating environment. The work translated complex organisational contexts into clear strategic priorities and realistic operational plans capable of withstanding scrutiny from boards, ministers, and funders.

In several cases Pivot was subsequently engaged to translate strategy into one to three year implementation roadmaps, defining priorities, sequencing initiatives, and establishing the governance frameworks required to keep delivery on track.

Evaluation of community safety and cohesion programs

Pivot was engaged to evaluate the effectiveness of community safety and cohesion programs on behalf of a Ministerial Taskforce representing the Department of Premier and Cabinet, Victoria Police, the Department of Justice and Community Safety, the Department of Health, the Department of Families Fairness and Housing, and the Department of Education. The engagement examined the design and delivery of programs across targeted communities, assessed whether they were achieving meaningful change, and identified where investment and implementation could be strengthened.

The engagement required highly sensitive consultation with program providers and community stakeholders alongside rigorous analysis of program data, operating within strict confidentiality protocols and navigating competing institutional perspectives across a complex multi-agency environment. Findings informed government decisions on program continuation, redesign, and investment priorities.

Program integrity and compliance review, remote service delivery

Pivot was engaged by a Commonwealth agency to assess whether operating models, controls, and accountability mechanisms were sufficient to support intended outcomes across service delivery organisations operating in highly remote locations and with vulnerable communities. The work involved extensive on-site engagement, auditing of operational and financial data, and structured stakeholder consultation with funding recipients, community representatives, and government officials.

The engagement required navigating significant sensitivities around community relationships, cultural context, and the consequences of findings for organisations and the communities they served. Findings were provided directly to senior Commonwealth officials and informed funding and governance decisions.

Justice reform initiative, United Nations and World Bank

Pivot was engaged by the United Nations and World Bank to support a justice reform initiative examining the effectiveness of court administration and case management arrangements within a national justice system. The engagement examined operational performance, governance structures, case processing workflows, and opportunities for digital enablement across a system operating under significant capacity and resource constraints.

Working alongside judicial leaders, government officials, and international development partners, Pivot identified practical reforms to improve efficiency, transparency, and access to justice. The work required translating internationally recognised reform principles into recommendations that were realistic within the political, institutional, and resource constraints of the operating environment.

Independent integrity and effectiveness review

Pivot was engaged by the United Nations to independently assess the integrity and effectiveness of development programs operating across multiple countries. The review drew on analysis of financial and operational data, on-the-ground observation, and extensive stakeholder consultation across program staff, implementing partners, and beneficiary communities.

The work examined program outcomes, governance and accountability arrangements, and vulnerabilities in design and oversight where institutional controls are limited and the consequences of failure fall on vulnerable populations. Findings were provided directly to senior institutional leadership and informed significant changes to program design and oversight arrangements.

This engagement required analytical rigour to interrogate complex financial and operational data, the judgment to navigate sensitive institutional dynamics, and the independence to deliver evidence-based conclusions.

Operational design of child protection case management systems

Pivot was engaged by UNICEF to provide advisory services on the design of modular child protection and child placement case management processes for deployment across humanitarian settings in multiple countries, spanning conflict-affected and post-disaster environments.

The work addressed a critical operational challenge: how to build case management frameworks that allow for necessary local adaptation without creating the kind of variability that leads to inconsistent decision-making and unequal outcomes for highly vulnerable children.

Pivot developed structured process and governance models designed to support rapid deployment, local adaptation, and consistent decision-making across diverse and resource-constrained operating contexts. The engagement required translating child protection principles and operational realities into practical frameworks that could function reliably in environments where institutional infrastructure is limited, staff turnover is high, and the consequences of poor case management fall directly on children at risk.

This work drew directly on Pivot’s experience in court and tribunal case management, justice system process design, and case management system implementation across complex institutional environments.

Review of customer outcome and service reform initiatives

Engaged by one of Australia’s major banks to confirm and examine why a customer reform initiative was falling short of intended results, and to define a clearer path forward. The bank suspected that implementation was not delivering as designed; the task was to identify evidence of this, diagnose why intended outcomes weren’t being achieved, and develop practical recommendations to get the program on track.

The review drew on stakeholder interviews, operational data, and frontline perspectives across the organisation to build an evidence-based picture of where initiatives had stalled, where the gap between design and operational reality was widest, and what was required to close it. Findings were delivered directly to senior leadership alongside a practical roadmap for strengthening delivery, improving measurement, and embedding accountability for customer outcomes across the organisation.

Pivot was subsequently re-engaged to support implementation of several pilots arising from the review’s recommendations.

The engagement reflects a type of work Pivot is regularly sought out for: situations where an organisation knows something isn’t working but needs independent verification, clear evidence, and a defined path forward.

Customer experience program design for a major insurer

Engaged by a major Australian insurer to design and establish a strategic customer experience program aimed at improving customer outcomes and operational performance. Working with senior stakeholders, Pivot defined program objectives, developed governance arrangements, identified success measures, and built a practical implementation roadmap, before supporting the pilot phase and early-stage review and refinement.

The engagement drew directly on Pivot’s experience improving customer and user experience in courts and tribunals, where the same challenge applies: delivering better outcomes for people navigating complex, high-stakes processes within a tightly regulated environment.

Strategy and revenue redesign for a major children’s charity

When one of Australia’s largest children’s charities needed to fundamentally rethink how it generated and deployed revenue, Pivot led the strategy and revenue model redesign across a $90 million operating base. The work required engaging senior leadership and boards across all states and territories on difficult questions about program prioritisation, funding dependency, and organisational sustainability, alongside extensive market research to map funder needs, market size, and the competitive landscape.

The resulting model gave the organisation a clearer basis for resource allocation and a more defensible position with funders and government partners. The engagement drew on Pivot’s experience supporting government and public sector clients with business case development, strategic planning, and stakeholder engagement in environments where decisions must be evidence-based and capable of withstanding external scrutiny.

Independent evaluation of regional community investment programs

Engaged by a major Australian resources company to provide independent assurance that significant social investment was translating into measurable community outcomes across a multi-million-dollar portfolio of initiatives spanning regional, remote, and Indigenous communities.

The review involved on-the-ground engagement across multiple locations, structured consultation with community organisations, funding recipients, and local stakeholders, and rigorous analysis of financial and operational data. The work examined whether funded programs were achieving intended outcomes, assessed alignment between investment priorities and actual community needs, and identified factors contributing to both success and underperformance.

Findings were delivered directly to senior leadership and required the independence to present an honest assessment of a mixed picture: programs that were working, programs that were not, and the organisational and design factors driving the difference. The review gave the organisation a more credible and defensible basis for future investment decisions and a stronger framework for demonstrating genuine social impact.