Derek Babineau Email & Phone Number

Melbourne, Vic, Au

Melbourne, Victoria, Australia

Melbourne, Australia

Reports into the Company Executive. Annual budgetary responsibility of $A20M. Team-size - 50 staff across a variety of disciplines and global locations: project management, development, business analysis, test and administration. Senior Delivery Leadership position accountable for delivery, production support and vendor management across the SS&C AU Client base on the Bluedoor superannuation and wrap platform. The role is additionally responsible for leading the $A20M onboarding of a new retail, wealth management client. The program delivers an integrated digital experience (for both financial advisers and members) – including mastering of data within a single customer view, a back-office administration capability, comprehensive reporting (regulatory/customised – leveraging Sisense Business Intelligence and ODS) and complete integration to third party platforms (e.g.: trading, pricing, KYC, etc.).

Melbourne

ROLE DESCRIPTION: Reports to the business executive (Head of Delivery). Agile Program Director/RTE across a portfolio involving digital business transformations, strategic platform enhancements, SDLC governance and production support to improve SS&C Bluedoor’s core superannuation products. Budgetary responsibility of $A15M. Team of 80 onshore/offshore personnel spread across Australia, the UK & China. Manages multiple vendor and licensing arrangements.• Led design and roll-out of a new SDLC governance model across the SS&C Bluedoor Enterprise. 15-month program which covered all aspects of delivery: revised business and technical templates, work hierarchy and workflow – governed through Jira and Confluence, roles and responsibilities, governance structures – enterprise reporting, commercials, correspondence and planning and Production Support processes.• Delivered Separately Managed Accounts (SMA) and Adviser Models on the Bluedoor Platform. AMP launched 12 Managed Portfolios on Bluedoor, freeing up advisers’ time spent in administration which in turn permitted them greater focus on their client’s financial strategies and savings goals. • Implemented a digital business transformation program for Australian industry superannuation, implementing first of type digital portals for both members and employers with a key South Australian fund. • Delivered key efficiency updates to SS&C’s wealth management platform. This enabled Bluedoor’s primary UK client to recoup over £2M pounds in annual operating costs.• Delivered a new business intelligence (BI) and operational data store (ODS) platform – Sisense – to replace SS&C proprietary reporting technologies. • Established an offshore operating model with a Chinese vendor (Hengtian Services), on-boarding a cross-functional team of 54 staff.

Melbourne, Australia

ROLE DESCRIPTION: Reported to the business executive (Chief of Product). Agile Program Manager for a digital business transformation focused on delivery of a digital front-end solution for a UK-based, FTSE 40 wealth management organisation. Budgetary responsibility of £10M ($A20M). Team of 100 onshore/offshore personnel spread across Australia and the UK. Technology stack covered Java (Angular JS, JSON and Java Script), HTML/CSS, Bootstrap and Web API.• Implemented Opendoor, which is a modular omnichannel SaaS digital customer experience platform, specifically designed for the financial services industry. Opendoor aggregates wealth and insurance from various back-office systems and transacts onto a Single Customer View. Features include: Multi-tenancy, Multi-currency, Restful APIs, Artificial intelligence (AI) for chatbots, Business Insights/Analytics, Straight-through processing, and Cloud hosted (AWS/Azure). Opendoor is now part of the Global SS&C Digital product suite and marketed globally. • Led a cross-functional team of 100 personnel in delivering three digital portal solutions across Financial Adviser, Customer and Call Centre work streams. I leveraged Agile SCRUM, CI/CD, JIRA and Confluence. All solutions were integrated with the EPiServer Content Management System (CMS) and covered multiple platforms – desktop, tablet and mobile. Master data management was enabled through a single customer view meaning that clients, advisers and back office staff had a consolidated view of holdings for each customer.• Implemented a “white-labelled” web API messaging layer, permitting integration with numerous third party and client-managed remote platforms. The catalogue of 150 APIs laid the foundation for SS&C to on-sell the technology to new clients.

Melbourne, Australia

ROLE DESCRIPTION: Reported to the Head of Delivery. Delivery of two concurrent business transformation projects which sought to restructure Lion’s pricing landscape as well as the processes through which the company manages its customers. Budgetary responsibility of $A6.5M. Team size – 15 (onshore). Technology stack – SAP.• Led a cross-functional team of 15 in engaging both business and technical stakeholders. I produced two concurrent plans to guide the transformation from inception through delivery. I determined the required financials, secured budget and ensured that the necessary resourcing was made available to successfully complete Initial and Detailed Analysis.• Overcame significant business and technical obstacles to deliver the projects’ first key milestone. This database was a first-of-type analysis tool, leveraging SAP High Performance Analytic Appliance (HANA) technology. The delivered data schema enabled the Business to determine the future-state for Lion’s Pricing Architecture.• Successfully and rapidly transitioned to the fast-moving consumer goods industry through initiating two significant transformation projects on behalf of Lion’s Senior Leadership.

London, United Kingdom

After my previous employment with XL Group, I spent time with family in New Zealand and Queensland prior to relocating to Melbourne.

