Chris is leading internal business works including business development, tender responses and development of a business operating model and processes. more broadly Chris is developing scalable frameworks that enhance operational efficiency and support long-term growth, aligning with the strategic goals of the company.With regards to clinet work, Chris produced a report on Australia's current GWEO disposal and demilitarisation capability and constraints. He structured the report and engaged with Defence and industry on the following aspects: • organisation and processes • required skills, resources and training, • Infrastructure and facilities and, • current and in-flight investment in technology. To support timeframes for an impending government submission, Chris produced interim one-page reports and infographics to be used by the submission team for drafting in advance of the final report. Additionally, Chris drafted a 5-year plan including recommended lines of effort (work breakdown structure) and a high-level schedule to deliver GWEO disposal objectives.

Chris supported the client program manager with the management of the navy guided weapons and munitions sub-program, being a $20B investment in guided weapons over 20 years. He led a team of five staff to provide project governance and strategic advice for the development of investment business cases. Chris personally authored and provided strategic writing support for the development of technical documentation and government submissions achieving multiple government first and second pass approvals. Chris also managed the sub-program scheduling and integration with both higher program and project delivery schedules. He conducted schedule analysis, providing recommendations on schedule performance and mitigations to schedule risk. This ensured development timelines for business cases and government approvals were maintained.Additionally, Chris undertook analysis to provide data-based recommendations to support capability decisions. He developed enterprise resource planning dashboards, infographics and plan on-a-page summaries to enable collective understanding and decision making by senior executives.Prior to this, Chris provided tendering and scheduling guidance and support to several projects in the Maritime Integrated Warfare Systems Branch. Specifically, he: • supported the design of request for information and request for tender document suites, and • provided strategic advice on managing schedules during request for information and tender activities. Chris maintained project schedules (in Microsoft project) towards achieving the Department of Finance’s two-pass gateway review process. Additionally, Chris worked in multiple evaluation teams, focusing on project delivery and commercial viability to determine the best tendered solution.

Chris managed the delivery of the MASTIS capability (Navy Primary SATCOM bearer) upgrade. This project consisted of four work packages with a total budget of $51M delivered over 6 years (2017-2023). Chris was responsible for managing multi-disciplinary teams, including direct management of staff (up to 9 during surge periods including contractors). Chris also directly managed the project’s prime contract ($22M) with BAE systems.Chris was adept at incorporating strategic and political considerations into the project. Key to his success was his ability to communicate complex information through various means including plan-on-a-page project summaries and capability infographics. He ensured adequate phasing of resources across project demand peaks and troughs as well as monitoring the projects for continued viability. This included reviewing and providing direction on schedule, scope and cost. Notably, Chris:• led the project from initiation to delivery of initial capability ahead of schedule, and• successfully led negotiations to correct major delivery challenges.

Chris undertook analysis and developed business intelligence for Department of Health inputs and requirements for the inter-agency data warehouse for aged care records. Chris also provided program management monitoring and control for the Department of Health aspects of the program. A notable achievement was taking lead on the aged care program proposal and roadmap incorporating views from multiple departments and agencies.

As the Project Manager, Chris managed the delivery of the Emissions and Energy Reporting System Business Improvement Project delivered over 12 months with a total budget of $3M. Chris developed, managed and monitored project scope, schedule, risk, resourcing and budget and, ensured the value proposition of the project was maintained. He engaged with stakeholders, led scrum events, undertook sprint planning and resolved blockages affecting the team.A notable trait of Chris is his ability to deliver on his immediate objectives in parallel with broader program and enterprise objectives. Chris would regularly provide support to other projects experiencing under-resourcing and schedule delays. He would regularly do this recognising the need for all projects in the program to succeed to achieve the broader program objectives. As the Business Engagement Manager, Chris led the analysis, scoping and costing of proposed projects and business-as-usual (BAU) job requests. He prioritised BAU and project initiatives, and managed resource allocation accordingly ensuring optimal resource utilisation and alignment with business goals. To do this Chris managed an integrated schedule to coordinate dependencies and resourcing for both project and BAU work. this included:• monitoring both schedule and cost performance of work undertaken, and• managing resourcing and providing recruitment recommendations based on schedule demand.

Reporting to the Program Director, Chris developed a program strategy and objectives for the G20 Taskforce as well as several subsequent work streams, specifically:• developed engagement plans with state governments and industry groups,• provided program oversight and advice to dependent projects,• resolved conflicts between projects, • coordinated and prepared program readiness and governance reporting for program boards; and • developed delivery and communication plans for the event.A notable achievement was successfully developing strategic program documents including the G20 Blueprint; a roadmap that was used as a key strategic communication artefact between Australian Government agencies for the life of the program.

Chris worked with project managers to ensure project deliverables aligned to program-level objectives and facilitated negotiations to resolve conflict between project-to-project dependencies. A key achievement was developing a forward reporting framework that successfully detected program risk with enough time to mitigate.

As part of the Workforce Strategy team, Chris led a project to develop a new workforce planning capability by developing key project artefacts including a business case, project plan, implementation plan, benefit realisation plan and schedule. Chris used these artefacts to lead negotiations for a new service contract. Additionally, Chris was also the lead analyst for the development of:• functional and non-functional requirements.• high level process maps and infographics.• complex process and system maps using Business Process Mapping Notation 2.0 (BPMN).Chris was one of the first project managers in the agency to successfully implement a benefit realisation plan and demonstrate the relationship between project outcomes and agency objectives.

As part of a team, Chris contributed to the development of the program control framework including:• Drafting program plans for risk, record management and project delegation frameworks.• Development of the project benefits realisation plan.Chris was able to produce final drafts of work including written documents and visual infographics that were used as objective quality evidence during the Department of Finance Program Gateway Review process. His work contributed to the program receiving a ‘Green’ rating in its first pass review.

In the Risk and Audit Section Chris undertook various projects and functions including business planning, audit, business continuity planning and risk assessments. Predominately he: - Conducted internal compliance and performance audits on various functions and programs within the department; and- Conducted risk assessments for various functions and programs within the department and assisting with high-profile risk assessments as required.

As a part of a project team, Chris developed and manage record destruction authorities for various government departments and agencies. Additionally, He was required to provide record keeping best practice advice to other government departments and agencies.

As the Protective Security/Agency Security Adviser Chris assumed full responsibility for the protective security functions for the National Archives of Australia, including physical security, personnel security and agency security policy. In this role Chris supervised two staff at the APS 4 level. These positions were the Protective Security Adviser (Security project officer) and a vetting officer. His duties were to manage all protective security functions of the NAA including the management of security resources, development of security policy and ensure an appropriate level of security awareness throughout the NAA.