Transformed IT from an operational cost centre to a strategic delivery capability. I was recruited to transform the organisations technology capabilities and in doing so, resolve issues with reliability and availability, changing IT from a cost centre to a delivery centre focused on agility and value. I developed an organisational IT Strategy, followed by a business case for Digital Transformation and the appointment of a Digital Transformation Partner. I have responsibility for leading the Digital aspects of the Transformation program, as well as ensuring existing IT services continue to be delivered successfully. The result of this investment is already being realised with services which previously suffered regular, major outages, now being incredibly scalable and robust, with the ability to rapidly iterate and deliver new capabilities. The Operating Model, is the final aspect of the Transformation with EPA, fundamentally changing the role of IT within the organisation, implementing distributed technology teams to ensure that our strategic focus is on solving our key challenges and allowing us to continue to gain value from the investments we have made.

At Sustainability Victoria I am responsible for all IT services, both strategically and operationally, in this role I have led the implementation of the Information Systems Strategy to transform IT into an asset supporting organisational performance as opposed to a hindrance. One of my most significant achievements at SV has been the improvement of the organisation’s core business processes through the implementation a Client Relationship Management (CRM) tool, referred internally as SV Enabled. I chose the Agile methodology for the CRM project as it allowed SV to optimise the benefits and deliverables for the organisation, and could be suspended or terminated at any time without the loss of the prior investment or business benefits realised. My role included overseeing the decision making and business prioritisation of the project. A key responsibility was negotiating with SV’s process owners and facilitating key conversations with the Executive to ensure the greatest business value was being achieved. The intensive project came in on budget, is being used by the business, and for the first time enables the organisation to have a complete view of its interactions and relationships with its stakeholders.As well as the CRM project, a significant number of other initiatives have been delivered as part of the transformation program, the results of which have been profound, in 2011-12 Sustainability Victoria spent approximately $8m on IT Services that were failing to meet the organisation’s needs, today the budget is approximately $2m and the systems now support and enable the organisation.I am also responsible for ensuring the business as usual operations of the IT team continue to function successfully, ensuring the business can operate successfully. SV has a significant managed services contract, we have recently completed a transition to a new Managed Services provider, which was undertaken with no noticeable changes to the IT services delivered to staff.

At the EPA I worked as the team leader with responsibility for the management of IT Infrastructure, and the implementation of new IT projects. I managed the implementation of two significant projects – the Migration of Lotus Notes to Microsoft Outlook and the Video Conferencing Replacement - both projects had a high profile and impact within the organisation. These projects were developed by me from initial concept and business case development, through procurement and through the implementation phase.In addition to the two projects above, whilst at EPA Victoria I implemented numerous other infrastructure upgrade projects, resulting in the EPA having one of the most modern infrastructure stacks within the Victorian Government.

At EPA Victoria I was working in a contract role on several significant projects:Head Office Move - planning and costing the move of the Victorian EPA's Datacentre to a new headquarters building, this involved creating business cases, project plans and cost justifications, as well as establishing the environmental impact of various implementation options. This data centre was successfully moved at the end of October, the move project also included IP Address re-assignment, additional Server Virtualisation and implementation of a VoIP phone system.Server Virtualisation - In order to improve reliability, redundancy and reduce both costs and environmental impact the decision was made to Virtualise the EPA's DMZ. This allowed many legacy systems to be consolidated onto replicated servers running VMWare vSphere 4. In addition to the DMZ several other servers were virtualised onto a ESX 3.5 cluster in the main datacentre.Directory Consolidation - EPA had several disparate directories (Lotus Notes, Active Directory, Staff Directory, etc) each containing different levels of information and each updated individually. The decision was made to use Active Directory as the primary source of information and to utilise IBM Tivoli Directory Integrator to update the other directories as necessary.Desktop Roll-out - As part of the on-going system renewal at EPA Victoria, 195 legacy desktops were replaced with new energy efficient small form factor systems.In addition to these major projects, I assisted with several smaller implementation projects and day-to-day systems administration and support.

RDF Group is an IT services company specialising in software development and recruitment, working with many blue chip companies in the UK and internationally. During my time as Systems Manager I was responsible for both technological systems and day to day operational matters. At the time of leaving I was managing a team of 4 IT/Operations staff. Notable projects undertaken during this time include:Branch Office Expansion - In 2006 RDF opened branch offices in London and Bristol respectively. In both cases I was responsible for both the technological and operational aspects of opening these offices, including connectivity, furnishing, etcHead Office Expansion - Project managed RDF's expansion into a 3rd floor of their office building; this necessitated the implementation of several new technologies, including Nortel IP telephony, VLAN's and QoS. As well as being responsible for the technological aspects of this expansion, I was also responsible for the refurbishment and furnishing of this new floor.IT Strategy - Development of company-wide IT strategy, the intention of this strategy was to give the organisation a long term but flexible view of how to develop RDF's IT systems and infrastructure over a three year term to increase flexibility and productivity whilst reducing costs.Exchange 2007 - Project managing the upgrade of our Brighton based email infrastructure to Exchange 2007 SP1.Virtualisation - Implementing the Microsoft Hyper-V virtualization platform on Dell 9th & 10th generation PowerEdge servers.Windows Server 2008 - Initial evaluation of Windows Server 2008 and development of plan to upgrade Windows 2003 infrastructure.Microsoft System Center - Evaluation and initial implementation of Microsoft System Centre products - SCDPM, SCOM, SCVMM & SCCM.Windows Vista - Implementation of Vista SP1 on all Windows XP Pro clients.

During my time at RDF as Systems Administrator I was responsible for the operation of the IT systems in RDF's headquarters office in Brighton. Upon joining the company, we began a programme of upgrades to the IT infrastructure, both software and hardware. As well as day to day maintenance of IT systems I undertook Oracle DBA responsibilities when client projects demanded it. Notable projects included:Office Move - In May 2005 RDF moved its headquarters office to facilitate continued growth. During this move I was responsible for the migration of all IT and other technological systems, including desktop and server systems, hosted website and e-mail systems. The increase in potential staff numbers also warranted an upgrade of the Nortel Option 11C telephone system.Hardware Renewal - Implementation of 3 year leasing of all IT hardware, allowing the company to maintain modern systems throughout the company.Server Systems Upgrade - Upgrading the Brighton based server infrastructure from Windows NT4 and Exchange 5.5 to Windows Server 2003 and Exchange 2003, in the process consolidating from 4 NT domains to a single company wide Windows 2003 domain.Desktop Upgrade - Replacing all Windows NT4 & Windows 2000 desktops with Windows XP Professional clients, in the process upgrading from Office 2000 to Office 2003.

During my time at university I was sponsored by RDF and between semesters worked for RDF as an assistant systems administrator responsible for day to day first line support and systems maintenance.