Andrew Gorvin-White Email & Phone Number

Sydney, Nsw, Au

Macquarie Park, New South Wales, Australia

Catholic Healthcare promote the dignity, life, and spirituality of older people through connected and inclusive communities. Responsible for leading the Digital Transformation Program through the Plan Phase to secure Business Case approval from the Board, for the uplifting of four key business capabilities which include: ERP Finance and Billing, Enterprise Supplier Management, Enterprise Asset and Property Management and Risk, Incident, Complaints and Safety Management.

Sydney, Australia

Provision of project management, PMO and transformation consulting and delivery services, such as:• Establish and manage practical and sustainable enterprise level Project Management Frameworks (inclusive of governance, methodologies, reporting, tools and assurance)• Create and sustain communities of practice, to unite and uplift practitioner capabilities• Apply ‘Fit for Purpose’ approaches to starting up programs / projects that are pragmatic, collaborative, customer centric and value / risk driven• Establish and manage program / project management offices• Portfolio Management and prioritisation capabilities• Project management thought leadership and best practice execution• Provide proactive project quality assurance, advisory and support services• Drive continuous improvement activity for relevance and value• Manage programs / projects to optimise value• Building sustainable stakeholder relationships as well as strategic partnerships• Operational leadership and management of teams

Macquarie Park, New South Wales, Australia

Catholic Healthcare promote the dignity, life, and spirituality of older people through connected and inclusive communities. Responsible for leading the EPMO to enhance project management practices, governance, controls, and reporting for operational excellence in the determination of proposed projects as well as oversight and support of inflight projects, to consistently deliver sustainable change.• Report to: Chief Strategy Officer.• Budget ~$21m. • Direct Reports: 5.• Change Impact: Group wide.

Sydney, New South Wales, Australia

The CORE Program is the priority program across the bank, being a comprehensive, multi-year APRA enforceable undertaking, designed to transform Westpac’s risk culture, governance and accountability frameworks and practices.Responsible for leading the programs governance, risk management controls, integrated plan, reporting and management practices for operational excellence and sustainable change.• Report to: GM CORE.• Budget ~$400m over 3 years. • Direct Reports: 4.• Change Impact: Group wide.

Sydney, Australia

Responsible for the PMO function for the Group Privacy (Enforceable Undertaking) as well as the Critical Risk Data Elements (CRDE) programs, which were high profile multi-year / multi-faceted and complex with organisational impacts across people, policy, process, data, and technology. • Reported to: Executive General Manager.• Budget ~$200m over 4 years. • Direct Reports: 4.• Change Impact: Group wide.

Sydney, Australia

Led the PMO function for the Banking Code of Practice Program. It was a high profile initiative with organisational wide impacts across people, process, policy and technology, with a set delivery date. The code set out new standards for customer service in the Australian banking industry for individual customers, small business & guarantors. Reported to: Program Director. Budget ~$50m. Team size 500+. Change Impact: Entire organisation

Melbourne, Australia

CBUS embarked upon digitally inspired transformation to maximise value to members, employers, and employees. The role focused on transformation readiness with specific attention on uplifting people and functions across PMO, portfolio, program, project management as well as solution delivery. • Reported to: Group Executive Enterprise Transformation. • Budget: ~$80m. • Direct Reports: 3.• Change Impact: Transformational. ~100 people.

North Sydney

The Claims Transformation Program realised a new end state of claims management, team engagement and customer advocacy to release significant financial benefits as well as enrich customer and employee satisfaction. The role focused on leading the Claims Transformation Program PMO, being 2IC to the Program Director to aid Program delivery as well as aid in establishing the broader central PMO function for MLC.• Reported to: Program Director.• Budget: ~$40m. Team ~54 people • Direct Reports: 4• Change Impact: Transformational. ~250 people across Sydney and Melbourne.

Bella Vista

Lead the ‘Source to Settle’ procurement program to transform the way in which Woolworths source, manage and buys corporate goods and services.• Reported to: Chief Procurement Officer. • Budget: ~$23m.. • Direct Reports: 10• Change Impact: Transformational. ~20,000 people

North Sydney

At Verifone, the primary focus was to manage the PMO across the Asia Pacific region, including the creation of the project portfolio in consultation with Senior Leaders + Program Managers.• Reported to: General Manager Product Delivery.• Budget: ~$20m. • Direct Reports: 6• Change Impact: Moderate. ~250 people (national and international)..

North Sydney

Established & managed the PMO for a major transformational programFormalised program reporting to confirm status + support required via a standard set of reports, completed to a regular cadence that promoted visibility & active decision makingIntroduced program controls to optimise delivery across both the business and technology teamsFocus applied to uplift program & project management capabilities & connect teamsProject management coaching + QA support provided to Project Managers throughout the delivery of their projects

Sydney, Australia

Provided specialist Portfolio, Program and Project Management consulting support to the Banking and Financial Services (BFS) Program Management Office and support the Core Banking Transformation Program to embed sound program management operations, reporting and controls.• Reported to: Head of PMO.• Budget: ~$150m. • Direct reports: 2• Change Impact: Moderate. ~100 people

Sydney, Australia

Responsible for providing the organisation with a value-based Project Management Framework to deliver projects in the right way, with the right end to end support to maximise business and customer value.• Reported to the Head of Governance. • Budget: ~$650m. • Change Impact: Group wide.

Sydney, Australia

Managed AMP's Project Management FrameworkRefreshed AMP's Project Risk Management & Assurance MethodologiesOversight & execution of all Project Assurance activityGathered, reported & leveraged project insights (from assurance reviews) for continuous improvement activityProvided on demand program and project consulting, to aid a community of ~500 project practitioners, subject matter experts (SMEs), senior managers etc. to optimise the delivery of projectsEnhanced and simplified the project proposal and business case process, reducing effort by ~20%

North Ryde

Resourced and managed a team of 4Established a Project Management OfficePrioritised portfolio of projectsIntroduced consistent project and portfolio reportingFormalised project governance controlsUndertook project assurance and rescuesProvided project management consulting and coaching to uplift capabilities

Provide thought leadership to effectively promote, maintain & develop AMP’s Project Management Framework to optimise project execution capabilities and outcomes for greater consistency, efficiency, transparency and repeatability

Designated enterprise thought leader in project management capabilities & practicesPromote, maintain & develop Project Management practices & capabilities across the enterprise to enhance the delivery of Strategic Change, through People, Processes & Technology

Program & Project Management Consulting, Project delivery & Program office management.Organisations included: Westpac, IAG/Clearview, MLC, Sydney Future Exchange