Managing a team comprising of Project Managers and Business Analysts, I had overall responsibility for the delivery of complex systems/software implementation projects across multiple jurisdictions as well as developing key initiatives to ensure the business is aligned with best practice principles. Within the scope of these system implementation/integration projects was the development of site specific application enhancements which were managed and controlled with R&D team members reporting into the project.

The Group Program Office was also responsible for ensuring functional Project Offices were adequately resourced and skilled as well as providing a reporting conduit to the executive management team.

Originally employed as Systems Operations Manager in June 2005 to manage the rebuilding of the Australian Systems business, I restructured the Operations group to enable me to focus solely on project & support delivery. Managing a team comprising of Project Managers, Trainers and Support Engineers, I had overall responsibility for the delivery of complex projects across multiple jurisdictions as well as developing key initiatives to ensure the business is aligned with best practice principles.

My position within the organisation involved the management of a team of seven individuals responsible for the implementation & support of these systems within the Asia Pacific region. The management of daily operations within this role included the coordination of resources and workloads while monitoring multiple projects and building customer relationships.

I was responsible for three functional groups including Software/Hardware Support, Systems Training and Project Management. Within these three disciplines, were up to 25 individuals charged with the responsibility of delivering Systems solutions within budget and providing through-life support and training for new and existing clients globally. The management of daily operations within this division involved the coordination of resources and workloads while monitoring multiple projects.

Reporting to the Project Director, I was responsible for the management of six sub-contracted companies, 30 Project Coordinators, Administrators and Technical Support staff as well as the development of project documentation and operating procedures.

As Commercial Project Manager within the Professional Services Division, I was responsible for the development of new product implementation plans along with project managing Casino installations. Due to varying jurisdictional and customer requirements, the development of new and modification of existing products had to be managed effectively to meet contractual obligations.