LevelUp is measured on what changes in the business, not the length of the report we leave behind. These are real engagements and the outcomes they delivered. Different industries, one pattern: we do the work, and we stay accountable for the result.
The Challenge
A greenfield WA lithium processing plant was moving from construction into operations. Three separate workforces, the construction contractor, the commissioning team and the incoming operations workforce, were on the same site under different industrial instruments at the same time. This is one of the highest-risk workforce exercises in the resources sector.
What We Did
LevelUp developed and executed the full HR and IR transition, including the Employee Relations Management Plan, the operational HR policy suite and the workforce transition plan, and managed the legacy construction obligations so they did not carry into operations.
The Result
Zero lost time to industrial disputes across the transition. A clean handover from a project culture to an operations culture, with day-one liabilities resolved before they landed.
The Challenge
A WA precast manufacturer was losing significant money to process and governance failures that were not visible in its reporting.
What We Did
LevelUp traced the cost leakage to its source, corrected the process and governance gaps, and rebuilt the controls around them.
The Result
$442,000 net improvement in year one, and $2 million net in year two.
The Challenge
A WA project services company needed its HR recruitment process automated, working within an existing Azure and Power Platform environment, with no appetite to replace incumbent systems.
What We Did
LevelUp built an end-to-end HR recruitment automation that integrated four existing systems without replacing any of them.
The Result
Delivered in 17 working days. A working, integrated process inside the client's own environment.
The Challenge
A transport division was compiling reports manually across four disconnected spreadsheets, consuming senior time every month and introducing error.
What We Did
LevelUp built data and reporting automation using the client's existing tools, standardising the inputs and eliminating the manual spreadsheets.
The Result
28.3 hours saved every month, four spreadsheets eliminated, report compilation time halved, and a cleaner data governance position.
The Challenge
A large asset-intensive workforce ran a competency and authorisation framework that determined pay levels and who was authorised to do which work. The entire framework was administered by one person through a fragile network of spreadsheets, manually reconciled against exports from three separate systems.
What We Did
LevelUp restructured the framework into a layered, auditable decision model and rebuilt the pipeline to apply the rules automatically. We traced and corrected a stack of latent errors, including misclassified pay levels, and delivered a one-click refresh, a change report on every run, and full written documentation so the system could be handed on.
The Result
Accuracy moved from 27% to 99%, with the remaining difference being legitimate individual judgement no rule can express. Pay-level misclassifications corrected. The framework owner freed from full-time spreadsheet administration to do the design work they were hired for. Same team, same data, same governance obligations, a fraction of the manual work and a far stronger audit position.
The Challenge
A large multi-entity employer operating across remote communities had no organisational chart at all. Not an outdated one, none. No one could draw the reporting structure, and leadership had no single reference for who currently worked there. The only usable data was a payroll system holding around 2,000 rows with no reliable way to tell current employees from dormant records, and people working across multiple entities appeared several times over.
What We Did
Rather than run workshops asking people to describe a structure nobody could see, LevelUp treated payroll as the forensic source and built upward from the data. We cleansed and de-duplicated the extract to isolate active employees, reconstructed reporting lines record by record, and validated the structure line by line with function leads, capturing every correction with a named source and date so the structure is traceable, not asserted. We then built a working, interactive hierarchy tool the client's People team maintains directly: manager views, vacancy tracking, structured change workflows that export back to payroll, and a time-stamped change register where nothing changes silently.
The Result
Leadership now has a defensible, current and maintainable view of its own organisation for the first time. The validation surfaced data-quality problems that were invisible until the structure was drawn, all captured and worked through. The chart became the foundation for a wider People and Culture technology transformation, defining the target-state requirement for the new HRIS and sizing the data cleanse before migration.
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