In this role I am accountable for defining and delivering ICT Strategy and Enterprise Architecture that underpins the business strategy to digitally transform Vic Uni.I focus on :-• Creating the University Digital Plan• Building the relationships between ITS and the business and teaching units.• Identifying the core ICT infrastructure capabilities that need to be refreshed or uplifted• Working with the Security team to layout a roadmap for Identity management• Managing a team of Architects • Providing consulting services as appropriate to other parts of the University

Combining the Architecture and Program delivery teams to build a new team that delivers enterprise focused programs of work. Its a work in progress over seeing VU's $20m+ ICT program of work and rebooting ICT program delivery.Initially I am focusing on :-• Rebuilding the Program Management Office capabilities to provide a modern PMO capability• Building the relationships between ITS and the business and teaching units.• Directing Agile teams to transform to their next form with a stronger CX focus• Providing consulting services as appropriate to other parts of the UniversityNote: Victoria University is a higher education, government based, not for profit, independent government entity

In this role I am accountable for defining and delivering ICT Strategy and Enterprise Architecture that underpins the business strategy to digitally transform Vic Uni. Initially I am focusing on :-• Building the relationships between ITS and the business and teaching units.• Identifying the core ICT infrastructure capabilities that need to be refreshed or uplifted• Assisting the Agile teams to transform to their next form with a stronger CX focus• Working with the Security team to layout a roadmap for Identity management• Managing a team of Architects that are enabling projects like the Student One implementation• Providing consulting services as appropriate to other parts of the UniversityNote: Victoria University is a higher education, government based, not for profit, independent government entity

I provide Pro Bono advice based on my views of the current state of the ICT job market, future ICT graduate attributes that I foresee being required in the future as well as success stories and improvement opportunities for graduates to the Head of the School of Information Technology and other members of the Advisory Board.This helps the school provide more tailored teaching offerings and increases the schools relevance to both students and businesses.

In this role I Directed a four teams with a total headcount of over 40 staff while being a member of the Deakin eSolutions senior management team and the Vice-Chancellors Senior Management Group.• Transformed the Digital Architecture service by embedding the business process mining and the Deakin business capability model in the design processes decreasing design process time by 15%• Initiated program to gain alignment of UX with Digital architecture, Product Management and Innovation processes leading to 20% drop design waste• Recommended and influenced the Deputy Vice Chancellor (Education) on ICT requirements which continued to develop the relationship between the DVC(A) and eSolutions• Facilitated all ICT interactions with the four Executive Deans of the Faculties and faculty management teams• Revamped the Digital Platform service to manage the grow and modernise low code solutions on Salesforce, ServiceNow, Microsoft 365 and UiPath leading to 20% increase in business satisfaction• Directed ICT Digital Architecture, AI/Bigdata/BI, Emergent Technology, Digital Integration and Digital Platforms, monitoring performance, cost, and business assurance which allowed better alignment between the teams• Co-created with the eSolutions Executive management team, Deakins 2022-2025 ICT Strategic plan• Facilitated a project that led to the creation of Gig Data based Innovative Smart dashboards for Academics which increased student retention in the pilot by ~20%• Migration of entire on-premises Mulesoft integration platform to Mulesoft Cloud Hub leading to 50% faster deployment of new integrations, down to two weeks on average• Director - Deakin School of IT Advisory Board• Undertook organisational restructure and split team of 80 into two teams of 40 to allow a split between cloud platforms and on premises PHP software engineeringNote: Deakin University is a higher education, government based, not for profit, independent government entity

In this role I continued to grow the team from 60 staff and ultimately directed eight teams, of more than 80 cross functional staff, I was a member of the eSolutions Senior Leadership Team and a member of the Vice-Chancellors Senior Management Group.• Advised the Deputy Vice Chancellor (Education) on ICT issues to align the business and ICT• Expanded the agile Digital Value Streams capabilities to 5 domains, folding in operational staff to an effective fully DevOps approach, leading to better customer satisfaction, and up to 50% faster delivery cycles• Grew Digital Integration team to a HE sector leading reputation producing 50 reusable API's and implementation time down to six weeks• Architected a change in approach to enable the Software engineering team to transform to new development technologies, processes, culture and policies• Established the implementation of GitLab/ Ci/CD leading to, in the first case study, mobile deployments improving from 6 hours to 20 minutes• Piloted Kubernetes / Redhat OpenShift as a first step to being able to deploy software both in the cloud and locally• Grew the team to 80 staff organised as five cross functional teams in a matrix organisation structureNote: Deakin University is a higher education, government based, not for profit, independent government entity

In this role I grew the team from 25 application developers to around 60 cross functional staff, I was a member of the eSolutions Senior Leadership Team. This growth included standing up an entire Mulesoft Integration process, platforms and team as well as implementing Agile delivery teams. • Spearheaded creating the Digital Integration strategy, then built a team using Mulesoft as the integration platform, reduced integration development time from an average of 6 months to 2 months• Streamlined processes to the upgrades and maintenance of ERP systems such as Peoplesoft, Oracle eBusiness suite and Student Management System – Callista, in most cases improving upgrade times by ~25% by automating as many manual processes as possible• Created SSO strategy and implemented Single Sign On (SSO) solution using Shibboleth running on SAML/V2 • Built a strategy to change the operational support service by initiating agile product teams, managing the Tactical and Operational workloads and cut complaints about delivery times by 80%Note: Deakin University is a higher education, government based, not for profit, independent government entity

Program managed upgrade of ~7000 workstations from Windows XP/Radia to Windows 7/SCCM/App-V• Project Manager for Windows 7 Managed Operating environment deployment• Undertook stakeholder engagement internally to prepare change management and externally with vendors to deliver ‘best fit’ business solutions leading a 96% satisfaction rate after upgradingNote: Deakin University is a higher education, government based, not for profit, independent government entity

Managed the Infrastructure teams and had the role of the ITIL Problem manager

Rolled out Deakins first Desktop MOE

Managed the School of Engineerings ICT assets

Merged Chisholm and Monash ICT InfrastructureBuilt Monash's first ever Desktop SOERolled out Novel 4.0, the largest Novell role out in Australia at the time

Entry level role did all sorts of ICT tasks