Key Responsibilities:Project managed the following projects:• ClipBoard - an extracurricular management system, for the Sports Directorate.• Parent Intranet - built on the Squiz Matrix platform, including extensive integration with Synergetic (Student Management System) and Experian.• Staff Intranet - including integration with TechOne and Timetabler. • Salesforce Marketing Cloud - to manage the tour activities of the college as well as the foundation for exploiting Salesforces ability to manage user journeys from initial interest in attending the college through to enrolment.• Wesley College web presence - www.wesleycollege.edu.au www.yiramalay.edu.au www.owca.net including integration with the NAB payment gateway and Salesforce.Key Achievements:• ClipBoard – with tight integration with Synergetic, Schoolbox and Digistorm (Mobile App), the Sports Directorate now has a platform which significantly improves the internal processes used to manage sports activities, while students and parents now have a fantastic customer experience with sports activities appearing in their Schoolbox calendars.• Parent Intranet - Parents have the ability to view and update information held by the College about them and their children, includin, all contact information, photo permissions, government reporting information and class lists. The College benefits from the reduced administrative effort required to maintain Parent Contact Information as well as the myriad of paper-based forms.• Internet sites - key performance improvements including 39% uplift in unique visitors, 45% reduction in bounce rates, 30% increase in average session duration, and a 20% increase in enrolment applications. A significant outcome was the ability to capture enrolment applications, scholarship applications, general enquiries, enrolment enquiries and donations via online forms. It has also led to improvements in productivity and efficiency to internal college processes.

Key Responsibilities:• End to end project management of:- A key business change project which takes the end to end process of applying for an Aviation Security Identification Card (ASIC) from a paper-based, manual process using multiple touchpoints to a completely online process. This included the integration of the APPIAN Business Process Mapping System (BPMS), Sun Financials and the ADVAM Payment Gateway.- The Restricted Area Access Permits system which delivered a significant uplift through business process improvement for a solution which had been originally poorly designed and implemented.- The Building Approvals Portal which takes another completely paper-based, manual process to a fully online solution which will deliver a quantum leap in business process improvement for stakeholders who need to apply to undertake building activities in a highly regulated industry.- The ASA (Airlines Services Agreement) Rebate Claims system which manages the end to end process which allows airlines to claim rebates from Melbourne Airport. From design to delivery in less than 4 weeks.Key Achievements:- Established the first wholly Agile project delivery model for a project which is used as a model for future project delivery.- Influenced key decision makers to engage usability specialists to design an online interface for ASIC Applicants which will ensure that Applicants have an efficient, effective and engaging experience.- Re-designed a number of key business processes which fundamentally changed the existing processes and have achieved a significant uplift in productivity and efficiency.

Key responsibilities:• Provide project management capability and digital expertise delivering a range of inputs into the redesign of anz.com being implemented on the Adobe Experience Manager (AEM) platform. This program of work has the objective of supporting a significant uplift in sales through: o Increased speed to market for content from 6 weeks to 6 days, o Improved content quality via governance and a continuous cycle of review, evaluation, reporting and improvement of people, processes and tools. o Scalability to support increasing content requirements and prepare for increased personalised content volumes. ANZ would not be able to scale without changing inefficient & arduous processes. Key Achievements:• Leveraging specialist expertise in Agile, CX and Project Management by assisting the ANZ Business Project Manager (BPM) through participation in roadmap planning, sprint planning and stand-ups, running retrospectives, presenting to showcases, provision of design advice and guidance, assistance with the development of the change strategy and associated activities, and acting as the BPM during the ANZ’s BPM’s absence.• Operating Model Team Lead leading the development of a new Target Operating Model (recently endorsed by the ANZ Australian Risk Committee). This included the management of a range of resources in the development of the model, extensive engagement, negotiation and management of a large and diverse senior stakeholder group in order to gain acceptance of the proposed model, adapting to the changing goal posts and timelines, and ensuring that the business needs were aligned to the project deliverable's. This included development of future state processes, a comprehensive RACI Matrix which clearly defines roles and associated accountabilities, a content risk matrix which rates content on the level of risk associated with the change, Management Guidelines, and development of a range of training modules.

• Developed an Enterprise Information Management implementation roadmap in preparation for SEW's relocation to a new location.

Key Responsibilities• Providing Project Management capability and strategic direction for major technology, business initiatives and other programs.• Liaising and engaging with key YVW stakeholders ranging from, Executive level through to other business representatives.• Fostering effective relationships to be able to guide and influence the business as appropriate. • Mentor and encourage junior Project Managers.Key Achievements:• Project Managed the successful implementation of the Enterprise Information Management (EIM) Program, including:  Replacing the existing Intranet Portal, based on SharePoint 2003/10 with a new Intranet, The Source, based on SharePoint 2013 technology. Focussed on the needs of the business to determine that a user-centred design technique would be most effective. Developed and maintained a close working relationship with the program Change Manager and actively participated in embedding the change within the business. Replacement of legacy Information Management Systems supporting key internal business processes.  Developed an EIM implementation roadmap and an Enterprise Information Architecture. Implementation of team and process workspaces and WIKI’s for the capturing of unstructured data and information. Automation of a number of key business processes through the use of InfoPath forms and Workflows which significantly improved the end-to-end process.• Implementation of the Funnelback Enterprise Search solution on the YVW internet site.• Managed the upgrade of the Oracle Customer Care & Billing (CC&B) system from V2.1 to V2.3.1 on the Oracle Exa Platform dramatically improving the throughput of the Call Centre in responding to customer queries. This project was completed well under budget and within significant time constraints.• Managed the implementation of the Oracle Identity and Access Management (IDAM) solution in order to support external role based access for a major program.

