Craig Cox Email and Phone Number

This is a key role that will be interacting directly with the Global Technology Services Product and Services Teams to develop, manage and execute partnership operations. I will champion SPT (Strategy, Performance and Transformation team) across the infrastructure technology business, supplier teams, and your primary goal will be to provide support across operations and management of partnerships namely:• Execution & negotiation – working with Procurement teams and SPT to establish the best ongoing commercial outcomes for CBA• Implement & transition – new technology vendors• Performance & governance – ensure maximum value is created from our external relationships• Develop effective performance management strategies across all technology categories and major suppliers in line with the Supplier Governance Framework and in collaboration with the key product and services owners• As we operate in a highly regulated environment my team will be responsible for ensuring that our partners adhere to internal/external compliance and risk obligations.

The objective of the Supplier Relationship Manager is to protect the Bank and to cultivate beneficial partnerships with suppliers and stakeholders while identifying, escalating and mitigating supplier and business risk.I am responsible for the engagement with the top tiered Suppliers (predominantly Tier 0s and Tier 1s) on behalf of the Business Owners and the key Stakeholders, post procurement and contractual negotiation.My primary responsibility include:- Governance and oversight of suppliers contract terms;- Co-ordination of key parties to ensure adherence to minimum obligations;- Monitoring and reporting of SLA performance- An escalation point through to SMEs for any incidents and are responsible to ensure risks and controls are being managed effectively as they relate to the suppliers being governed.

Ventia and Broadspectrum have united to form a dynamic new essential services company. Our combined histories shape who we are today and are the building blocks for our future – 'Better Together'.I have secured the role of Manager - End User and Workplace Services across both organisations

Responsible for the effective management of the Group ICT services across Ventia and into our strategic partners for Service Desk, Desktop Support and VIP Support.

As an Operations Lead within the Partner Operations Team, I am responsible on behalf of the business for the operational excellence and resilience of the NBN Co's IT Interfacing Platform Services and associated Wholesale Business Agreements obligations. I look after Tier 1 and Tier 2 Retail Service Providers Australia Wide providing Support, Customer Service and Service Level Management. Key areas of my focus include Reporting, Continuous Service Improvement Initiatives and Agile/Lean Principles. I work very closely with multiple internal IT platform and program delivery teams to achieve improvements which results in an increase to Customer Satisfaction and an increase in resolution first time. Key Accountabilities:1. Accountable for Major RSP Incident Management.2. Accountable for Major RSP Problem Management.3. RSP Escalations – maintain incident tracker for history, training, knowledge and reporting.4. The setup, maintenance and operation of weekly meetings on Customer Escalation Management. 5. Accountable for representing RSP’s during Monthly Releases (Notification, War Room and PIR). As of May 2018, I am now also responsible for looking after IT escalations for Tier 1 RSP – Telstra.This includes Activations, Connections and Assurance.

As the result of a company restructure; technical roles were realigned under Technical Operations. Optus Business took the Top 12 National customers and classified them as Strategic. As State Manager, I look after the business relationship and technical staff that directly support the NSW Strategic customers. The customers include two of the top four Australian Banks and two National Insurance companies and have combined revenues of over $100 Million per year. I manage 15 staff including Technical Service Managers, Change Managers and Operational Architects. Technical Services Management works closely with the customer to improve customer service experience, support technology change to become a trusted technical advisor, provides input into future strategy roadmaps, utilises Incident, Problem and Change Management methodologies based on ITIL industry best practices for Service Management to achieve highest levels of service outcomes. The role monitors and measures team performance including adherence to contractual obligations in addition to providing a point of escalation and operational reporting.Key areas I am responsible for include:• Customer Technical Relationship Management - the role deals directly with customers at a senior level (e.g. Network Managers, IT Operation Managers and CIO).• Operational Performance - long term sustainability of technical operations with focus on efficiency, performance, SLA's and customer service levels together with the establishment of productive strategies for continual service improvement.• Technical Governance Framework – Standardisation of templates, tools and processes in order to provide structure, best practises and continuous improvement.• Staff Management – people management duties including performance management, personal development, coaching, mentoring, resourcing and training requirements.

As the result of a company restructure my role was changed and it was aligned under Customer Delivery. The Senior Service Delivery Manager role played a key role in leading operational contracts as well as people leadership and management. I managed 10 staff consisting of Customer Delivery Managers and Technical Delivery Managers. My portfolio included International and National ICT organisations with combined revenues over $50 Million per annum that were Optus Business Enterprise customers. My role was fully responsibility to deliver the ongoing growth, development and delivery of customer portfolios including:• Commercial Performance (including contract optimisation, revenue protection and margin growth)• Operational Performance (including delivery of requirements and to agreed service levels)• Customer Expectation Performance (Service Review, Voice of Customer and other indicators)• Ongoing project and specific opportunity generation within that project (Organic Growth).

