Leading a dynamic IT team of 100 professionals, I oversee six strategic pillars:Cloud Services: Specializing in Kubernetes containerizationDigital Services: Including Websites, Applications, and Power PlatformCRM Services: Salesforce implementation and managementPackaged Applications: Handling Commercial-off-the-shelf ApplicationsDatabase Services: Robust management of databasesReporting and Analytics: Delivering insightful data analyticsAccountability:I am accountable for end-to-end management, ensuring delivery, operational support, maintenance, security, and service management across our portfolio. Managing a $36.5M budget, I oversee Profit & Loss (P&L) and Financial Operations (FinOps), strategising asset enablement across the Transport cluster.Operational Excellence:Implementing DevSecOps, I integrate 420+ CIs into ITSM Governance, embedding a holistic delivery approach from ideation through SDLC. Our culture emphasises continuous improvement, security, quality, scalability, automation, simplification, and reusable patterns.Impact and Innovation:Our team is recognised as centres of excellence in Cloud Services, Digital Solutions, and Salesforce, sharing technical IP to enable replication across government divisions. Our services reach every corner of the Transport cluster and impact a vast majority of the NSW public.Organisational Culture:Fostering a 'growth mindset', we operate with lean, highly skilled teams, augmenting our approach with managed service providers for collaboration and knowledge enhancement. We prioritise upskilling, cross-training, and collaboration to drive efficiency and innovation.

As a key member of HSBC's Digital leadership team, I spearheaded the global business release and change management function across EMEA, North America, and Asia Pacific. I was globally accountable for all digital releases within a $350 million program covering browser, mobile, and security-as-a-service platforms.Leadership and Delivery ModelsI established and optimised the team's operational framework to function across waterfall (core capability), hybrid (ongoing support), and agile (new initiatives) delivery models. This strategic alignment ensured seamless integration and enhanced our ability to meet evolving business needs.Thought Leadership and Agile TransformationI introduced the agile operational model, creating end-to-end system flows across multiple areas. I shaped the operational framework and governance to be leaner and more agile compared to the broader HSBC organisation. I ensured audit and compliance, coordinating deployments of APIs and customer-facing interfaces while aligning broader business operational readiness activities.Head of EMEA Digital Centre of ExcellenceI oversaw diverse functions including Planning & Support, Release, Project and Change Management, Operational Support, UAT, Business Analysis, Product Management, and Digital Channel Operations. I was accountable for delivering all changes to online and mobile banking platforms in EMEA, managed the P&L, and lead a team of approximately 450 professionals, including a senior leadership team of 7 direct reports.Key AchievementsGlobal Digital Releases: Successfully led global digital releases, significantly enhancing customer experiences through innovative browser and mobile solutions.Operational Efficiency: Streamlined processes and governance, fostered agile adaptation and strategic responsiveness within a complex organisational.I drove digital transformation and operational excellence on a global scale, ensuring successful delivery of critical digital initiatives.

I joined Telstra as the Business Digital Project Manager for the 24x7 App, where I successfully implemented an Agile operating model, delivering multiple releases. I was subsequently promoted to Business Digital Portfolio Release and Planning Lead for Telstra Digital.Leadership and Team DevelopmentIn this expanded role, I formed a team of experienced Program and Change & Communications Managers, assigning them to various digital streams. Over the years, I was accountable for planning, tracking, reporting, governance, delivery, and change management of Agile digital projects across multiple Telstra business units and digital assets. Additionally, I manage digital prioritisation within the wider enterprise to ensure continuous delivery of business value.Strategic Planning and ExecutionI set the digital release and development cadence, collaborating closely with IT to provide the digital roadmap and priorities. I establish horizon-level release plans, ensuring strategic direction is set and realigned after each delivery increment.Operational Excellence and GovernanceI worked closely with Operations teams, serving as the Business Lead for all digital releases and Go/No Go governance calls, alongside the Operations Lead and Platform Technical Owner. I represent Digital at Enterprise Business/IT Release Management Forums and lead the agenda for Risk Council.Agile Leadership and ImplementationAs the Agile Lead, I coached and led the implementation of Scaled Agile across the portfolio and program levels of Digital. I provide training and guidance on SAFe, working with leaders on real world implementation of SAFe. Working with Agile coaches, I enabled the strategic vision for Scaled Agile, driving progressive and manageable changes toward our end goals.My tenure was characterised by driving agile digital transformation, fostering operational excellence, and ensuring the successful delivery while maintaining focus on quality and continuous improvement.

