I was engaged to implement the foundations of the target IT operating model. Leading and managing a series of business critical system deployments in Finance, HR and Student Administration. My key outputs were:1. Program planning for whole of TAFE transformation program, comprising 23 corporate projects to simplify a complex, fragmented staff and student experience and reduce Box Hill's cost to serve. 2. Managed process re-engineering of key payroll, award interpretation and hire to retire workflow and the following phased deployment of new Payroll and HRIS systems for the TAFE.3. SaaS Upgrade to move On-Prem student management and finance system to new cloud based platform. This included original business analysis, program establishment and business sign off for UAT and new ways of working.

1. Review of TAFE Gippsland' ICT Strategic Plan on behalf of the CEO.2. Structured and sequenced a prioritised program schedule of work for the TAFE to reduce cost to serve across their corporate and student experience functions. This engagement included full resource planning and expected cash flow commitments to realise target benefits.

I was engaged to support the GCEO and M&A Director post their acquisition of 3 major health food brands. This work required structuring and sequencing a series of process optimisation and simplification projects focusing on shared services, warehouse and logistics and manufacturing. Predominately, this was defining and implementing a new ERP to support the scaled operation and future acquisition growth.

Engaged to define and lead a series of transformation and integration projects following the post merger integration of Bendigo and Kangan TAFEs. Specifically: 1- Project managed the delivery of Business Intelligence platform for the largest departments in the organisation2- Developed and received endorsement of BKI new Digital strategy for the organisation3- Design, build and test the Student Management Solution impacting 49000 students across 14 campuses across Victoria. 4- Developed and implemented new ways of working through a series of successful change interventions during phased software deployments across the combined campuses.

Scoped, Planned and delivered a multi phased rebrand program for the largest provider of cancer and cardiac services company in Australia. Impacting more than 130 treatment centres across 3 countries, the program focused on rebranding of both digital and physical assets as well as the subsequent change impacting more than 2500 healthcare professionals. Supporting the CEO and working directly with the marketing director I:1- Developed and secured funding for the rebranding business case2 - Established the program structure( 5 streams), team, schedule and budgeting process.3- Implemented Phase One of the re-brand project.

I was engaged to manage the change impacted by BP Australia’s M&A initiative to acquire retail energy and food outlets across Australia. In this capacity I:1. Identified and prepared business change activities, contributing to the merger activities of BP to become the largest retail food and energy provider in Australia.2. Managed all business change activities pre-merger, providing project and change management rigour to all merger activities.3. Lead a team of change analysts to develop and implement change plans for a retail Merger & Acquisition program, ensuring a seamless transition.

Engaged to define and lead a series of transformation and integration projects following the post merger integration of Bendigo and Kangan TAFEs. Specifically: 1- Project managed the delivery of Business Intelligence platform for the largest departments in the organisation2- Developed and received endorsement of BKI new Digital strategy for the organisation3- Design, build and test the Student Management Solution impacting 49000 students across 14 campuses across Victoria. 4- Developed and implemented new ways of working through a series of successful change interventions during phased software deployments across the combined campuses.

Supporting the founders and CEO of a new business venture in the child care industry, I helped implement a practical operating model that could be scaled up with the maturity of the business. Specifically I: 1. Implemented new business processes that were tightly aligned with strategic outcomes.2. Identify GAPS and efficiencies in operational practices to aid in increasing company revenues

A family-owned food trading business specialising in importing, wholesale and retail of exotic international foods. During my tenure, I grew the business from a single retail outlet to a multi-million-dollar business with operations in Melbourne, Sydney, and Brisbane, with over 30 staff across all sites.

Commonwealth Bank were looking to pilot new online capabilities that would disrupt the property conveyancing industry. They required the integration of their online systems with a SaaS contact centre management solution (Genesis). • Designed and rolled out the SaaS contact centre solution (Genesis) integrated with their CRM solution• Documented the integration specifications between the contact centre systems and SaaS environment.• Developed a set of future state processes for contact centre leadership team to enable the whole department to scale up or down quickly during peak customer engagement periods.• Provided postproduction support and hyper care of the contact centre solution.

Virgin mobile required to upgrade their contact centre work practices and automate their customer engagement systems to cope with the new wave of mobile telephony subscription options being introduced into the market.• Captured requirements, future state processes and design specifications to develop and integrate the call flow system. • Developed an automated call flow system that handled 1000 transactions per day, including credit card processing, web site integration and customer call back features

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