Key ResponsibilitiesDelivery of initiatives to benefit BPAY and its ~170-member financial institutions. This includes: • Involvement at inception to scope and reframe the initial concept and recast problems as opportunities• Creating compelling narratives to generate momentum and stakeholder buy-in• On major initiatives, responsible for end-to-end deliveryAchievements and Impacts1. Led the implementation of a two-year release pipeline for member financial institutions to understand all upcoming changes, a key success factor for their integration. This involved collaborating closely with all release stakeholders across the organisation. Impacts:• Improved uptake of product innovations due to earlier engagement, driving revenue growth• Better resource forecasting ability both internally and for our customers• The success of this initiative led to the creation of an ongoing position at handover2. Led the identification and scoping of efficiency improvements to customer certification tools & processes. This included ideating towards a way automation of manual processes and reducing hand off points. Impact:• Reduced internal headcount required for customer certifications by >15%3. Innovation Coach, driving improvements across the organisation and embedding an innovation culture. My contributions included running ideation sessions, liaising with the leadership team, assisting in building an innovation platform. Impacts:• Contribute to BPAY being recognised as one of the AFR BOSS Most Innovative Companies in 2019, 2020 and 2021• Contribute to efficiency improvements of the value of >$500k in both FY 2020 and 20214. Led the creation of a concept paper and business case which secured the funding and sponsorship required to address key strategic risks to the organisation. This involved aligning and influencing the business operations and technology functions across the organisation. Impacts:• Mitigated a critical strategic risk (missed daily settlement)

Key ResponsibilityCreate and deliver a “customer service excellence program” to ensure the efficient and timely delivery of customer initiatives. This included:• Working with the program owner and other senior stakeholders to define and elaborate upon (an initially ambiguous) program scope and deliverables.• Embedding agile ways of working, including stand-ups, retrospectives, and prioritisation session rituals.• Creation of reporting for executive and senior management audiences (both internal and customer).• Utilisation of technology to support the program (MS Teams, Planner, SharePoint) and creation and delivery of training and training materials for this.• Understanding program initiative requirements, modelling and re-engineering of processes.• Concept paper and business case preparation for large initiatives, creating narratives and socialising them broadly throughout the organisation to generate support and momentum prior to funding decisions.Impacts• On time, on scope implementation of the customer service excellence program. This enabled:• A shift from negligible to comprehensive customer initiative benefits identification. This meant that each customer initiative was now tracked against their impact to revenue, reputation, efficiency, and customer service. This enabled timely prioritisation and improved decision making.• The knock-on effect was increased transparency for all initiative owners and participants and a greater understanding and sense of fairness for prioritization decisions.• Better measurement of progress status of each initiative enabling prompt interventions to adjust and resolve roadblocks.

Key ResponsibilityRepresent the IT division to the wider business and to the customer member financial institutions. This included:1. Providing regular updates to the Scheme Management Committee on service disruptions, service continuity exercises, performance against SLAs. Impacts: • Contributed to maintaining the excellent relationship between BPAY and the Scheme Management Committee, and internally between the IT division and the wider business.2. Ensuring adequate continuity of operations after major disruptions by establishing business continuity requirements and identifying time-sensitive activities. This involved collaborating with service owners and senior leaders (conducting a business impact assessment), remodelling handover points and integrating processes to better address crisis. Impact: • Better delivery of business objectives thanks to reduced gaps between service owner needs and the ability of the IT technology to meet them 3. Leading the smooth transition of services from project to operations by the development of support models and acceptance criteria. This covered people, process and technology (e.g. defining roles and responsibilities, recommending service availability, service levels etc. and driving stakeholder ownership). Impact: • Projects for which I managed the operational readiness were successfully and seamlessly transferred to BAU.4. As the most senior member in the team, act as an escalation point and provide cover for the IT change, incident and problem management functions.

This role was a secondment from the IT division to its Product and Business Operations department.Key Achievements1. Improved the customer experience, risk position and efficiency of fraudulent transaction investigations with member financial services institutions. This involved the analysis and re-engineering of processes, web portal functionality redesign, and revision of contractual SLA agreements. I was responsible for collaborating with member institution and internal SMEs to elaborate the issues, analysing historical data and modelling as-is and to-be process flows. I also led customer workshops to validate the solution, technical requirements for changes to the investigations portal and drafted revisions to the member agreement contracts. Once implemented, this resulted in a >50% improvement in SLA adherence.2. Design and prototype of a dashboard style SLA performance report distributed to BPAYs membership.3. Teleconference solution to enable the Scheme Office to easily communicate with members in the event of a crisis: scoping, selection, configuration and user training materials and user instruction.

