Financial Services Team

One of the world's largest toll road operators with over 20 toll roads combined in Australia, the United States and Canada. Working predominately across the Enterprise Services and Asset Management business domains to deliver :• Strategic roadmaps for both Enterprise Services/Corporate Technology and Asset Management business domains including ongoing identification and management of opportunities, synergies and potential conflicts across both business and technology stakeholder groups• Visualisation and simulation solutions as part of Digital Engineering and Digital Twin • Consolidation of various processes and solutions to simplify Management of Access to Concessions• Consistent approach to reporting and analytics to uplift Risk Management of assets across Concessions• Integration of over a dozen Corporate and external services to the new Indra Horus OMCS platform• Migration of all Australian control room facilities to NBN and decommissioning of legacy services• New platform for Managing Deed Obligations• New platform for Training of Control Room Operators

Datacom is Australasia's largest homegrown tech company, providing technology solutions for some of New Zealand and Australia’s largest and most successful corporations. As a consulting Architect I worked with a major transport utilities client to deliver a number of initiatives including:• New and improved customer communication channels for Collections• Critical Event/Business Continuity notification system• New modern intranet based upon SharePoint Online• Technical integrations to the strategic Enterprise Financial platform• Case management of customer email communications

Centec deliver innovative, integrated technology solutions to satisfy the security, access control and monitoring needs of corporate clients in all states of Australia. As the Project Manager:• NBN readiness and migration of security systems for all stores of a national retail chain• Estimation, planning and implementation of almost 100 solutions of varying size and scale.• Review and uplift of operational support processes

Technology in NAB is unable to execute change at the scale, speed and quality required to be competitive and meet customer needs.The Engineering and DevOps Practice has addressed some of the key barriers impacting over 3,000 Engineers striving towards implementing smaller changes with greater frequency:• Embedding Agile and DevOps practices within Technology Teams• Enabling consistent workflow and priority management at a feature level for over 80% of project funded demand• More compelling DevOps related Services through the remediation and uplift of Enterprise Tools and Platforms, reducing Business Risk at the same time. Eg code management, code quality, integration and deployment.This was possible by growing an Engineering and DevOps Practice to over 25 Senior Consultants and Engineers by recruitment, development of people and strategic partnerships to:• Consult into Asset Teams to implement new ways of working and refactor exisiting technical implementations• Owning, operating and uplifting core DevOps Platforms for the Enterprise. Current technology includes Jira, Confluence, GitHub, Jenkins, Artifactory, and SonarQube

Speed 2 Value (S2V) was one of 3 strategic priorities for NAB Technology to reduce the time required to ship code to customers. Uplift in the Operational Management of the Tech Agility function, together with significant progress on NAB’s S2V agenda by:• Establishment of initial Cycle Time metrics across Technology, including standards, reporting and insights• Coordinating priorities and delivery of work across Workflow, Agile and DevOps & Engineering streams• Leadership of the Technology Pain Point/Blocker Removal squad across all key enabling Technology functions• Formal Risk Management of related Technology Change Risk

The Support Services Technology (SST) Performance Unit responsible for services enabling NAB’s core business operations including: Analytical Services, Data Services, Enterprise Applications, Environment Services, Finance, Risk & Treasury Technology Services, Testing, Delivery & Release Services and Technology Portfolio Services.Acting as the COO to the GM SST I improved the operating effectiveness of the SST Performance Unit by:• Provided key business management support for the operation and uplift of SST across all areas of the business including administration, organisational, analytical and advisory.• Improved quality and accuracy of SST Management Reporting at GM and Head Of levels. Shift from monthly reactive reporting, to weekly proactive reporting to ensure more timely and accurate information to support decisions. Finance was the initial focus area, followed by FTE/Resourcing and Business Risk.• Greater transparency of finances across SST Divisions leading to a reduction of overheads (50% reduction in travel alone. • Drove improvement opportunities via delivery of ad hoc projects and initiatives working collaboratively with key senior stakeholders such as TPS Business Reporting - leveraging the work in SST to apply to other Technology Division

NAB invests over $125M pa in Delivery, Testing and Release Services as part of the Support Services Technology division to support Project change.In leading the Operational and SME capabilities in TDRS, I was able to uplift maturity of the function and reduce the overheads of the function by:• Implementation of regular metrics and analysis across all elements of the Business with a significant focus on financial management, demand/supply and operational risk• Removal of waste - elimination of historical process and reporting and greater consistency across Testing Portfolios • Improved Risk Management processes and reporting to achieve a Level 3 maturity for TDRS and SST more broadly.

