Supporting design and delivery of Strategic Projects focusing on Force Structure, Workforce, Training and Enhanced Preparedness in the Military Workforce Design Division of the Australian Defence Force Headquarters.

Supporting the team at Beaten Zone Venture Partners with strategic advice and curating content to support the contest of ideas. Beaten Zone Venture Partners funds early-stage sovereign Australian teams developing technologies that enhance our warfighter's lethality and survivability.If you have a novel, disruptive concept or product, reach out via pitch@beatenzone.vcIf you want to collaborate, reach out via contact@beatenzone.vc

Army is dedicated to a strategic partnership with industry that contributes to Government’s broader defence industry policy and complements existing partnerships. Defence relies upon small, medium and large businesses all over Australia to deliver the capability the Australian Defence Force needs today and for the future. As part of the Industry Engagement team for Army Headquarters I support Army's Industry Engagement in line with the Australian Army's Industry Statement.

As SO1 Training for Headquarters 11th Brigade I am responsible for leading the Individual and Collective Training cell. This cell plans and conducts training for the Brigade in conjunction with the directly commanded units, university regiments and other training institutions.

As the inaugural Staff Officer Grade One (SO1) Force Modernisation I lead a team of Majors, Captains and Warrant Officers who are responsible for the delivery of major projects in 11 Brigade, Queensland's Army Reserve Brigade. This includes introduction into service of new equipment, major re-organisation and re-training initiatives and facility capital works projects. We either lead or partner with other Army higher headquarters to deliver the major organisational changes within 11 Brigade to achieve our part in Army's Objective Force and ensure we are both Ready Now and Future Ready.

Supporting the Adaptive Warfare Branch of Headquarters 1st Division in capturing lessons, analysing trends and supporting the development and refinement of institutional knowledge.

Instructor on the All Corps Majors Courses to prepare Captains for promotion. The All Corps Majors Course focuses on Command, Leadership and Management and Operations training. The course is delivered in both remote learning and residential phases.

The ACSC(R) course is a 12 month professional military education course designed to prepare selected Army Reserve Officers for Lieutenant Colonel level Command & Staff appointments. The course is tailored to meet training and education needs of Army Reserve Officers and prepare them to lead in future warfighting and peace time environments. I completed this course with Distinction and graduated in December 2018.

Battery Commander | 5/11 Light Artillery BatteryI was employed as the Commander of a Light Artillery Battery of approximately 80 personnel. Responsible for all aspects of leadership, management, governance, training and planning for the Battery. Previous postings are as follows:SO3 Collective Training | Headquarters 11th BrigadeEmployed as part of the 11th Brigade Headquarters Collective Training cell. The Collective Training cell is responsible for the development, facilitation and or delivery of group training activities for senior Army Reserve leaders in Queensland.Battery Captain | 13th Light Battery (1st Regiment RAA and 25th/49th RQR)Employed as the second in command of sub-unit of approximately 80 personnel with depots in Brisbane and Caboolture. Duties included corporate governance and administration, training development and delivery and personnel management.

As Executive Manager Project Delivery I led a team of project management professionals responsible for delivering projects and enhancements for Suncorp Insurance's Direct Distribution channel. We supported brands including Suncorp, AAMI, GIO, APIA, Shannons and more to enhance customer experience and improve our business performance. We partnered with Enterprise Projects, Technology & Transformation and others to deliver the future state in line with strategic objectives. I was also the founding Chair of Servus - Suncorp's advocacy group for Veterans and Emergency Service personnel. In conjunction with our Executive sponsor and steering committee, I championed the interests of Veterans, Emergency Service volunteers and their families in Suncorp and the wider community.

As the inaugural lead of the Strategy, Innovation & Delivery team I was responsible for the Retail Bank's strategy, innovation and delivery of the major projects portfolio. This role involved leadership of strategic planning, innovation initiatives, delivery of the capital works program and delivery of major business projects to improve business performance and enable our people.

