Responsible for establishing and leading UnicornX's Data & AI Service offerings, building strong client relationships, and pursuing new opportunities. Implemented and managed strategic partnerships with key suppliers such as Microsoft, AWS, and Snowflake, and provided Professional and Advisory Services to clients across various industries and government sectors. Managed bidding processes, talent acquisition, and contract management, as well as enhancing UnicornX’s internal capabilities and brand, such as Information Security and Government tendering processes.

Being able to meet data management and compliance requirements in a highly regulated industry can be resource intensive and extremely challenging. It is even more so when an organisation has undergone a series of mergers and acquisitions, which resulted in a significant legacy of uncurated data, low data literacy, and no cohesive data governance framework in place to meet newly legislated data compliance reporting requirements.Working with third party consultants, client in-house data management experts, and client strategic procurement, Adrian designed and led a program of works to identify and implement a holistic data management platform which supported the client's data governance goals of improved data literacy, secure data access, consolidated data management, stewardship, quality and governance capabilities.The objectives of the program were to:Provide thought leadership and guidance on both the product selection process and technology fit Identify, validate and prioritise functional and non-functional requirementsConduct a market scan of data management products and their capability and service offeringsGenerate a shortlist of candidate productsConduct a detailed desktop assessment of shortlisted productsProvide an assessment and product recommendation for procurementDeliver a costed plan to implement and operationalise the chosen technologySupport the development of in-flight data literacy and data governance frameworks

Cultivated and contributed to intelia's Delivery Craft best practices based on industry experience and current regulatory expectations.Collaborated with intlelia delivery managers, consultants and customers to establish and enhance procedures for increasing delivery efficiency and labour investments.Consulted with intelia's customers on delivery management practices, delivery frameworks, plans and related technologies.Coordinated with intelia practice managers, technical leads and talent development resources to establish guidelines and best practices for project implementation and strategic alignment.Oversaw and supervised onsite consultant teams and liaised between teams and client stakeholders to achieve strategic program objectives.Maintained quality-focused performance benchmarks and schedules when directing project teams.Developed program management proposals, management plans, business cases and delivery frameworks for intelia's clients in Logistics, Energy, Banking & Finance and Higher Education.

Project Managed a team of intelia and Crown Resorts resources to migrate an on-prem data platform to Big Query on Google Cloud Platform.

Partnered with technology, digital and customer channels to define the Epic Business Case and execution roadmaps including identity and architecture decision points, continuous delivery and risk and management frameworks.Designed and delivered a multi-year Authentication Reengineering program (Epic) to modernise Auspost’s Identity & Access Management services on Auth0, simplify the Identity and Access Management landscape, reduce critical reliance on existing legacy IDP technology and uplift Product Engineering's Essential 8 complianceEstablished effective strategic relationship management across business partners, technology and suppliers to rapidly deliver value.Led vendor selection, pricing, development of vendor performance standards, suggesting approaches to optimise vendor efficiency and contain costs.In line with the "One Australia Post" approach, established cross-functional tribes, Epic working groups, communication channels and guidelines required to harmonise ways of working across multiple crafts, business units, suppliers and delivery portfolios.Led business development evaluation, supplementary business cases and business analysis.Established Epic governance and continuous delivery framework, tools, software, vendors, processes and patterns.Facilitated knowledgeable planning and implementation through educating management on processes and procedures standard in other parts of the business.Recruited and hired top-level employees with expertise in Identity and Access Architecture and Cyber Risk Management, adding depth and talent to the highly skilled team.Planned and conducted delivery strategy meetings to brainstorm new ideas and deliver program and milestone updates.Refined program efforts to meet defined objectives by implementing timelines, budgets, monitoring and quality assurance methods.

I was engaged by AEMO through Intelia to deliver a draft Program Management Plan for AEMO’s West Australian Distributed Energy Resources (DER) DER Program. In collaboration with AEMO Stakeholders in WA, AEMO PMO, as well as Wholesale Electricity Market (WEM) and South West Interconnected System (SWIS) impacted stakeholders, the Program Management Plan defined the program objectives, scope and governance structure. The plan also provided a detailed stakeholder management plan, Organisation and resource structure, as well as communication, quality management and performance reporting. This ensured AEMO had a foundation to begin building the WA DER Program and achieve the actions and outcomes of the WA Government’s Distributed Energy Resources (DER) Roadmap.

