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Translationz is a leader in translation services and language interpreting services. For more than ten years, our translation teams have served businesses, individuals and governments. Translationz has aproven track record of delivering high-quality translations and interpreting services, in over 100 languages, to thousands of clients across Australia.In this role, I define and implement digital technology, processes and organisation change initiatives to drive growth and support superb levels of client satisfaction. Using technology as the foundation, Translationz delivers consistently high quality service, efficiently, with personalised client experiences. Solutions are implemented across Australia, US/Canada and Asia.

Consulting work specialising in senior Project and Organisational Change management roles for a variety of Australian and US organisations. Clients range from ASX 200 and Fortune 500 companies to start-ups and medium businesses. 2016Organisation Change Manager - Major Australian Food Company(Relevant areas: Food product life cycle, product specifications, Dessault systemes, change management, training, communications and stakeholder management)SAP Go-Live Change Manager - Major Australian Food Company(Relevant areas: SAP Hana, SAP training, SAP performance support, communications, change readiness, quality management and reporting)2015Global Project and Change Manager - People - Global Engineering Company(Relevant areas: Human Resources, Hay Group job classification system, change management and communications, Workday HR and project management)Strategy and Change Manager - Channels and Partnerships - Regional Consulting Organisation(Relevant areas: Channel strategy, partner agreements, change management, communications and marketing)Change and Training Manager - SAP Implementation Go Live - Australian Utility Company(Relevant areas: SAP training, SAP Go-Live, Communications, Organisation Change Management)

Responsible for the organisational change management, training and performance support aspects of a business transformation program of work. SAP is the foundation technology used to enable the business change.

The initial focus of this project was to provide a platform the consistent roll-up reporting of projects across the University with a focus on Information Technology and Infrastructure projects reporting to the Director – Information Technology. The scope broadened to a full-lifecycle project and portfolio reporting. My role included: • Assessed Project Services capability utilizing CMMi as a foundation • Defined report requirements and managed the development of the reports • Selected MS Project Server 2010 as standard project and portfolio management tool • Developed rapid prototype including the reporting system • The rapid prototype included milestones, financials, issues, risks, governance and status information and provided • Obtained Executive approval for prototype • Managed pilot rollout of Project Server to two major divisions (Information Technology and Infrastructure) • Standardised reporting has been piloted and will be rolled out the entire organization in 2011.The approved solution has the capability to provide a single integrated view of deliverables and schedules across programs and divisions, support program oversight, project document repository, support informed decision making, report cross project dependencies, and provide a dashboard for the status of all projects across the organization.

Contract CEO for launch of eProcurement business in Australia. An early stage New Zealand based eProcurement software as a service (SAAS) provider was expanding internationally. This was a short term contract to get the business started in Australia. The software was a hosted (cloud) solution targeting the Higher Education market. • Launched eProcurement software solution in Australia to the Higher Education market• Developed market entry strategy • Developed pipeline • Sold ‘early adopter’ client.

This portfolio of work had stagnated and I was appointed as the turnaround Director to get the portfolio back on track. My role was a ‘client-side’ consultant acting for AirServices Australia (ASA). The business driver was to safely enhance the air traffic control tower infrastructure and technology to meet the current and future air traffic control requirements. Conducted a strategy review and structured the Portfolio into three program areas: • New Tower Construction (4 new air traffic control towers are now under construction in Melbourne - Tullamarine, Adelaide, Rockhampton and Broome)• Tower Technology (new suite of technology products for towers)• Tower RefurbishmentThe strategy identified external vendor expertise was required for the design and build of the new towers, the refurbishment of the existing towers, and that the ASA should ‘buy versus build’ the new tower air traffic control system. Therefore, I restructured and recruited a team seven person core team of ASA and contractor resources.My role included:• Developed business cases and strategy for all areas of the program ◦ Strategy, business models, business justification, scope, risks, prioritisation, financials and associated Project Management Plan • Full responsibility for planning, staffing, schedule, budget, safety, risk and vendor management• Full financial responsibility• Managed complex stakeholder relationships in highly regulated environment (Airlines, Airports, Government, Regulators, Vendors and ‘C’ level client personnel and staff)• Achieved Executive and Board approval of strategy• Negotiated contracts with vendors• Engaged and managed various vendors• Delivered against approved project plan on schedule and under budget• Developed and released multiple tenders (RFT and RFPs) to support the program of works• Managed the program of works including direct and matrixed personnel and vendors• Selected staff for succession plan