In collaboration with key Business stakeholders, I lead the development of the migration solution to re-platform existing customers and products from complex legacy systems to the new ‘NextGen’ Oracle platform:• Development of the supporting Solution hypothesis for the Migration Architecture, Implementation approach & ongoing coexistence of legacy and ‘NextGen’ platforms including various scenarios, options analysis, do-ability and recommendations.• Contribution to the overall architecture framework developed to capture the blueprint content for all the architecture streams, not just migration.

NAB implemented a new strategic, integrated Finance, Risk and Treasury platform based upon Oracle Financial Services Analytical Applications - the Integrated Analytics Platform (IAP). I lead the delivery of the overall Solution Architecture across a number of projects with a total investment of $150M:• Technical leadership, coaching and mentoring of 6+ Solution Architects embedded in individual projects• Operational management of all related change, opportunities, risks, issues and resourcing• Engagement and influencing of senior sponsors and stakeholders in respect to solution options and risk mitigation• Collaboration with Oracle to influence the strategic development of the core product for NAB

In late 2010, NAB was impacted by significant batch processing issues that directly impacted customers and staff for days.NAB launched the Batch Hardening Program to invest over $30M in remediation solutions:• I lead the delivery of the overall solution architecture across 6+ streams, combining both organisational, process and technology changes.• Technical leadership of Architects and Designers in each stream• Project Management of the Beach Visualisation stream remediation• Nominated replacement for the Program Director whilst on annual leave

The NAB Solution Architecture/Design capability had grown rapidly to over 150 practitioners with significant scope to operate more efficiently and effectively.I lead a significant improvement in the operations of Solution Architecture across NAB by introducing consistent, simplified processes to eliminate waste and reduce work - most significantly in relation to scoping/analysis engagements and solution governance. The Architecture Review Forum was ultimately disbanded given the improvements of embedded governance and improved accountabilities.

Overall accountability for Solution Architecture delivery for the Lending, Channel and Desktop Portfolio• Technical and people leadership of 15+ portfolio of Solution Architects and Designers• Preliminary Business consulting to influence new initiatives• Solution Architecture accountability including governance, resource supply and demand management• Ownership of operational processes for overall function eg consulting demand and priority management

Establishment and development of the Technology Team accountable for the Sterling Integrator based Asset.• Establishment of the Technology capability accountable for the Sterling Integrator Asset.• Technical and People Leadership in a period of rapid growth - from 3 to over 20 resources in the first 6 months alone• Accountability for the delivery of Project outcomes Vs uplift of the operational maturity of the platform, including establishment of processes and tools such as self service estimation models to reduce the cycle time for delivery

Solution Designer responsible for overall end to end design of a number of Technology Projects across multiple Business Units including:• Distra Payments Switch to compliment Connex• Financial Freedom (National Portfolio Facility) service centre fitout• Windows XP Migration project (for developers)• Internet Banking BPay View• Business Application Scoring

• Key part of the working group that lead to NOL client development coming in house• Leadership of the Trade Finance module within the NOL 32bit redevelopment program• Lead Developer and Implementation Management for the Impaired Assets Project

National Online ProjectsAll Visual Basic Development within a broader development team that delivered:• NOL Customer Archive/Delete processes• Realtime Funds Transfer• Customer profile and configuration upgrades to support all NOL Project change• Security enhancements of UPMS

National Online Banking ProjectsPart of a 3 person, cross functional evelopment team• Development of the National Online User Profile Maintenance System (still in use today)• 18 functional releases over 38 weeks, with a regular 2 week release cadence

Graduate Programmer allocated to Natlink/GRDM support team• Production support of PC client and Mainframe processes including direct customer engagement

Programmer working in the Direct Marketing industry.