Daniel Trifkovic Email & Phone Number

Abbotsford, Vic, Au

Melbourne, Victoria, Australia

Melbourne, Victoria, Australia

- Maintained senior interactions with external-facing teams, including government & corporate relations, media, retail, regulatory and legal to deliver a pipeline of key priorities for operations- Investigated, analysed, implemented, tracked benefits of initiatives through executive governance forums to support the delivery of enterprise KOs.- Successful Delivery of Key Operations Metrics through Weekly Performance Governance. FY23: Right First Time Assure (RFT) 95% to 94% target, RFT Connect at 91% favourable to 89% target and Mean Time to Resolve (MTTR) 37.9 hours favourable to 44.8 hours target.

Australia

- Manage and govern the delivery and benefits realisation for CX initiatives across the enterprise by customer journey stage: aware, choose, connect, fix and use. - Developed and drove nbn’s comms plan to support the adoption of key programs with industry.- Reduced Residential DSAT by 4 pp. 17.6 (FY19) to 13.6 (FY20) by successfully managing CX portfolio of work which delivered several key initiatives for In-Home and Network.

Melbourne, Victoria, Australia

- Successfully managed change from multiple legacy systems to a single Customer Relationship Management (CRM) software Salesforce for RSP Management teams (1.2M CAPEX Project)- Through CRM governed account health for Growth, Tier 2 and Tier 1 RSPs. This includes 30, 60 and 90 day account plan accuracy, time to close Leads (CRM) and number of CRM interactions per RSP.- Single Point of Contact for Business Process Excellence (BPE), Corporate Risk Management and Business Management

Melbourne, Australia

- Responsible for managing and tracking the benefits of key initiatives across the customer operations support escalations team.- Developed a central view of escalations across all channels, technologies and resolver groups to enable effective management and tracking of customer escalations. - Through monthly tracking and stakeholder engagement supported the reduction of average resolution time for fault tickets (from 11.2 working days per ticket to 8.7 working days.).

Melbourne, Australia

- Managed nbn’s warehouse (Ceva) and transport partners (Australia Post, COPE). At peak, partners held and distributed $1.7B worth of inventory.- Delivered key Supplier Relationship Management (SRM) initiatives, implementing changes to order management processes. This involved pushing load-balancing activities from nbn to Supplier, reducing delivery spikes, reducing labour costs by 11% to $560k (FY16).- Performed regular analytics and insights - conducted RCA analysis to understand the following wasteful spend areas; Sensitive (Premium) Freight $750k FY17, $450k FY17 warehouse labour

Melbourne, Australia

- Responsible for material supply across various build, connect and assurance programs. Worked with prime material suppliers to produce an 18-month rolling forecast on key materials. - Assumed leadership responsibilities in the manager/lead planner’s absence. This involved managing all deliverables in the business cycle, assisting planners with any pain points in their portfolios, being entrusted with a Delegations of Approval (DoA) level of 200K- Achieved forecast accuracy of 90% at line item-level for the FTTP SAM build. This was a substantial achievement for Supply Planning given the variability of material used per build combined with the volatility of nbn’s construction program.

Tooronga, Victoria, Australia

- Managed inventory portfolio of over ~500 stock keeping units (SKU’s) across beer, wine and spirits. Maintained an in-store service-level of over 97% on average whilst holding no greater than 8 weeks’ worth of inventory buffer on average.- Achieved a service-level of 98.6% across the entire portfolio, the highest across all categories and international inventory controllers.- Optimised predictive analysis with the use of historical data, sales and seasonal trends, supplier punctuality, demographic issues to execute a low stock holding and increasing inventory turns by 15% across the entire portfolio on average.