Providing Operational and Project Delivery leadership to our Dealer Network.Working with various teammates and vendor partners, activities and key achievements include - • The creation of a ServiceNow Dashboard providing visibility of Incidents, Problems, Changes and Service Requests to allow the team to manage ITIL activities to a higher standard. • Planned and implemented an incident reduction program that saw open record counts decrease from 193 to 25 aged incident ( >60 days ) reduction from 29 to 3. • Actively participated in Critical (P1) and High Priority (P2) incident service restorations, review of Management Incident Management Reporting, root cause analysis and subsequent temporary or permanent solution progression via the Change Management process.• Defined the teams migration framework to oversee 109 dealerships migrate to Toyota's Dealership Management System, TUNE.• Progressed 30+ applications to retirement or moved externally to other Service Owners.• Over several years, performed multiple roles concurrently which included day to day management of 60+ bespoke and off the shelf applications.• Joint creator of HOTS ( Handover to Support ) and ORC ( Operational Readiness Checklist ) documentation.• Drove a review and creation of new application documentation.• Participated or managed many high visibility activities including application consolidations / ownership, various application projects, EOL activities, Network and Security related projects, performance reviews of applications, Vendor Tendering, Contract and MSA Negotiations, etc.• $200k in savings by renegotiating two Support Contracts.• Coached several new starters within the team and within the vendor space.

As the IT Service Owner / Product Owner, I was accountable for overall the management of services and supporting processes for the O365 suite of products, the Intranet and internet. Working with multiple vendors, a significant project I completed had C suite visibility. The scope was to migrate off the existing Melbourne Water telephony solution to Skype for Business and enabling the calling capability. This allowed my colleagues to work anywhere, anytime and feel connected by utilising the full functionality of Skype for Business.

Leading a team of 35 nationally located team members, we offer a ‘direct to tech’ PABX Service Desk Assurance operate model incorporating workforce and supporting management functions. Technically skilled Level 2 and Level 3 team members operate the Service Deck leading to a reduction of handoffs and improved restoration rates when compared to a traditional Service Desk.The Service Desk Assurance operate model comprises of the following – • An Assurance Team that provides technically skilled team members that operate the Service Desk ( performing an Incident, Problem and Change Management functions )• A Field Workforce Management Team that coordinates and manages allocation of work to our Field Team Members or Service Suppliers• A team that manages MAC activities ( Move, Add or Change ) related to our customers PABX equipment• A Service Supplier Manager who works with our Service Suppliers who tracks their performance and provides an escalation point into and from the Suppliers• A Business Operations Manager to assist with various day to day operational and project activitiesAchievements have included - • Managed a reduction of incident cycle times by 47.2% from May to the end of October ( 10.88 days to 5.7 days ) • Saving $213,000 in a build of a robot costed by an external vendor with the intent of performing the build ‘in-house’

Leading and coaching a team of 12 team members that performed Incident, Problem, Change Management and Project Delivery functions across Telstra’s IVR, Argent, eSecure and Smart Home offerings.As a team, we worked closely with other Incident and Problem Management Teams as well as our Network Engineering Teams with a goal of restoring service as soon as possible, identifying root cause and the implementation of either a workaround or permanent solution into the production environment.Achievements have included - • Within a six week period, I managed a reduction of 90.2% of incident records assigned to the team ( 102 to 10 records, which included aged records from 2015 ) and an additional 14 records progressed to closure dating back to 2010• Managed a reduction of incident cycle times by 75.2% from January to the end of April ( 20.2 days to 5.0 days )

As an Application Manager, I owned the IT component for several applications under my management. The role required me to have a close working relationship with my Product Owners, stakeholders and my vendor support teams where I matrix managed 10+ team members located both onshore and offshore. The teams provided Incident, Problem, Release and Change Management functions against Service Level Agreements.During the period from July 2013 to June 2016, an Agile DevOps delivery framework was implemented. I performed a Product Owner and as required, an Iteration Manager role within my 2 x Agile Feature Teams. I received my SAFe Agilist certification in 2014.