Providing consulting services in the areas of:- business, functional and program strategy- valuation- change management- portfolio and program management - organizational design - business improvement

Transformation Improvement Manager to the Resource Engineering Excellence arm of BHP - currently working on the global Future Planning program (the future of mining).

Global transformation manager responsible for working with global customers and global teams. I worked concurrently across multiple different business units to deliver solutions to the most important problems. I was responsible for• Supporting the identification and assessment of value for opportunities through substantiating improvement business cases, supporting strategy development, identifying dependencies/ co-commitments.• Embedding frameworks, tools and practices to shape the functional portfolio, lead delivery teams and support business realisation of value.• Lead project scoping exercises to define high level delivery plans, project methodology, resource allocations and funding requirements• Define, plan and execute the E2E delivery of high value initiatives, C-Suite endorsed studies and improvement initiatives (or sub-initiatives from a larger program of enterprise work), including problem solving and analysis, customer and stakeholder engagement, solution design, development, delivery and embedment • Mobilise and lead cross functional initiative teams throughout delivery, including partnering with Functions (e.g. Technology) and delivery partners where required• Assure risks to value delivery are documented, communicated and mitigated• Senior stakeholder engagement, primarily VP and Head of initiative sponsors, and occasional C-suite exposure• Develop and uplift team culture and capabilities through feedback and coaching of global team members to enhance performance and support developmentProjects included:- Maintenance: Future Planning strategy and associated value case- Closure: Value case and cultural change plan to tackle the problem of legacy asset management- Asset HR: Enabling more robust future workforce planning solutions beyond the standard 2-3 year budget horizon to adapt to changing business influences. - Asset Rail: Defining the scope and approach to increase rail maintenance effectiveness to support Asset production targets.

I lead the global planning function for our internal consulting capability. Achievements include: - Designed and implemented central planning and value management activities for functional improvement and global initiatives providing leadership and direction for the execution of the Functional Performance & Improvement mandate and performance strategy.- Established global program management office (PMO) processes covering all initiatives that Enterprise Improvement executes. This involves, initiative prioritisation, governance, assurance, reporting, risk management and value management, delivering transparency on initiative performance.- Developed, implemented and maintained the Operating Model for the Enterprise Function (including, workforce plan, high level solution design/wiring, service catalogues, capability requirements etc) to not only meet headcount, but also efficiency and effectiveness ambitions.- Single point of entry/exit for the function into both Performance & Improvement (parent function) and other functions.- Development and implementation of the Enterprise Improvement Capability System – designed to cultivate and embed capabilities within Enterprise Improvement practitioners, enabling better performance.- Executed Technology Portfolio Prioritisation Board (PPB) and Consulting Panel (CP) processes responsible for ~$110M and ~$25M prioritisation and allocation respectively, having global impact across all Functions.

Global transformation improvement manager, responsible for delivering solutions (business and technology) to the most complex problems facing a global technology function.I was the Product Owner for Demand Management, tasked with developing a solution (business and technology) that would enable a global tech function receive, prioritise and assess, resource and schedule projects for delivery. Using a mix of Agile and Waterfall approaches, the initial minimum viable product returned $20M capital back to the business, provided visibility to the portfolio and allowed resources to ensure they were working on the right projects at the right time. The solution has since been scaled and deployed in early 2021 successfully onetime, delivering full scope and under budget.I am currently the Global Portfolio Lead for our enterprise application simplification initiative, with an ambition to save the company US$70M per annum in software, software support and infrastructure costs. Responsible for multiple functional portfolios, a standard, robust but agile and adaptive approach was developed and then executed. Needing to work across multiple senior stakeholders within the business (including up to the C-Suite), I lead a team to navigate the complex application environment, apply dynamic problem solving techniques, agile deployment methodologies and have continually demonstrated strong lead, engagement and change management muscles. This initiative is currently on track to achieve our ambition.

Chair of the global Technology Culture Council - responsible to drive the execution and embedment of the Technology Culture Plan, ensuring that all culture projects are achieved through collaboration, inclusiveness, challenging the status quo and celebrating success. Achievements include a demonstrable improvement in the annual Employee Perception Survey (EPS) across the areas of Enable, Engagement, Lead Change and Development.

Reporting to the VP Enterprise Systems, was responsible for multiple facets to run the function including vision, strategy and roadmap development for all global enterprise systems, financial management, portfolio management, special projects, business integration and culture development. Key Achievements include:- Co-development and rolled out the strategy, vision and roadmap for the function - Reduction of operating costs for the function by over 20% in the first 7 months of FY18- Developing core ways of working across financial management, portfolio management, demand management and opportunity assessments - resulting in standardisation, consistency and predictability.

Globally responsible for all aspects the ERP (SAP) strategy, planning, governance and control. Achievements include:- Development of the function 5 year plan- Management of the 2 year budget (>US$100M/pa)- Led a project to convert >80 contractors to permanent staff, liaising with HR, legal and the Business.

Accountabilities include:• Defining the global IS Mandate, associated organisational design for the global IS function, and supporting global governance documents applicable to the entire organisation.• Governing global IS Processes (e.g. IS Service Management), including adherence to global master data standards, as well as governance of the global IS functions internal processes. • Defining and executing the resilience strategy (Business Continuity and Crisis and Emergency Management) for the IS functions.• Governing the project management methodology used by the function to execute large, global, high impact, complex projects. • Verifying global improvement initiatives are implemented as required and that appropriate value is captured.

Managing the IT SOX program including the management of support vendors to ensure continual compliance to all in-scope SOX controls for our ERP (SAP) systems.Acting as the single point accountability for internal and external IT audits throughout the scoping, execution and reporting phases including the tracking of remediation activities through to closure. Performing self-assessments to ensure that the appropriate internal controls, processes and procedures are in place to enable the IT function to be compliant with all internal and external compliance requirements.Supporting the maintenance of the overall risk register for the IT function by following processes to allow ongoing assessment and management of risk.Providing succinct, well crafted, business-focused monthly and quarterly reporting on IT performance and other activities to executives, IT leaders and other stakeholders as directed by the CIO.Managing the process to review and update global governance documents that support key IT processes. Measuring and reporting on Key Performance Indicators for the IT function against those set annually by the CIO.Specialties: - Risk Management (Operational and Project)- IT Sarbanes Oxley (SOX) Compliance- IT Compliance and Control- Internal Audit- SAP Governance Risk and Compliance Implementation- Project management, solution delivery and implementation management- IT Management Reporting

Client Manager within the Technology Risk Competency

Seconded to Rio Tinto from Deloitte