This was a diverse role in which I solved problems at the intersection of technology, process and people, enacting efficiencies and service improvements across the organisation.Key Achievements and Responsibilities• End-to-end delivery of several process improvements, from analysis, solution design and build (within ServiceNow) testing, engagement sessions, user training materials and instruction. The majority focused on the automation of manual tasks by leveraging the ServiceNow platform, generating efficiencies and service quality improvements. Examples:- Streamlined and automated the new starter process and provision of common requests (e.g. software, system access etc.). The impact was improved operational efficiencies and reduced onboarding time allowing new starters to be productive sooner.- Reducing manual handing and time to resolve incidents by integrating ServiceNow with an enterprise monitoring application.- Reduced service impacts due to IT changes by automating the assessment of Change Requests against other concurrent Change Requests affecting the same service.• Major Incident Manager, leading cross functional teams of technical and customer support staff to resolve critical incidents and minimise impact to services and business functions. This involved acting as the representative of IT to senior business stakeholders, communicating complex technical detail in a manner easily understood to all, chairing post incident review meetings and ensuring learnings and improvements are actioned.• Ensuring the smooth transition of services from project to operations by the development of support models and acceptance criteria. This included analysing and recommending requirements for capacity, availability, service levels etc., and ensuring appropriate operating mechanisms were in place.

Key ResponsibilityUplift IT Change Management practices as part of a major post-merger IT transformation program.Key Achievements• Led the uplift and embedding of IT Change Management, resulting in improved Change success rate from ~80% to >95% and a commensurable reduction in incidents and unplanned outages caused by failed changes. My responsibility spanned:- People: improving the perception of the value of IT Change Management to the wider business. - Process: developing the IT Change Management process and rituals to meet the business’s needs, in consultation with senior business and technology stakeholders.- Technology: successful transitioning to a new toolset that enabled greater visibility and control, including the creation of a (previously absent) reporting suite.• Lead role in the successful migration to new service management application (ServiceNow) and its adoption by the wider organisation. This project improved the quality of service delivery by streamlining and automating processes and providing visibility to IT management for demand and resource planning.• End to end delivery of various IT process improvements, from analysis, solution design and build, process documentation to user training. For example: - Creation of the inaugural IT Problem Management process and rituals. - Automatic creation of incident and request via the parsing of emails, reducing manual effort- Automating change moratorium windows and exception reviews by integrating into the service management toolset (ServiceNow)• Act as Major Incident Manager and Problem Manager on a rostered basis, and during major system upgrades and planned maintenance events such as data centre shutdowns.• Development and delivery of training material for IT Change Management, Problem Management, and ServiceNow.Key Skills Demonstrated• Solution consultant (ServiceNow), business analysis, process engineering, IT service management (design, transition, and operation).

Key ResponsibilityThis was a newly created role in which I was pivotal in establishing a new IT Problem Management practice in the Asia Pacific region for First Data, which is a major global transaction processing organisation.Key Achievements• Development and rollout of the inaugural IT Problem Management policy, processes and procedures. - Impacts: reduced the duration and severity of service impacts caused by IT problems. - Prevent service impacting incidents from occurring by removing their root cause.• Creation of a reporting suite for an executive and senior management audience. - Impacts: improved management visibility into remediation activities required to prevent additional service disruptions, which led to:- Timely management interventions to adjust and resolve roadblocks preventing the implementation of these activities. • Trend analysis to identify and eliminate service disruptions.- Example: intermittent connectivity issues were affecting ~300 out of a fleet of ~2000 automatic teller machines (ATMs). Data analysis revealed the root cause, which was then remediated. This improved ATM availability and resulting revenues earned by them.• Major incident impact analysis and chairing of review meetings to develop remediation and risk mitigation plans.Key Skills DemonstratedIT problem management, incident management, process design, trend analysis, management reporting.

Key ResponsibilityConfiguration and support of ATM (Automatic Teller Machine) and POS (Point of Sale) devices in a 24x7x365 financial transaction processing environment (Connex on Tandem, Inetco Banklink applications)Key Achievements• Key role in the successful onboarding of large new client to manage their fleet of ~800 ATMs (Automatic Teller Machines)• Contributed to industry leading transaction processing switch availability (>99.999%) and ATM (Automatic Teller Machine) availability (>98).Key Skills DemonstratedConnex on Tandem, Inetco Banklink, project delivery, incident management.

Key ResponsibilityManagement of a fleet of ~4000 ATMs (Automatic Teller Machines) and escalation point for business and 1st level support functions.Key Achievements• Lead technical role in large project to convert ~1300 ATMs from leased line to wireless connectivity.• Developed business case for improvements to the ATM monitoring applications used by the team.• Support, training and documentation for the level 1 and level 2 ATM and EFT support teams.• Remote technical support to field technicians servicing and installing ATMs.• Technical escalation points for the level 1 support team.Key Skills DemonstratedIncident management, business case development, stakeholder management, technical support of ATMs (via Connex on Tandem and Inetco Banklink).

Key Responsibilities• Support a fleet of ~4000 ATMs and ~9000 EFTPOS terminals and merchants in a 24x7 environment.• Support, training and documentation for the customer service and project implementation teams.

Responsibilities included calibrating and operating precision equipment (theodolite, dumpy level etc.), preparing and interpreting construction diagrams, performing trigonometric calculations, programming surveying equipment, using civil engineering modelling software (12D), setting-out of measurements and markings to be build-ready, and conducting measurements to validate that the structure was built to its planned dimensions and location.The major civil construction projects I worked on were: Cross City Tunnel, Liverpool to Parramatta Transitway, M5 East Tunnel and extension, Sydney Airport runway resurfacing.My employers during this time included: Baulderstone Hornibrook, AbiGroup, Leighton Holdings, Telum, Runway Services International