As a Senior Project Manager withing the Corporate Technology Portfolio I delivered the following Projects:Pogo Intranet UpliftThe existing Australia Post intranet, known as “Pogo”, was highly customised, required specialist technical support that was both costly and difficult to resource. It was hosted on a declining platform that was limited in its technical capabilities, resulting in less than half of Australia Post’s workforce having access to it. I was tasked with delivering a reengineered intranet on Microsoft SharePoint Sites. In February 2020 the project successfully launched “Isaac”.IFRS 16 (AASB 16) Lease Accounting RemediationIFRS 16 (AASB 16) was the new accounting standard for leases that became effective for accounting periods commencing on or after 1 January 2019. In order to be compliant with the new standard, Australia Post initiated a project to remediate SAP ERP Asset Accounting, P&L and GL, Cognos TM1 and Financial Reporting Services. Included in the scope of this project was the requirement to improve the security posture of third-party integrations between lease providers, fleet operators and Managed Service Providers.This project required strong stakeholder management across Auspost, Cushman Wakefield, Qantas, Fujitsu and IBM to ensure delivery momentum and achievement of project objectives. This project also provided technical guidance and support to all impacted third parties to ensure achievement of the project’s integration and automation requirements.

Australia Post faced challenges related to meeting the ever increasing demand for eCommerce and home delivery services. Being able to deliver on customer expectations, expediting parcel processing with minimal failures, and utilising real-time analytics to facilitate the prompt delivery of products to customers was rapidly evolving into a mission critical objective.In partnership with Google, I developed a business case, secured funding then designed and executed a multi-year program to build and operationalise a new enterprise data and analytics platform on Google Cloud Platform (GCP), and migrate its existing on-premise business warehouse with over 10 years of history to BigQuery (BQ). The program delivered world-first functionality including a continuous data stream service from an on-premise events management platform and network devices into BQ, and was one of the largest Google Cloud implementations in the region.The program successfully delivered the following outcomes:An end-to-end Proof of Concept to confirm GCP capability and performance against requirements. Established a new BigQuery data warehouse with integrated role based access controlsA secured data pipeline with custom and repeatable data ingestion patternsMigrated on-premise business warehouse into GCP BQ, including migration of 10+ years of historical data.A continuous data stream service into BQ with sub-30-second latency - a world first for Google at the time.Delivery of insights ~300 times faster than previously available via end of day data loadsImplementation and operationalisation of advanced analytics, AI and ML services, including relevant governance frameworks and security controlsDeployed a distributed user-based cost model and embedded a cost management framework into operationsIntegrated operational and technology support processes, data governance frameworks and controls and ongoing GCP Working Groups.

Responsible for providing quality professional services and solutions – working systematically and intuitively with key stakeholders to understand their high level requirements and then balance business, user and technical priorities to conceptualise, scope and implement appropriate approaches and solutions.

I was engaged by DP&C to support Service Victoria’s Digital Transformation Program Director in drafting and preparing Service Victoria's Digital Transformation Program Horizon 1 Performance Report for presentation to DP&C Board and Victorian Government Ministers.Whilst engaged at Service Victoria I assumed interim management of multiple project streams within the Service Victoria Digital Transformation program, including Payment Processing, OCR Identity Verification Integration and Mobile Application development.I was also acting as liaison with ASIC and Home Affairs for the implementation of Vic Government's online Identity Verification Service.

NAB and 12 other financial institutions worked together to build the New Payments Platform (NPP), introducing fast payments in Australia. Adrian's role on the NPP Program at NAB was to manage multiple technical projects through the development and delivery lifecycle at NAB. Some of Adrian's key activities were:Program Manager responsible for the delivery of;Oracle Business Intelligence Enterprise Edition (OBIEE V12)IBM Integration assets (IBM DataPower, Control-M & MQ)IBM Sterling Integrator and IBM File Translation Engine (FTE)Customer PayID Identity management on Accenture Core Banking assets (Oracle Service Bus, Oracle Customer Hub and Oracle Data Integrator).Manage Operational Readiness program of works across 42 technical assets and six enterprise deployment phases for the Service Delivery & Support - Payments stream. Manage vendor engagement and technical delivery of IBM and Accenture, both on and off shore.Execution of technical Proof of Concept (PoC) for OBIEE V12C. PoC gained enterprise endorsement and was implemented as part of the NPP delivery.Deliver new NPP enterprise reports and analytical services utilising OBIEE V12C.Supported multiple NPP testing and hypercare cycles and successfully exited program hypercare as planned.