London, United Kingdom

ROLE DESCRIPTION: Reported to the CIO. Employed Agile SCRUM to deliver an enterprise-wide business transformation designed to normalise end-to-end release and change. The program spanned a suite of 18 interdependent .NET and Java applications with a global user-base of 3500. Budgetary responsibility of £2.75M ($A6M). Team size – 40 (onshore / offshore).• Partnered with multiple global business units across XL’s two main arms – International Property and Casualty as well as London Market Insurance / Financials. Established multiple Agile SCRUM teams to transition the business from ad hoc, ‘waterfall’ deliveries to scheduled agile releases against a prioritised backlog. This ensured that the .NET and Java applications were enhanced with respect to schedule, budget, business objectives and IT technical constraints.• Authored and effectively managed SLAs with two key multi-national vendors – Xchanging and Cognizant. I designed performance measurement tools and automation processes for the introduction of two managed services centred on Release Management and Business Analysis. These enabled the department to maximise value whilst reducing costs during a period of significant financial strain.• Designed, implemented and enforced an organisation-wide Release and Change Management Function in accordance with ITIL best practice.• Successfully mentored a large release and test team (both on and offshore) in delivering complex and concurrent software release packages across XL Group’s suite of global products. This team consisted of 40 Developers, BAs and Testing staff.• Led a team of five in designing an automated test strategy (VB.NET technology). This maximised test coverage and resource usage whilst reducing both the software defects in production and financial costs associated with each release.

London, United Kingdom

ROLE DESCRIPTION: Reported to the CIO. Responsible for delivering two concurrent, business critical projects on behalf of the PMO: the XML Treasury Payments (XTP) Gateway System and the Resource Capacity Tool. Budgetary responsibility of £3.6M ($A8M). Team size – 20 (onshore/offshore). Technology stack covering XML, VB.NET, PGP encryption, SQL Server and HTML/CSS.• Partnered with Insurance, Re-Insurance and Corporate Business Leaders to design and execute both the project plan and complex test strategy to deliver the infrastructure and associated software for the XTP Gateway System. This resolved a highly visible issue concerning XL’s ability to swiftly settle global claims. • I led a global cross-functional team comprising XL Business Representatives, Technical Personnel (Developers, BAs and Testers) and three international banks – HSBC, CITI and JPMC to deliver primary and fail-over infrastructure (SQL Server 2009) across both the UK and USA.• Automated technical payments processing across Insurance, Re-Insurance and Corporate integrated via XML messaging/ PGP encryption to HSBC, CITI and JPMC. Processing time was reduced to mere minutes, replacing the previous human-driven claims process. During the initial 12 months of operation, this system successfully processed 200,000 payments across 27 countries and 15 currencies for a total of £15 billion. The system design passed a series of stringent internal and external (US Treasury) audits.• Delivered a department-wide Resource Capacity Tool. This became the primary means for senior management (both Business and IT) to allocate personnel and determine budget across a program budget pool of £30M.

London, United Kingdom

After my previous employment with the Defence Materiel Organisation, I travelled extensively throughout South America and Europe

Brisbane, Australia

ROLE DESCRIPTION: Reported to the Head, IT Delivery. Delivered a large business transformation program (Program Vigilare) to the Royal Australian Air Force. The program was the most mission critical capability delivered to the Department of Defence in the last 30 years with the technology now being utilised throughout Europe, the Middle East and the United States. Budgetary responsibility of $A15M. Team size – 30 (onshore). Technology stack - .NET, HTML/CSS, SQL and Linux.• Led a cross-functional project team of both Business and Technical personnel to deliver three critical IT systems (both infrastructure and software) in accordance with PRINCE2®.• Established an ongoing partnership with the Business to resolve significant project-wide issues relevant to PRINCE2® process, requirements drafting, vendor management, test deficiencies and stakeholder expectations. I engendered substantial progress in a highly complex IT system critical to national security.• Rapidly adapted to a large volume of new subject matter to confidently and successfully matrix-manage over 400 global stakeholders across 12 interdependent contracts.• Received a national commendation for my outstanding contribution to project management and capability development. Involved from inception, I delivered the simulation, voice and system management software and associated infrastructure to schedule and budget.

Newcastle, Australia

ROLE DESCRIPTION: Responsible to the Chief Executive for identifying opportunities to enhance the organisation’s operational and training capabilities. The role engages stakeholders to secure budget, drives schedule and manages both the project team and vendors to deliver new capabilities into operational service. 1. Led several project teams ranging in size from 15-30 personnel. 2. Led my teams in the delivery of two multi-million dollar projects. Implemented in accordance with PRINCE2®, these projects introduced computer-based training and operational radar capabilities to address existent deficiencies. The projects were delivered on schedule and within budget.3. Directed my project team in identifying and distributing Australia’s Regional Air Surveillance Picture in support of Australia’s National Security Policy.4. Successfully managed SLAs across government and non-government organisations to meet project objectives.

Masters Degree, International Relations And National Security Studies, First Class Honours

Diploma, Management

Bachelors Degree, Arts (Politics / History)