Case studies

Kids First Australia needed its trauma-informed Early Years Education Program to reach far beyond the sites it started in. We turned a relational, in-person model into scalable eLearning for early childhood teams across Victoria.

Metropolitan College wanted a Moodle environment that looked and worked like its brand. The catch was Moodle Workplace, a more restricted platform, so we rebuilt the experience within those constraints.

Leeds University Business School wanted carbon literacy built into staff and student capability. We designed a short, self-directed course with the university's own subject expert, rather than a workshop that fades.

By late 2019 RMIT Online was growing faster than its procurement could commission course design. We became the standing design partner, so new courses could move without re-running approvals each time.

The University of New England's long history in distance education had become the constraint. We modernised its digital learning environment at scale, against rising student expectations and post-pandemic competitive pressure.

The London School of Economics needed high quality video to bring its digital learning environment to life, in year one of a multi-year Moodle theme and learning environment engagement.

RMIT's College of Business and Law wanted its MBA to look and feel like the flagship it was meant to be. We designed four premium courses to a visibly higher standard.

Online CPD already made up around 30% of the Australian Physiotherapy Association's revenue. We sized where international growth was genuinely real rather than assumed, and set out how to pursue it.

Chisholm Institute's Certificate IV in Mental Health had served students well while the workforce moved on. We redesigned it around digital literacy, trauma-informed practice and cultural competence.

Howard Hughes Medical Institute's Educating for Freedom course already worked. We uplifted it with new animations and Canvas design, and widened its scope from equitable teaching to inclusive teaching more broadly.

Five universities, one shared careers micro-credential. The Australian Technology Network had mapped the learning and held most of the content. We built it into a coherent programme they could all run.

Ten humanitarian organisations wanted portable digital credentials but had no shared definition of child safeguarding. In five weeks we built seventeen foundational competencies the whole Alliance could recruit and train against.

Students across the University of Sydney's architecture, design and planning programmes had no single view of their progress. We built a progression planning tool so they could stop piecing it together themselves.

Physics at the University of Sydney runs online, blended and in person, often for one cohort in one semester. We redesigned the Canvas course so it flexes across all three.

Incoming international students at the University of Sydney needed information staggered across arrival, not delivered in one day-one dump. We built a custom Canvas experience where the sequencing did the work.

Boards are meant to govern safety, not just receive a quarterly report. With Edith Cowan University and the NSW Centre for Work Health and Safety, we built a board self-assessment on Compass 360.

Employability usually sits in a careers office, separate from the curriculum. Edith Cowan University wanted it built into the student experience across disciplines instead, so we designed it in rather than bolting it on.

The University of Southern Queensland wanted to launch UpSkill without building a storefront, payments and enrolment from scratch. Course Hub gave them the commercial pipeline and let them focus on the courses.

Kids First Australia's strategy had carried it from 2017 to 2020. What it needed next was not an update but a genuinely long-term view, so we built a ten-year strategy.

Consent education for people navigating trauma asks a lot of a platform. We built To Future Me for Kids First Australia so the interface never added to the difficulty of engaging with the content.

Governance in policy systems resists being taught as a slide deck. UNSW Canberra needed it fully online on Moodle for public-sector students, without losing the substance that makes the subject matter.

Unity Environmental University was rebranding and moving to hybrid delivery. Its Canvas environment was fragmented, inconsistent and still carrying the old brand, so we rebuilt it around the new one.

CIPFA knew its training-purchasing journey was not converting as it should. Anecdotal evidence tells you something is wrong but not what to fix, so we found the friction and removed it.

Seven Irish universities, one national micro-credentials marketplace. We built microcreds.ie for the Irish Universities Association after a competitive EU tender, solving a genuinely harder problem than a single-institution storefront.

An online Master's in Teaching has to match the on-campus programme and satisfy California's accreditation requirements. We built Santa Clara University's Canvas learning environment to do both.

Auckland University of Technology was moving more than 29,000 students to Canvas. A straight lift and shift was the easy path. AUT took the harder one and standardised design quality on the way.

An alumnus proposed a digital film school at St Andrew's College with the University of Sydney's Film School and industry partners. We tested whether the market, commercial and financial case actually held.

The Institute of Positive Education had genuinely valuable research-based curriculum resources and no straightforward way to get them to educators. We built the WordPress portal that removed the middle step.

The University of the Highlands and Islands is thirteen separate institutions. Communication there does not fail for want of software, so we scoped a shared intranet around how thirteen cultures actually work.

Building a mental health support workforce at NHS scale means getting guidance to managers and planners quickly. We built a digital toolkit for the National Workforce Skills Development Unit at Tavistock and Portman.

A compliance-shaped module would have covered the requirement. The University of Sydney wanted architects to genuinely engage with Indigenous ways of knowing, so we co-designed one over three years of community consultation.

RMIT wanted to launch an online university in 2016, and fixed academic headcount does not flex with demand. We supply around 300 adjunct academics and industry specialists, and have done ever since.

A competency list tells a member what they should know, not what to do next. For CPA Australia's 160,000 members we built a capability framework and a self-assessment that points somewhere real.

Legal education has a reputation for being taught the way it always has been. RMIT Online wanted a Graduate Certificate that engaged seriously with legal innovation, data privacy and technology governance.

Semester 1 of 2020 was not going to wait for a considered transition plan. We uplifted Queen Mary University of London's online teaching offering fast, school by school rather than one generic briefing.

Continuing professional development does not stay still. CPA Australia needed a future-focused view of where its own CPD should head, so we built a five-year digital learning ecosystem strategy.

In early 2020 UNSW's international students could no longer attend in person. We moved a foundations cyber security course fully online without losing what made the academic's own teaching work in the room.

Executive education delivered with a global programme manager needs experienced online tutors ready, not a slow recruitment cycle. We built and managed a global talent pool for the University of Oxford.

A leadership course at Melbourne Business School did not fit Canvas's default enrolment flow. Rather than bend the course to the process, we built a registration experience around how the programme actually runs.

Melbourne Business School's online pathways each looked a little different depending on who built them last. MBS wanted consistency and the in-house capability to maintain it without calling us every time.