Key Responsibilities• Project Management of a software application upgrade project and design and implementation of a new website.Key Achievements:• Project managed the upgrade and enhancement of a key and politically sensitive large scale web software application which is used by all Victorian Government schools to record assessments used to determine VELS scores for students.• Project managed the design of a new website for the Bastow Institute for Educational Leadership including the development of a Business Solutions Options paper which analysed and recommended a Content Management System (CMS) to support the website and a Learning Management System (LMS) to support the blending learning environment. This included conducting Requests for Quote (RFQ) and Request for Information (RFI) processes to procure user centred design services, SharePoint Development services, and LMS application software.

Key Responsibilities• Strategic Planning and Financial Management• Relationship management of major clients• Project Management of internet and intranet design projects for key clients• Management of staffKey Achievements:• As one of the three Directors, contributed to the rapid growth of Stamford which included: An Increase in staff from 12 to 30 to become the largest pre-eminent specialty usability consultancy in Australia Expansion of the business in Melbourne and Canberra (which had been an office in decline) to include offices in Sydney and Perth Quadrupling of revenues• Project managed a number of large and key internet and intranet design projects for large government departments and agencies, private schools and tertiary institutions, and industry superannuation funds including AirServices Australia (Internet & Intranet), Department of Human Services (Internet & Intranet), CBUS Industry Superannuation Fund (Internet & Intranet), GippsTAFE (Internet), Vanguard Investments (Strategy & Client Subsite), Department of Education & Early Childhood Development (Information Management Strategy), Department of Treasury (Vision), Wesley College (Internet & Intranet). All these projects used a range of user experience techniques and methods including prototyping, wireframes, information architecture, user research and visual design.

Key Achievements:• Project managed the design and implementation of a new public website including the implementation of a new CMS, integration of backend databases to student systems to enable a new course selection function, and migration of existing and writing of new content.

Key Achievements: • Undertook a review of the existing infrastructure, hosting and support services. • Project managed the migration of services to a new server environment. • Developed a new Service Level Agreement for hosting and support services. • Project managed the implementation of an online business registration feature which allowed businesses to register their business online.

Key Achievements:• Project managed the selection and implementation of Wireless Technology within the Monash Medical Centre Complex.

Australian Taxation office (ATO):Key Achievements:• Provided consulting services implementing ATO’s new Intranet Information Architecture.

Key Achievements: • Analysed the existing project management environment and experience, identifying gaps and recommending strategies to improve project management practises.

PMP Limited: Key Achievements: • Project managed the design, development and implementation of a web based application for a major magazine printer and distributor which enabled online customer creation and management of print quantity and delivery round mapping and information. This included the upgrade of an existing SharePoint portal site and integration of MapInfo’s GIS. Mercy Health: Key Achievements: • Created a project management framework used in support of a Microsoft Project Server implementation, as well as providing ongoing support during the Pilot program.

- Program managed the implementation of the IT Capital Works Program.- Developed and implemented a project management lifecycle methodology.- Facilitated RAPid Planning sessions for new IT projects.- Mentored a number of external Project Manager’s in Melbourne Water’s project management methodology and novice Project Manager’s in a number of initiatives.- Project managed a wide range of software development and infrastructure projects including:o Implementation of the Project Portfolio Management System (PPMS), based on Project 2002 and Project Server, which was used to manage the $150m Capital Works Program.o Tender, selection and implementation of the Drainage Scheme Creation & Maintenance (DSCM) application, based on MapInfo GIS technology. o Implementation of a new Standard Operating Environment (SOE) across Melbourne Water based on Microsoft Windows and Office 2000.o Upgrade of the Metaframe Remote Access System.o Selection, design and implementation of a Document Management System to manage 150,000 plans and drawings.o Design and implementation of the Automated Referrals System that automates the processing of land development applications received from Councils.o Instigated and managed the implementation of a payments system that allows customers to pay their invoices by credit card through the public web site.o Implementation of a Web-based Water Quality system that enables customers to inquire on Water Quality data for monitoring points on waterways.o Implementation of a SOE based on Microsoft NT, Exchange and Office.o Upgrade of the Melbourne Water PABX environment.o Managed the tender for the selection of an external vendor for the provision of Network and Desktop Support Services.o Implementation of the Dial Before You Dig system which automated the response to requests about asset locations. o Requirements analysis, tender specification, evaluation, implementation management and Business Case for a GIS.

Key Responsibilities • Management of the information technology services group. Key Achievements: • Project managed the specification, tender evaluation and implementation of the Council’s new hardware, application software and communications network. This included the replacement of the server environment, implementation of a remote access system and replacement of all Council run software applications. Project Cost - $1.2m • Managed the specification of Information Technology services within the Council and successfully won the subsequent tender for the provision of Information Technology Services.

Key Achievements:• Line management of over 50 staff involved in the administration of Investment products.• Led significant productivity improvement and change programs.