As a Digital Project Manager at Salmat Digital, I oversaw a diverse range of projects, including Hybris e-commerce implementations, website builds driven by Umbraco CMS, and mobile application developments. While my preference was Agile methodologies, I also adapted to traditional waterfall approaches when projects necessitated. In many projects, I fulfilled both Business Analyst and Project Manager roles.Stakeholder EngagementI manage relationships with a variety of stakeholders, from Client Marketing Managers to senior management, internal teams, and steering committees at the C-level.Driving Agile TransformationI played a significant role in influencing the Salmat Digital technology and delivery team to transition from traditional waterfall methodologies to an Agile approach. I leverage project management tools to enhance project delivery and management.Key AchievementsLed a highly successful and well-regarded delivery team within Digital.Awarded a Company Achievement and Recognition award in the last quarter of FY15, an honour nominated by peers and presented quarterly.My work at Salmat Digital is characterised by effective project management, stakeholder engagement, and driving Agile transformation to improve project delivery and team performance.

As a senior member of Lasoo's management team, I led the company's multi-million dollar growth program, overseeing both front-end and infrastructure projects. I managed 12 project streams, addressing issues and risks, monitoring gate deliverables, and keeping stakeholders and Steering Committees informed on project progress. I reported to the EPMO, ensuring all documentation adhered to Salmat's project governance standards.Methodology and Transition to AgileI managed projects using both PMBOK and Agile SCRUM methodologies. I successfully demonstrated the benefits of Agile software development to the business and led the transition to Agile SCRUM. I facilitated training for key team members, implemented change management processes, and guided the team through Agile adoption. I also introduced new project management tools, ensuring key documentation and requirement specifications were produced and maintained.Stakeholder Communication and Change ManagementI effectively communicated with stakeholders accustomed to traditional project management methods, utilising Gantt charts and critical paths based on the product backlog while introducing them to Scrum artefacts. This approach facilitated a smooth transition to Agile methodologies and effective change management.Project HighlightsLasoo Daily Deals Site: Led the development of a daily deals site, stabilising the code, adding and disabling functionalities, and integrating payment gateways (IP Payments and PayPal) with Salmat's enterprise finance system (EP1).Business Restructure: Managed the business restructure, identifying risks and providing strategic recommendations to the EGM. Coordinated with HR and recruitment agents to hire staff necessary for the company's strategic growth.My role at Lasoo was marked by successful project management, driving Agile transformation, and ensuring robust stakeholder communication, contributing to the company's growth and operational stability.

Salmat TMS (Targeted Media Solutions) - Project managed the setup of an operational part of the LDN business. Was responsible for establishing relationships with printers and setting up rate cards with the printers in each state; responsible for training collateral and proving training to the LDN BDM’s; played a lead role in setting up the studio in Manila and recruiting for the 2 roles. Set up and managed the job management processes and procedures and streamlined procedures. Once set up I handed the project over for BAU operation.

Member of the agencies senior management team. Managed projects and account profitability. Worked closely with the Finance Director on the general management of the agency. Managed the creative services department of 8 staff. Cultivated solid client relationships at various levels, ensured delivery and managed brand expectations. Project Managed CRM implementations for direct marketing programs for Woolworths, Lend Lease and Newcastle Permanent.Lead role within the development of: the Woolworths Everyday Rewards program which developed a membership base in excess of 3 million registered customers; Customer support in Woolworths’ credit card, mobile product card and Frequent Flyer products; and Consulted on over 1,000 targeted e-DM campaigns; Delivered numerous direct mail campaigns and integrated SMS campaigns.

March 1998 - December 2004 - UKProject Directed all the below the line (including digital) customer acquisition, retention, trans-promotional and B2B tactical campaigns for British Telecom. BT was the largest OgilvyOne local client account in the world group and the 5th largest group client worldwide. Managed a team of 5 who were responsible for the project management of the BT projects.Oversaw all project management and was the key client contact for any project issues. Managed briefing, set and managed project timelines, budget control and QA. Developed and tracked new innovations, savings and efficiencies. Managed internal relationships with department heads and those with external suppliers. Managed the workflow for my team and had a hands-on role too. Reported to the Managing Partner and Group Production Director.Other Clients: IBM, Jaguar, British Airways Authorities, Royal Mail and SmithKline Beecham. Projects not only for the UK, but also for Europe, Middle East and Africa (EMEA).March 2005 – June 2007 – AUSTRALIAProvided full technical production support and project direction for American Express. Worked closely with the American Express Senior Marketing team and the Agency Group Account Director on the Centurion card, AMEX’s most prestigious brand. Managed the relationship with American Express’ print and mail house Procurement Company and the Agency. Through the project management process, liaised and coordinated with Client Marketing teams, Account Management, Creative Services, Procurement and external suppliers.Other Clients: NSW RTA, British American Tobacco, Nestle, Friskies, Purina and Hyundai.