In this role, I managed a variety of projects including:• Implementation of the Customer Service centres technology requirements. Such as: o Organising TCP/IP network modifications with Transport’s ICT group for EFTPOS, POS and EPAY systems. o Installation of a new Point of Sale system. o Installation of a new EFTPOS system.• Decommissioning of the legacy ticketing systems. This included: o Managing the changes to the On Line Ticketing system. o Managing and scheduling of modifications for a staged decommissioning of the Legacy Ticketing system devices. o Modifications and upgrades of the legacy EFTPOS system. o Managing changes to the Legacy Ticketing system servers and networks.

My role was to manage the day to day activities of a team of computer professionals in supporting the legacy ticketing system. My main objective was to ensure that the system operated reliably and that new applications and enhancements were delivered on time within budget. I was responsible for managing all technical work associated with ticketing. This included:• Development of design specifications.• Central systems management.• Database management of the TRS, ADM and the Cubic transaction processing module.• Device software development.• System configuration.• SME advice to the Opal Electronic ticketing project.• AIMI and BTS interfaces.• Change management.Achievements• Implementation of enhanced redundancy of the EFTPOS system. This project involved the installation of 3 new servers and the addition of an additional 2 fast EFTPOS links. The system now comprises of 4 EFTPOS communication servers and one database server. 4 Argent (ISDN) communication links and 2 Quest TCP/IP links. • Implementation of contactless Tap and Go readers at all booking offices.

My role was to provide SME advice to the business on all matters related to ticketing. This included:1. Implementation of the Customer Service initiatives identified by the Boston Consulting group including: • Development of all design specifications• Delivery of a new device called a TVM6. The project was to design, develop and implement an EFTPOS only device to increase device availability with the aim of reducing queues at stations. • Implementation of fast TCP/IP EFTPOS links at stations to speed up ticket issuing. The new fast links replaced the dial up modems at stations.• Implementation of the new 14 day rail ticket.2. SME advice to the new Electronic ticketing project.3. Implementation of the Ticketing Improvement program. This included:• Replacement of the AFC system central computer.• Replacement of the station controller• Upgrade of all TVM main computer boards.• Installation of EFTPOS terminals on TVMs.• New gate passenger information displays.4. Replacement of the EFTPOS system to meet new Card Schemes requirements. This includes:• Engagement of a new EFTPOS supplier.• Procurement of new EFTPOS terminals.• Design of the new device to EFTPOS interface specification.

As a member of Cubic’s management team in Sydney I was actively involved in many business opportunities including the Airport line Ticketing tender, the Sydney ITP tender, the Brisbane ITP tender and the re-negotiation of the SRA maintenance contract in 2000. I was a member of the Cubic negotiation team with the major sub-contractors proposed for these projects.My responsibility was to manage the day to day activities of a team of computer professionals in supporting the SRA contract. The size of the group varied between 9 and 25 staff. My main objective was to ensure that the system operated reliably and that new applications and enhancements were delivered on time within budget. I also acted as the project engineer for the larger software development projects. Enhancement of the system was constant over the 8 years of my tenure and part of my role has been the development of the design specifications describing the enhancements to meet SRA’s business needs. The activities of the group included:• . Day to day operation and administration of the central computers supporting the system • Administration of the disaster recovery site computer.• After hours support of the central computers.• Report writing services for SRA such as standard reports as well as ad hoc reports.• Software development of a new client server database application• Software development of new Windows based applications for the ticketing devices in the field.• Software maintenance of the AFC system’s various applications.Achievements.+Successful implementation of the integration of the Airport line ticketing system. SRA required many business rule changes to introduce and support the Airport line. +Successful introduction of the new Windows based Booking Office ticket selling device.+Overseeing the continuous development and improvement of the SRA AFC system

Administrator of State Transit's Automated Fare Collection (AFC) System. My responsibility was to manage and supervise all personnel and work associated with AFC system including:Project management of all projects associated with the AFC system. Some of the projects I was responsible for included:Stored Value Card (SVC) trial in Newcastle N.S.W. The SVC project was part of a NSW Government initiative to gauge the effectiveness and customer acceptance of Stored value card using Smartcards in State Transit’s bus network in Newcastle N.S.W. I was responsible for overseeing the specification, design, installation and acceptance testing of the hardware and software associated with the project.Sydney Ferries Automated Fare Collection System. This project involved the replacement of the existing AFC system at Circular Quay and Manly wharfs to accommodate the expected increase in passenger movements at both sites over the next 5 years. Working closely with Sydney Ferries management team I was responsible for defining the business and technical requirements and incorporating the requirements into a public tender document. I was a member of the team that evaluated the tender responses.In addition to project management I was responsible for the management and supervision of the 4 permanent staff involved with the contract administration and internal support of the AFC system. Achievements:During my tenure in this position I initiated enhancements which have improved the quality and performance of State Transit's AFC system. • Establishment of a successful working partnership with the contractors engaged to supply the varied components of the AFC system.• Equipment performance exceeding the specified performance levels.• Initiation of the first internal user group within State Transit involving operational staff in the process of continuous improvement of the system.

I was responsible for project management of new systems including specification, design, installation and system acceptance. As with Peninsula Call Systems the work included the supervision of contractors in the installation of cabling and equipment at new and existing sites over the life time of the project I was also responsible for the managing the service personnel involved in the support of the company's products.Being a small company I was also responsible for the creation of new sales opportunities.Achievements:Successful implementation of the company’s systems at customer sites such as Newcastle’s John Hunter Hospital, St George Hospital and Colgate Palmolive’s manufacturing plant at Rydalmere.I provided a high level of customer service and support which directly contributed to new sales.The company's systems maintained a high level of quality and reliability under my management and supervision.

The company sold and maintained communication systems to the Health Care, industrial and commercial market. The systems installed included:+Digital and Radio Frequency Nurse call and emergency call systems+Radio frequency paging systems+Public Address systems +Industrial alarm systems.+New parliament house Canberra – Parliament and Prime Minister call systems.My responsibilities included:+Management of the service and installation personnel supporting the company’s products.+Project management of new systems over the 2 to 3 year life time of the various projects. This involved the supervision of sub contractors engaged to install the conduits during the early phases of site construction, through to the installation of the cabling and equipment towards the completion phase and final commissioning of the systems.