Reporting to the PMO Director, a newly established PMO managing a $100+ million annual capital expenditure budget needed assistance with all aspects of the operational aspects of the PMO. The initial focus of the role was to instill project and program management discipline across the organization. My role included:• Evaluated project management methodologies (PMBOK and Prince2)• Established Project Governance framework• Managed update and rollout of project management methodology documentation• Performed PMO organization design (A$100m+ annual spend) and identified reporting standards• Established standards for the quality of a business case• Selected and installed MS Project Server for standard project management tool including◦ Capacity management definition and management◦ Project prioritisation (manual process that was integrated into the system)◦ Definition and development of KPIs and associated status reports (Organisational dashboard, Portfolio, Projects(>$100K) and Tasks (<$100K) and reporting requirements◦ Risk management framework and Issue Management and standardised reports• Planned and conducted health checks of major/strategic projects• Acted as key advisor to PMO Group Manager. After Group Manager retired – offered the position of PMO Group Manager

Running the Melbourne 2006 Commonwealth Games was a complex challenge that required defined roles and accountabilities. In such a complex undertaking, there was a risk of critical items falling between organizational boundaries. My role was to ensure that risks were identified and addressed through:• Conducted health checks and working with the Executive, Directors and Program leads to resolve issues and risks• Coached on project management fundamentals including risk identification, assessment and mitigation• Resolved major omissions in planning before they became an issue.

I built a consulting business specializing in strategic change, program management, Siebel CRM and Great Plains ERP before successfully selling in 2002. I was responsible for 100% of sales while maintaining >75% chargeability at various clients. Worked with, and sold to, ‘C’ level management at clients. The business grew at greater than 100% compound revenue growth prior to the sale. Built the Microsoft Great Plains and Siebel practice areas > 20 clients. The business was sold so that family could move to Australia and I could undertake my Masters in Innovation and Entrepreneurship Degree.

Recruited to the leadership team of the Organisation and Strategic Change practice. Developed market entry strategy and arranged key channels within PWC for the Organisational Change practice in the Telecommunication industry. Led the mid-west Organisation Change Telecommunications group before being asked to lead the mid-west Organisation Change Products group.Key Projects and Results:Strategy and Organisational Change Consulting – PeopleSoft HR – Ford Motor Company Detroit USAJune 1997 – January 1998• Assisted with writing the Strategic Change part of the proposal• Defined the change strategy for US$100m+ PeopleSoft HR implementation.• Managed organization change project for call centre technology roll-out. The call-centre project was a quick win associated with the overall technology renewal process.Strategy and Organisational Change – Products Practice– PriceWaterhouse Chicago USANovember 1997 – January 1998• Appointed to lead the Mid-west USA practice lead for Organisational Change – Products• Participated and facilitated internal Products industry related strategy sessionsStrategy and Organisational Change – Telecommunications Practice– PriceWaterhouse Chicago USAAugust 1997 – October 1997• Recruited external and internal candidates to be part of the Telecommunications Strategic Change practice• Sold multiple related projects resulting in > US$2m in consulting revenues and a pipeline of $10 million• Staffed and provided account management client accounts• Maintained 90% chargeability while performing these functions

Summary:Sold and managed various projects predominantly to do with IT strategy and organisational changeRecognized as an expert in PMO set-up and operationsWorked predominantly in the Telecommunications industryKey Projects and Results:Procurement Change Strategy – Ameritech (AT&T) Chicago ILNovember 1996 – January 1997Selected by CIO to review and identify appropriate controls for all Information Technology procurement across the business. The business driver was to stop non-compliant hardware and software from being purchased and enforce standard environment goals. Team consisted of seven people and distributed stakeholder for the strategy development. Consulting budget – Approximately US$150K. Recommendations were fully implemented. Policies and procedures were updated. Audit and enforcement commenced. Program Office Set-up and Operations Consultant – Ameritech (AT&T) Chicago USA1997The Billing division within this major telecommunications company had hundreds of millions in annual project expenditure and did not have an effective way to manage the project lifecycle. The purpose of this project was to set up a Program Office for the Billing division and improve overall project delivery and benefits realisation. • Identified and rolled-out standard project planning, tracking and reporting• Managed consolidated risk and issue logs• Developed capacity management model (supply and demand)• Facilitated executive meetings associated to develop priorities and integrated business planOrganisational Change Management – Ameritech (AT&T) Chicago USA1995 – 1996Ameritech was implementing a major billing software based on a solution (FlexCab) I had involvement at Telstra Australia. My role was to:• Define the software quality management framework. The Capability Maturity Model was selected over ISO9001• Managed the strategic review