In this role I managed eight Technical Delivery Managers as well as two of my own Enterprise customers. The Technical Delivery Manager (TDM) role was to focus on the delivery, performance, maintenance and growth of our customer’s technical solution. As the Post Sales Technical contact I would provide detailed information on the customer’s network environment and become a trusted advisor. I would identify business opportunities (Sales, optimisation and cost reductions) in the customer’s environment and work to design and execute solutions that added value to the customer’s business. ITIL methodology was used to manage Incidents, Problems and Change requests. Incident Management required being the escalation point for customer faults, the conduit into Optus Service desks and to provide Stakeholder communication until the incident was resolved. Problem Management was the analysis of multiple similar incidents to determine the root cause and then to provide technical recommendations for a permanent fix. Change Management meant managing MAC’s (Move, Add, Change) and co-ordinating internal teams to deliver requests as quickly as possible. .

As Network & Desktop Manager I was responsible for 18 staff and an operational budget of 10 Million Dollars which applies to the following services:• Desktop Support – Management and support of 5500 PC’s and Laptops. Support of Canon and HP Printers. Support of Windows Operating Systems, Office Applications and Primary Business Applications.• Network Support – Configuration and management of CISCO routers, switches, point to point wireless and WiFi access points across 525 sites.• Communications Portfolio – Management of Optus as Boral’s Telecommunications partner of choice. This includes all Boral’s network services, fixed voice, mobiles and Smartphone devices. • Telephony Services – Supply, install, setup and break fix of PABX systems at 325 sites. • VOIP – Management and support of a CISCO VOIP solution used by 1000 users across 7 primary sites.• Enterprise Monitoring – Management and support of HP Openview Suite of Tools for monitoring of all 2400 network devices and all 560 WIN/UNIX servers.• Project Office Relocations – Provide Project Management services for infrastructure relocations and new site installations.

As Network Manager I was responsible for 6 staff and an operational budget of 7 Million Dollars which applies to the following services:• Network Support – Configuration and management of CISCO routers, switches, point to point wireless and WiFi access points across 525 sites.• Communications Portfolio – Management of Optus as Boral’s Telecommunications partner of choice. This includes Boral’s network services, fixed voice, mobiles and Smartphone devices. • Telephony Services – Supply, install, setup and break fix of PABX systems at 325 sites. • VOIP – Management and support of a CISCO VOIP solution used by 300 users across 3 primary sites.• Enterprise Monitoring – Management and support of HP Openview Suite of Tools for monitoring of all 2400 network devices and all 560 WIN/UNIX servers.• Security – Management and support of firewalls, proxy servers and perimeter edge equipment for both Data Centres.

As Team Leader Enterprise Monitoring I was responsible for 4 staff looking after the following services:• Enterprise Monitoring – Management and support of HP Openview Suite of Tools for monitoring of all 2400 network devices and all 560 WIN/UNIX servers.

I was the inaugural Problem Manager for Boral SBS as well as looking after the implementation of HP Openview Monitoring Tools and HP Openview Service Desk.In the role of Problem Manager, I had a leading role in establishing and managing an ITIL based Problem Management process within Boral. Was a member of the ‘Pathways Initiative’ a large Service Management program that included: The consolidation of multiple service desks and support areas., Establishing common ITIL® processes for Shared Services, Implementing business systems to monitor and support SBS functions, This program involved both the establishment of new vendor contracts as well as the retirement of existing contracts and significant organisational change whilst maintaining business continuity.This project was the Winner of the itSMF ‘National Project of the Year’.

In the role of Project Manager Relocations, I managed the Relocations department within the Project Office of Boral Shared Business Services. This service was offered to Boral businesses to perform management of the IT subprojects during a new site installation or site relocation. My position was made up of two major components: • Management and Leadership of the department included: Customer Service, Training, Mentoring, Monitoring, Reporting, attending Meetings, Staff Management, Presentations, Process Improvement and Management Communication. • Project Manager: Specifications Development, Data Cabling, Voice Cabling, Telecommunications Provision, PABX Relocation, PABX procurements & installation, Communications Cabinet and Room Design, UPS Installation & Relocation, Air Conditioning, Security Systems, BCCN and Local LAN Networking.

In the role of Project Co-ordinator, I managed multiple national deployment teams responsible for the technical delivery of leading edge Microsoft and Citrix technologies. These technologies incorporated, Windows Server 2003, Exchange 2003, Virtual Server 2005, Citrix Metaframe XPE as well as Windows XP desktop clients. Over a 2 year period 10,000 PC’s were retrofitted or replaced.In the position I managed up to 10 team members at any point of time. Project Horizon was unlike any other project that Boral had previously undertaken. Many of the procedures such as communication, training and deploying were revolutionary and set a trend that other Boral projects try to achieve today. Our team was noticed and acknowledged by our peers as a means of providing a customer service experience and to enhance our frontline effectiveness. As Project Co-ordinator I developed business relationships with all the Business Systems Managers. I would communicate directly via phone, email and in person, with key business representatives such as State General Managers, Commercial Managers, Area Managers and Site Managers. These business relationships will help me in the future, as contact has previously been established.