MMG Ltd undertook a program of work to replace existing legacy systems with SAP across the organisation. My role on the program was to design and implement SAP BI reporting solutions across multiple mine sites and MMG Group Office, whilst providing expert advice and best practice guidelines to key stakeholders.Specialising in Procure to Pay (P2P), Acquire to Dispose (A2D) and Safety Health Environment & Community (SHEC) functional streams, the first go-live was April 2014 in Laos, followed by Tasmania and Western Australia.Technologies:SAP BusinessObjects - Advanced Analysis, Web Intelligence, Analysis for Office. NetWeaver Business Client and SAP HANASubjects covered:Procurement, Supply & WarehousingPlant Maintenance, Maintenance Performance & Asset ReliabilityIncident & Event Management, Operational Performance, Regulatory & Statutory ComplianceGovernance Risk & Compliance: Risk control and performance management.

Program managed the strategic delivery of Business Intelligence and Information Management physical assets and supporting processes into Optus Business and Optus Wholesale.Developed BI Competency and Marketing Insight Centres of Excellence.Identified and advanced new opportunities by leveraging strong relationships with the senior leadership team, operational management and technology providers.Managed infrastructure investment and asset portfolio of $12 million, 6 direct reports and allocated project resources.Implement and chaired collaborative data warehouse, change management, program and development committees.Manage multi-discipline teams of resources including solution architects, designers and analysts across multiple disciplines and locations.

Project managed the organisational change involved in the upgrade and migration of business reporting models, consisting of over 300 reports, from traditional channels to a Cognos and Teradata integrated BI platform.Managed the design and development of strategic and tactical data repositories, including ETL/ELT design and reporting services.Managed business and technical integration of core IT and Business Transformation programs, impacting Optus Business operations.Managed pool of Business Analysts to ensure achievement of key performance indicators and project milestones.Provided 1st and 2nd level infrastructure management support across all assets in the BI portfolio.Designed operational support processes and governance frameworks.Managed the development, integration, support, and SDLC management of data repositories multidimensional models, cubes and reporting packages.Responsible for all aspects of application and LDM/PDM management including; Data Model design, release management, application design, development and implementation.Designed and implemented a variety of bespoke applications, designed to improve operational efficiencies and plug revenue leakage.

My role was the lead business and systems analyst for Optus Corporate Sales Operations.Directed all aspects of process improvement; including analysis, design and change management.Designed, implemented and supported departmental web sites.Delivered end to end order implementation methodology & customer network design processes.Established operational environment and governance to support efficient customer order processing.Accountable for data modelling, reporting & presentation.Accountable for the design of product implementation workflows, which impact on multiple engineering and network areas across the organisation.

Project Managed Customer Care Solution Project designed to deliver an integrated customer spend, product management and sales incentive management system.Performed general business and system project management functions in order to obtain key business requirements leading to technical design.Identified innovation opportunities and built business cases for project development.Managed the definition and implementation of incentive plans for enterprise customer sales.Defined and managed change management processes across Mobile Customer Care and Enterprise Sales departments.Identified opportunities for process improvement and provided solutions in order to achieve related performance indicators.

Program managed multi-discipline teams of technical experts, health care professionals and field based carers, to define scope and requirements for the delivery of a national stroke and brain injury services directory.Embedded project management methodology, steering and core team committees, planning and management protocols.Implemented best practice framework to ensure on-target delivery of project deliverables and knowledge sharing across project delivery teams.Managed the design, development and delivery of the integrated electronic services directory.Established technical support operations and professional user networks.

Managed program of works for the implementation of operational frameworks and infrastructure required to launch and support the home insurance product within the Queensland market.Recruited and developed multi-disciplined teams to support start-up and on-going operations.Provided training, coaching and on-going mentoring of all branch staff across Queensland.Achieved product performance and profitability targets.Defined underwriting governance framework in relation to the Queensland market.Ensured claim management adhered to regulatory and policy requirements.Performed risk assessments on all new business.Identified suppliers and negotiated contracts to establish a network of assessor, surveyors and repair agents throughout Queensland.