Reporting into several Delivery Managers within the BU Technology Enablement group I am responsible to managing and overseeing several Programs of work Achievements- Successfully delivering several key projects on time and on budget.- Successfully reviving one project and delivering the system and processes within the revised timelines and under budget. - Delivered a health check on one project and provided recommendations, I was asked to drive the program and whilst we are still in delivery the project has remained on track, been able to show with new reporting and showcasing what it has delivered. I also worked very closely with all stakeholders from changing the team who were working in silos to working as an integrated team, improving the relationships and collaboration with the product team and business SMEs.

Reporting to the Head of Delivery (Metro Trains Melbourne - MTM), Responsible for managing & overseeing large complex programs of work for the OCMS (Operations Centre Management Systems) group. Building strong and trusted relationship with MTM senior leaders as someone who drives successful outcomes. Achievements- Responsible for establishing a new Project team to support the ICT Shore design & delivery phases for the new X'Trapolis 2.0 trains. The work also required technical design reviews of the New Train on board systems and through the work of the team, were considered trusted advisors to DoT.-Tasked to take over the ICT (OCMS) program of works & successfully turned the troubled project around through restructuring, instilling effective communications, enforcing project disciplines & governance. COVID lockdown did present additional complexity however the rejuvenated team was able to adapt & deliver all the infrastructure, networking, software applications and processes to support the introduction of the new High Capacity Metro Trains (HCMT). - Requested to resolve 3 years of backlogged project drawings that was preventing the release of retained payment for projects completed. I took over the existing team of engineer drafters and within 12months we cleared the backlog whilst also delivering new drawings. This involved implementing new document management processes, automating progress reports & changing the working groups culture & quality mindset. The result of the changes built trust with the Department of Transport that the backlog is managed & have had the retained payments released & all of this was done during the COVID Lockdowns.- Successfully delivered a Windows and SQL Server upgrade program of works across Metro Trains Network. Whilst the majority of the work was completed prior to COVID Lockdown the team was able to adapt and still delivery the remaining works remotely ensuring we didn’t deviate from the schedule and still be on budget.

Software innovators

Responsible for the following:Program management across the delivery of Migrations and Operations for Department of Defence project.Project Management across several key projects within nbn Business Segment Network Engineering and Operations groups.Achievements- Responsible for the End to End customer engagement and delivery framework that is governed by appropriate Steering Committees Change Advisory Boards and in accordance to contractual agreements.- Responsible the transitions of Defence and Government sites and services onto the nbn Ethernet Broadband Service (NEBS). - Appointed temp GM (NTG Delivery) during Restructure (3-month secondment)- Obtained security clearance to work on defence and government projects.- Recognised by my peers with Spark Awards for contributions towards the team and delivery of projects.- Recognised by Department of Defence program for the establishment and high-quality delivery of nbn Defence Network Operations Center.  Streamlined and automated weekly reporting, which was highly regarded by key stakeholders.- Communication Management, (Site level and C level reporting in accordance with governance framework.- Change and communication management identifying change impacts both internally and also externally communicating the changes and obtaining sign off. - Identifying key business and project risks and implementing strategies to minamise the likelihood and impact of the identified risks as well as managing Issues to prevent the delivery from deviating from the agreed timelines.- External and internal stakeholder relationship management with excellent feedback and support.

Reporting to the Head of Operations, I was tasked to support three global accounts, Aurecon, Fonterra and NZ MFAT a portfolio of over USD 100 Million in revenue and ensure governance across Pre-Sales, Delivery and Operations is fully embedded in all accounts.Responsible for the quote to cash processing, invoice and revenue collection across all three accounts, I also successfully managed the delivery of new technology builds of access circuits (WAN), internet offloads, SD WAN and Zscaler across multiple geographical locations as well as data services migrations onto the new infrastructure.Achievements:- Completed internal audits and set about removing single points of failure within the account.- Assisted both Orange and customers to streamline processes and remove waste. - Assisted pre-sales in templating service requests and responses reducing time to quote and time to order.- Introduced a replacement for the legacy internet email management processes with a new cloud-based Internet as a Service (IaaS) queue management solution (Zendesk). Reducing emails received by 20% which in turn would drive business process efficiencies, and enhance effective collaboration between teams, reducing the Time to Deliver new services.- Received customer recognition (Fonterra) for the turnaround in service delivery within a short time period (under 3 months)

Reporting to the CEO, I was hired to overhaul, expand and improve operational service and deliver and create scalable processes across the business to maintain the accelerated company growth whilst preparing the company for an initial public offering (IPO).Prior to the appointment of the CFO, all finance managers and payments teams reported to myself and was responsible for invoice, payments (suppliers) advisor platform collection and payments, revenue collection, regulatory Audits. I also instigated the transition from MYOB to Netsuite of all finance activities and transactions.Main achievements:- Working with ANZ to develop APIs to manage and streamline account openings and payments - Supported sales growth from AUD$2.85B to AUD$6B of Fund Under Management - Developed the strategic roadmap for the development and growth of Powerwrap Operations. - Established Contract and HR Management Frameworks- Removed single points of failure within the company organization- Recruited 44 new staff across the business and managed 3 new office builds (Melbourne and Sydney) to accommodate the growing employee numbers in 12 months- Replaced legacy internet system with the new cloud-based Internet as a Service (IaaS) solution. Driving business process efficiencies, improving access to data, reduce business operating IT cost by 40% and enhance effective collaboration between teams, reducing the Time to Deliver/Resolve - Implemented a new cloud-based service desk, replacing old email legacy system which was unable to handle the large volume of service requests. The new system also allows the customer to create a Service Ticket online and view progress and collaborate with the respective operations subject matter expert(s) reducing the Time to Resolve.- Reduced operational process waste and operational costs by 35% (AUD$1M annually) through the transition to a new Business Process Office (BPO) outsource model with resources in Chennai (India)