As the Delivery Manager Physical Security I was responsible for all aspects of Physical Security for the Suncorp Group and leadership of the Physical Security and contractor security service providers and security guard team. The key functions of my Physical Security team included: -Project and business as usual physical security consulting -Physical security training, awareness and education -Physical security technology design and implementation-Maintenance of a 24/7 Security Operations Centre to provide employee support and for both proactive and reactive response to all physical security issues

I was employed in the role of the Security Operations Centre (SOC) Manager where I was responsible for managing the centralised first point of contact for all of the Group’s protective security related matters and for leadership of the contracted security service providers and security guard force. During my time as SOC Manager, I commenced simplification initiatives which sought to provide a standardised service across our major corporate sites in Brisbane, Melbourne and Sydney. I also ensured the service provider SOC Supervisor took a greater role in overseeing and supporting our permanent guard force and the creation of a unified Security Operations focus across Australia, transitioning away from a largely state focused approach. Upon the creation of the new Chief Security Office & Corporate Technology Division in early 2016, the scope of my responsibilities was enlarged to include all aspects of Physical Security and the repointing of all Physical Security employees to me directly.

I was employed to manage the Suncorp Group Real Estate Program Management Office (PMO) and was responsible for overseeing all aspects of governance for the Australian Real Estate projects portfolio. My key objectives in this role were to create and implement a value adding Real Estate PMO and play a significant role in improvement of all aspects of project delivery in line with the Project Excellence focus of the Suncorp Group.The key points of focus in this role were to both drive a business performance improvement agenda whilst simultaneously ensuring delivery of key programs and projects are maintained. This involved simplifying financial forecasting and project cost structures, uplifting portfolio governance to meet the Suncorp Project Portfolio Governance Framework and Group Policy and creating Quarterly Programming and Annual Budget processes. These simplification and innovation initiatives were carried out while simultaneously ensuring the projects portfolio of ~ $32 million value and over 320 individual projects including the Brisbane Consolidation Program and the feasibility phase of the Sydney Consolidation Program were delivered.A key highlight of this role was seeing four direct reports gain promotions as a result of their performance as part of the PMO Team.

Ben was a Management Consultant for the Business Performance Improvement Practice with engagements in Utilities, Mining & Resources, Banking & Insurance and Oil & Gas. Key Engagements:Suncorp Group | Program Manager | Strategic Legal Review ProgramBen performed the role of Program Manager of the Strategic Legal Review Program, a group initiative that covers each line of business. The Strategic Legal Review Program is overseeing the simplification of group wide legal operations with a particular focus on Legal Operations Improvement, Panel Simplification and the implementation of a Legal Operations Management System and Legal Operations Management Team.Suncorp Group | Program Manager | PeopleSoft Financials Ben performed the role of Program Manager of an ERP Decommissioning Program that involved multiple projects across Suncorp Bank, Commercial Insurance, Group Finance and Suncorp Business Services. In the role of Program Manager, Ben was directly responsible for the co-ordination of a group level strategic program and balancing C level stakeholder’s interests in order to achieve the Group CEO’s intentRio Tinto | Change and Communications Consultant | Projects WarehouseBen was engaged as the Change and Communications Consultant for Projects Warehouse, a Knowledge Management Portal designed to enhance the delivery of Major Capital Projects within Rio Tinto. Responsibilities included stakeholder management, communications and change management.Arrow Energy | Senior Business AnalystBen was engaged as Senior Business Analyst across projects in Security and Incident & Emergency Response. Key responsibilities included the management of a request for proposal for a brownfield infrastructure upgrade from development of scope of services through to selection and onboarding of a vendor. Ben also completed engagements for BHP Mitsubishi Alliance, SEQ Water, Unity Water and Local Government Infrastructure services.

Key appointments:Executive Officer | Warrant Officer & Non Commissioned Officer Academy (Sth Qld)Ben successfully fulfilled a key leadership role in a training organisation with campuses throughout Australia. He was accountable for all aspects of corporate governance, administration and facilities management in the Brisbane campus. He also managed all OH&S and Security programs for the Brisbane campus and facilities worth approximately $10 million. Ben also supervised high risk operational training activities involving approximately 100 personnel, including primary responsibility for all aspects of safety and Emergency Response. Executive Officer | 48th Field BatteryBen led all aspects of operations for an organisation of over 80 staff, including 6 direct reports. This included operating as deputy general manager for the overall business unit. In this role, Ben was required to provide advice and assurance to the state wide Army leadership group in South Australia on all matters within his field of expertise. He was also responsible for the delivery of instruction and practical training to all staff within the organisation and for the personnel development of direct reports. As part of implementing a nationwide change management program for a strategic element of the ADF, Ben performed the role of project and change manager for the South Australian region. This involved preparing and delivering a complex re-training program, replacing the unit’s asset holdings and delivering project communication for all stakeholders. Ben also led a stakeholder reference group that collated business requirements and designed a new organisational structure for the ‘future state’. Ben met all KPI’s and completed the first phase of the project 6 months ahead of schedule.