A boutique project management consultancy, supporting customer and business needs. Working hand-in-hand with customers, we apply insights harnessed from experienced PMO Practitioners to design and deploy fit-for-purpose solutions for improved decision-making.

NSW Telco Authority is a Statutory Authority within the NSW Department of Customer Service and leads sector-wide reform and delivery of government operational communications to enable stakeholders to better respond to the NSW community. At the core of the Authority’s service delivery is meeting the day-to-day and mission critical operational communications needs of government agencies and essential services. This includes managing the NSW Public Safety Network, which provides radio communications for Emergency Services Organisations and other government agencies. The Critical Communications Enhancement Program, with a budget of $1.4b is delivering an enhanced, Government Radio Network to improve emergency and day-to-day operational communications for a wide range of NSW Government agencies, including public safety, law enforcement and essential services.

PM Partners is a project management and advisory consultancy, that partners with organisations to execute the quality outcomes, as well as agile coaching, organisation-wide capability uplift, and professional development.As a Principal Consultant, the core focus of my role is the management and execution of client projects. Due to the nature of this work, my achievements in this position are directly related to the projects of the following positions with Sydney Trains, AMP, the Department of Justice, and the Westpac Banking Group.Principal Consultant at PM Partners: 2013 to date· Sydney Trains (1st July to Dec 2019): Digital Systems Program: PMO Director Transformation Office· Sydney Trains (Nov 2016 to 30 June 2019): Rail Operations Centre Program: PMO Director· AMP (Oct 2016): Post Implementation and Lessons Learnt on Contingent Workforce Project· Department of Justice (May 2016 – Oct 2016): PMO Advisory (Mike Baird’s Top 5 Strategic Initiatives)· Service NSW (Apr 2015 – Mar 2016): Accelerated Delivery Transformation· Westpac Banking Group (Sep 2013 – March 2015): MyComputer Program: PMO Manager

Sydney Trains is the rail network servicing suburban passengers in Sydney, Australia.As the PMO Director for the Sydney Trains Digital Systems Transformation Office , I am chiefly responsible for managing the planning phase for the Technology, People and Processes - with the goal of enabling the Program to achieve its outcomes of delivering a high-capacity service meeting growing demand, replacing legacy signalling and train controls with modern intelligent systems, and achieving the vision of the Future Transport Strategy 2056.Current Project:A key aspect of this project consists of the development of a Brownfield Environment with a supporting PMO function that interfaces between TfNSW, Sydney Trains and NSW Trainkink to deliver digital transformation outcomes. Other outcomes include the development of financial and commercial management strategies through project agreements whilst building and leading a team to achieve planned outcomes.

As the PMO Director for the Rail Operations Centre (ROC) Programme, I was responsible for a three-phase advisory and delivery project that resulted in the development of a new state-of-the-art Rail Operations Centre in Green Square.The overarching outcome was the implementation of a faster restoration system reducing the impacts of rail incidents on customers by prioritising train services with a customer-focussed strategy.Phase 1 Project OutcomesAdvisory – Discovery Phase Nov 2016 – Dec 2016Managing a Discovery Review and Report with a team of four, I executed a Health Assessment on the ROC PMO and programme to identify recommendations and actions supporting the programme and realignment with a $276.2M budget. Phase 2 Project OutcomesAdvisory – Remediation Phase Jan 2017 – Jun 2017Managing Critical Remediation Activities with a team of 10, I developed the Programme and PMO Remediation Roadmap. This roadmap addressed three critical functions:1. The uplifting of new frameworks, processes, and tools for critical department functions, including but not limited to: Reporting and Governance; Risk, Issue, and Change Management; Control, Scope, Quality Management; Financial Management; and Scheduling and Resource Management.2. The review of the Programme Structure through consolidated methodologies and management plans for business cases, organisational change, and management and commercial capability.3. The complete revision of financial and commercial management structures for the Remediation Programme. Phase 3 Project OutcomesDelivery Phase Jun 2017 – May 2018Managing the final ROC PMO Phase with a team of 8-13 staff, I delivered a high performance PMO service to the programme. This involved daily operations management for the PMO in leadership, coaching, and mentoring in addition to partnering with the Programme Sponsor and the Sydney Trains Portfolio office to support the project management capability uplift.

AMP is a financial services company in Australia and New Zealand delivering superannuation and investment products, insurance, financial advisory, and banking products and services. AMP is also listed on the Australian Securities Exchange.As the Principal Consultant for the Contingent Workforce Project, I was chiefly responsible for the Post-Implementation and Lessons Learnt function.Project OutcomesI executed a current-state assessment of the project artefacts whilst interviewing key project and steering committee members to identify key areas of improvement. This resulted in facilitating the post-implementation review workshops with a 27-large project team and the delivery of a final report detailing areas of success and improvement.

The New South Wales Department of Justice, now the Department of Communities and Justice as of 2019, is a state government agency in New South Wales, Australia.As the Principal Consultant, I led a team of consultants in executing a discovery review to identify actions and deliver recommendations supporting the delivery of three significant reforms.Project OutcomesAs the Principal Consultant, I led the discovery review to support the Premier’s Priorities, to “Reduce Domestic Violence Reoffending", which identified recommendations that would support the planning and delivery of three significant Reforms. 1) Reducing District Courts Backlog 2) Reoffender Reform Program 3) Reducing Domestic Violence. At the time, these were to support Mike Baird’s Top 5 Strategic Initiatives. Further I successfully led leadership and coaching sessions which resulted in significant increase to performance on reporting of new reform policies to the NSW Police Commissioner.