Reporting to Senior, VP and C level management, I was hired to manage the global IT infrastructure and service management contract of Rio Tinto (a leading global mining and metals company) - TCV of USD$100MI also successfully managed the Rio Tinto Transformation program delivering new/upgrade technology builds consisting of access circuits (WAN), Security Gateways, across multiple geographical locations as well as data services migrations onto the new infrastructure.I also was responsible for the project planning and execution of the de-coupling of South32 from BHP, focusing on the South32 scope of works which consisted of the transfer of assets, new access circuits, Security and Voice gateways, Data Centre builds and data transfer/migrations across multiple geographical locations.Responsible for the setting up and management of the quote to cash system and processes, invoice and revenue collection, site inventory reconciliation for the Rio Tinto & South32 global account.Main achievements:- Plan and implement procedures and systems to maximize operating efficiency across Rio Tinto account (internal and external)- Architecting unique service operations and delivery management offerings which were secured for: o Rio Tinto, securing a 5-year contract renewal valued at USD$100M o South32 Global Network, Voice and Security Service and infrastructure 5-year contract deal – TCV USD$50M o BHP Billiton Global Network, Voice and Core Gateway 5-year contract deal – TCV USD$120M - Nominated by Orange senior executives to Orange headquarters to then receive a global recognition award (Orange Bravo/Star Award) awarded for my contributions to Customer engagement and service delivery.- Received an “Excellent Customer Satisfaction” award This award is given based on customer provided feedback with respect to my excellent customer relationship and my ongoing support to ensure services are delivered within agreed timeframes

Following on from my assignment in Malaysia as the Service Director, I had been requested to take the well received and recognized processes and platforms and implement them across the region.Leading a dedicated team, across SEA region, we set about designing, implementing and monitoring departmental policies and procedures in order to meet the services business groups financial and operational targets.Main achievements: • Information and documentation control, to standardize the documentation system to assist project as well as bids and proposals gain/gather information easier and faster.• Pricing and cost modeling for various services, turning response times to customer faster and more accurate• Subcontractor performance and quality control, reducing risk and removing unnecessary cost build up, making pricing to customers more attractive and also insuring faster acceptance turn around • ISO certification preparation and maintaining ISO 9001 accreditation• Critical Customer Incident reporting and corrective action planning, able to identify problems in advance before becoming a customer critical issue, giving senior management a radar view and notification of what escalation and support is required.• Qualifying and Quantifying best practices and establishing common standard processes for the region,

Overall responsible for P&L of the Services business in Malaysia (Operations, Project management /Delivery & network integration/Maintenance etc) I was also assigned to bring change to the organization that had suffered major services delivery issues, and turn customer’s negative perception on Alcatel-Lucent Malaysia overall support organization. Accountable to improve revenue and margin levels which had been also on a decline year on year.Main achievements: • Designed and implement departmental policies and procedures in order to meet business objectives as well as financial and operational targets,• Reversed customers negative perception and increase customer satisfaction on major account to retain existing business and further foster new business growth.• Improved revenue margins from previous year from 14 to 28%• Increased sales revenue by 210%• Implemented quality control and documentation procedures and guidelines and streamlined and standardized reporting.• Overseen the bids and proposal offering to customers ensuring the offer was accurate and concise to customers expectations• Secured first Managed Service business in SEA for Alcatel-Lucent • Improved internal communications between account managers and services leaders.• Aligned services contracts to be more streamlined towards customers, which in turn reduced cost, improved margins and still offer reduce price to customers.• Awarded Best Transmission Maintenance support from Telecom Malaysia

Required to manage and develop services solutions contained in the Alcatel-Lucent Revenue Assurance & Operations Transformation Offer, contributing to the development and growth of services in the Asian Pacific regionAs part of the APaC Services line of business team, I was required to interface with the in country customer service development leads, in country sales organizations as well as the global maintenance line of business to identify and grow maintenance opportunities until closure.

Insure on time delivery of Lucent equipment and services across New Zealand for the Telecom Network. The scope of works includes budgeting, sub-contractor management, installation and integration of IN related projects into the existing system. The work also involved planning, costing, procurement, and quality control of the system &, customer acceptance

Project Managed and provided Quality Assurance/Control of Nokia project and services across multiple locations globally The scope of works included, Project management, Initiation, planning, Control, budgeting, sub-contractor management, Quality assurance and quality control.Successfully rolled out Full Turnkey wireless projects in • New Zealand• Indonesia (Received an acknowledgement of my contribution to the success of Indonesia business)• Malaysia• Switzerland• Hungary

A three year career with LSE, gaining experience in implementation of telecoms infrastructure and technologies, My role as Engineer/Rrigger made me travel all over Australia building cell sites for operators like Vodafone and Optus, I was also assigned a 1 year project based in Malaysia working on a Nokia wireless network, training and supervising local Malaysian companies.