Charity organisation WAVE a registered charity with ACNC and DGR status endorsed by ATO. Key objectivesa) fund educational facilities #womens #Education #donations #Kashmirb) Clean water projects #water c) Provide mobility aidsAchievements:a) Funded construction of building for Mushtimba girls high school for 300 students in Azad Kashmir b) Funded construction of building for Kassian Halal, Higher Secondary Science school for 350 students in Azad Kashmir c) 85 Water projects completed d) over 50 wheelchairs donated

Over 100 staff with four direct reports. The scope of the role covered development and support of enterprise applications (customer front end, integration with external stakeholders, general insurance underwriting and claims process functions, websites, document management, document composition and integration across multiple platforms). The key technologies used were Oracle Content Server (Websites and document management), IBM Web sphere Message Broker (Integration services), Dialogue, Compuset, Java, Pega and Mainframe COBOL/CICS. I am also responsible for the overall management of the AM finances (budget and actual) and service management function.Key Achievements:· Establishment of Utilities team. Reduced staff from 34 to 22 by up-skilling, crosses training and proactive maintenance of applications supported. · Improved availability and performance of all utilities by more than 10%· Identification and implementing of operational efficiencies delivering reductions in the run cost of applications and improving system stability. 1st year savings was $1.5M· Definition and implementation of Service Management process and business aligned KPIs – this resulted in transparency of IT spend and value-add to business· Financial model improvements delivering process efficiency and transparency to business areas and internal managers. Definition and implementation of Financial KPIs· Assisted in establishment of Captive Development centre in Manila which reduce the cost of development by 20% in the first year of operation· Team culture improvements increasing the team engagement scores and advocating innovation

The position reported to Head of Enterprise Utilities department. This department has over 160 staff. The primary purpose of the role was to plan, develop, run and improve enterprise utilities / services aligned to the diverse needs and requirements of all business areas. The key focus areas were:· Establish and maintain effective enterprise execution capability (processes, people, standards, tools).· Develop, implement and maintain strategy for applications and platforms to meet business needs· Financial management with focus on reducing operational costs, recovering IT cost and avoid costs by promoting use of enterprise services instead of business unit adopting non standard solutions· Vendor relationship management for the entire lifecycle of services Key AchievementsOutsourcing initiatives in a most cost effective way· Managed the entire lifecycle of Outsourcing Fax services to Telstra. The pricing model was based on usage base. This avoided installation of Fax servers in-house and set the scene to decommission 32 in-house servers reducing the hosting costs to the Bank.· Managed the entire lifecycle of outsourcing SMS services to Telstra. The service was implemented on usage based avoiding any capital investments up front· Managed Implementation of SharePoint services. This was first step to migrate from Lotus notes to Microsoft platform.· Managed outsourcing of spam filtering service to Message Lab· Managed the email and blackberry services outsourced to IBM and Telstra

The objective of this program was to consolidate 20 call centres with 1,800 seats, into 4 Call Centres. Overall budget for this program was $14M.The contact centres were located at four locations. The vendors (IBM. Telstra , Investa and CDM) carried out infrastructure work and the applications were developed and modified by in-house staff. The key responsibilities were:· Planning and leading all phases of the IT infrastructure and application work· Resource planning including recruitment, assignment and training · Sponsor and Stakeholder relationship management· Planning call centre staff relocation · Decommission of IT infrastructure including updating asset register· Installation of infrastructure eg PABX, Router, switches cabling and PCs · Preparation and deployment of applications on Windows desktop · Risk management – identification of risk and development of risk mitigation plansKey Achievements· Establishment 2 call centres in newly leased sites, extension of one existing call centre and one in green field site· Decommissioned 20 call centres.· Relocation of staff from existing call centres· Supporting technical training for new staff.

The objective of this initiative was to outsource the Mortgage processing centre to reduce operational costs and avoid future capital investment. The value of outsourcing contract was $100M. The Program Manger was reporting to the bank CEO.The program team of 8 staff was responsible for Finance, Legal, Business Processes, and Due Diligence and IT Applications streams. I led the Due Diligence stream.Achievements:·Definition of Due diligence process ·Validating the IT component of vendor’s proposals·Assisting vendors in validating the IT assets being outsourced·Transformation planning and establishment of Governance team for execution of the plan·Implementation of the outsourcing deal successfully

I was accountable for identification of GTS legislation impact on the bank’s applications and have all impacted applications GST ready in very uncertain environment with tight deadline. The IT budget was $7.7M. The key achievements/ responsibilities were: ·Establishing the program office. Resource planning for the program office and assisting project teams to obtain appropriately skilled resources on time. The program was competing with Y2K program. ·Financial management - Preparation of IT cost estimates ($7.7M), organising funding approvals and budget management· Sponsor and Stakeholder relationship management· Identification of IT applications impacted by the GST legislation. 52 Applications required changes.· Definition of design standards and testing strategy for all project teams·Definition of project status reporting framework·Managed the development and execution of integrated test plan·Managed the development and execution of implementation plan

Project Management – Managed following projects·Bank of Melbourne Integration – Led the team responsible for provision of testing environments·Automation of small business loan applications - Led the 2nd project in bank using web technology. The team size was 26 primarily contractors and consultants·Led the project to identify and stop processing of fraudulent cheques. The nine applications were impacted.·Challenge Bank Integration – Led the testing stream for integration of retail banking products. The testing effort was 1,000 labour months. The testing was scheduled over 2 shifts.·Automation of Fringe Benefits TaxSystems Management – managed support and enhancements of following applications·International Payments Systems management. The systems covered by this team were - Merva, Stelex, TXIP, SWIFT network, Correspondent Bank and International Payments system· Payroll/HR Applications· Financial systems · Credit Cards Processing · Life Insurance