An Event Manager role to deliver events in line with the completion of projects from the Metronet program.

Responsible for planning and delivering up to 20 community events annually as the major city events portfolio from brief to onsite delivery.

Fremantle Sailing Club is one of the largest ocean sailing yacht clubs in Australia and has over 3000 members and seven function spaces for hire. This role was responsible for managing the private function department and staff - in addition to delivery of community and member events.

Mounts Bay Sailing Club is a grass roots community sailing club on the Swan River, with picturesque city views. This role was responsible for the management of private functions and club community events, including a team of 10 staff, in addition to overall Club marketing.

An Event Management role for The University of Western Australia (UWA) which is ranked within the top 100 best Universities worldwide and the sixth oldest in Australia. The Activations Officer was an Event Management role to deliver a calendar of high profile events at the University. This included the opening of Forrest Hall by the then Foreign Minister, the Innovation Quarter Awards, The Worldwide Universities Network Conference networking events and the Installation of the 15th Chancellor - a ceremonial event that takes place every 12 years.

An Event Management role to deliver the Walk Through WA Exhibit (WTWA) in the Centenary Pavilion at The Perth Royal Show. The event is one of the largest in Western Australia, with the WTWA exhibit alone receiving 70,000 visitors. The exhibit is designed to showcase the diverse nature of food, produce, tourism, agriculture and nature across Western Australia with an interactive theme. RASWA is one of the oldest non for profit associations in Western Australia.

Encanta Event Management is one of the top Professional Conference Organisers in Western Australia. The Event Coordinator role primarily supported an Event Manager on a portfolio of medium to large scale conferences and exhibitions (ranging from 300 – 4000 delegates) from an array of different non for profit associations.

Part of The Tax Institutes’ WA office responsible for the delivery of Continued Professional Development seminars, conferences and membership services to a three thousand strong membership base of tax practitioners. The Tax Institute is a national non-for-profit association for tax accountants and lawyers to maintain their professional development within an industry community.

Owner of a wedding planning and design company. Managing events upwards of two hundred assisted by a small team. End to end event management from brief to onsite delivery.

Part of the IT Systems Project Management Office responsible for supporting IT Systems Projects running at Heathrow Airport with the primary focus on an Airline Relocation programme. With a budget of £28 million, the AR programme was responsible for relocating IT Systems for fifty airlines (due to the move of British Airways to the newly built Terminal 5). Airline Relocations was just one small part of the major 2012 HAL (Heathrow Airports Limited) Transformation Programme. Core achievements and responsibilities included:•Created and embedded a change control process to establish change control to the AR Systems programme and safeguard programme budget and scope•Supported AR-Systems Programme Leadership and their team in their identification and impact assessment of Change to their programme•Created central IT PMO Assumptions, Issues and Dependency registers, for the AR-Systems Programme to enable Project Management to report and assess items that may potentially effect programme delivery•Contributed to the development of the overall HAL Transformation change control process, to establish IT Systems as a contributing stakeholder•Created a suitable reporting structure for AR-Systems giving greater visibility to the IT Executive team at their Monthly Programme review

Part of the Virgin Media team responsible for the IT Communications and Security Systems delivery on the Terminal 5 construction programme. The Terminal 5 programme was a £4.5 billion programme commissioned by the BAA (British Airport Authority) to build a fifth Terminal at Heathrow Airport.•Improved and refined the existing change process by identifying and rectifying bottlenecks, resulting in a 60% reduction for change requests awaiting funding•Re-launched and championed the improved process enabling the Design and Production teams to capture change more accurately and maintain focus on project delivery•Conducted weekly change review meetings with the client, cost, and commercial teams resulting in improved lines of communication between Virgin Media and the client (BAA)•Improved the data capture, traceability and reporting of all change requests leading to the reduction of commercial disputes with the client•Managed a Change Administrator to assist with a surge of change requests submissions as the project drew closer to delivery

Supported both the Cost and Planning functions of the Systems Project Controls team to manage the input of progress data and report production of all cost and schedule information in to Artemis Views- the Project Controls Platform. The IT Systems team were responsible for delivering all security technology and network cabling, at the terminal•Assisted with maintenance of Project Plans and processed Supplier PO’s. •Ensured the Systems Project compliancy with all central Programme Control office directives and policies, in addition to supplier compliancy with all project control reporting and processes. •Performed regular data interrogation and performance measurement- using Earned Value Analysis, whilst compiling monthly reporting for the Project Controls Manager to present to Programme Directors at month end.

Part of the IT and Business teams responsible for deploying Artemis Views Project Control platform across the Terminal 5 Programme teams. Heavily involved in the implementation of the timesheet tracker, capturing resource costs across an initial user base of 1500 staff. This included presentation road shows to suppliers, training, data capture and reporting.•UAT tested new releases of Artemis Views. •Developed and implemented business processes facilitate the use of the system as well as Service Level Agreements•Performed System Administration creating accounts, working on technical bugs with the Artemis engineers and taking the system offline for monthly reporting

Project Coordinator for multiple EMEA wide retrofit projects entailing product recalls on a number of faulty computers and hardware. This included a high profile laptop recall in which batteries were recalled due to fire hazard. This role supported a Project Manager, Technical Teams and project managed some smaller low profile retrofit projects.

Promoted to the Customer Service Team from the Technical Support Call Centre. This role formed part of an eight-person customer service department, which dealt with escalated customer cases from both the Call Screening and Technical Support teams at Microsoft UK.Cases were wide ranging, from simple product refunds and product replacements to large compensation claims. Regularly working with other areas of the business, particularly the senior Technical Engineers - cases were investigated to bring to a successful resolution. Dealing with approximately twenty cases at any one time from the initial complaint to successful conclusion.

Call Screening Agent for Microsoft Technical Support based on site at Microsoft HQ. This role primarily involved screening technical issues through to the appropriate area for technical support, dealing with first line support problems and advising customers of their support entitlement. Working within a Team of eight Call Screeners within a one hundred strong department, this temporary role became permanent as Deputy Team Manager. I was also responsible for mentoring all new team members and acting as Escalation Supervisor there to support the Agents with difficult enquiries or challenging Customers.