nbn co limited was established in 2009 to design, build and operate Australia’s new high-speed, wholesale local access broadband network. Underpinned by a purpose to connect Australia and bridge the digital divide, nbn’s key objective is to ensure all Australians have access to fast broadband as soon as possible, at affordable prices, and at least costPromoted from my previous nbn role with additional responsibility for nationally run programs as well as owning the ‘completions’ process that is responsible for the Build to Operate transfer point of all build programmes.

nbn co limited was established in 2009 to design, build and operate Australia’s new high-speed, wholesale local access broadband network. Underpinned by a purpose to connect Australia and bridge the digital divide, nbn’s key objective is to ensure all Australians have access to fast broadband as soon as possible, at affordable prices, and at least costI started this role at a time when the rollout of FTTp was not achieving targets and was firstly responsible for setting up an analytics and reporting function which provided a single point of truth and managed regular cadence in the form of weekly Governance that kept track of progress across the 6 States as well as providing analytics for forecasts and associated risks to program. Additional to this primary set of responsibilities, all of the building blocks that supported this were also managed. This included development of strategic plans, setting quarterly baselines, aggregating and providing systemic risk and issue management controls.

Alcatel-Lucent India was responsible for the 2 largest Managed Services projects held by the company globally. With a relatively low penetration of Alcatel-Lucent vendor equipment into this market, Managed Services was the main revenue stream for the company. Due to the size and complexity of the Networks in India together with the diverse workforce, this became a reference market for Managed Service practices globally for the company. I had a global team of SME’s across 3 continents and as well as managing specific deliverable's within the India Operation that included complex project deliverable's as well as implementing Lean management practices, a large part of the scope was building Managed Service blueprints that would allow standardisation to be applied across the many managed services operations held and to measure performance across each in a normalized manner.

Alcatel-Lucent was formed in 2006 as a merger of equals. The company focused on fixed, mobile and converged networking hardware, IP technologies, software and services, with operations in more than 130 countries. In New Zealand, Alcatel were responsible for the Management of the Fixed Line network and Lucent were responsible for management of the Mobile network for Telecom NZ. This merger was very significant in the fact that the new merged entity was now responsible for the full spectrum of the Telecom NZ mobile and fixed networks which was a world first. It also allowed for the combined company to provide a unique solution for UMTS in the mobile domain combining the product sets of the 2 companies, which it won.Having been heavily involved in the Telecom NZ outsourcing agreement to Lucent (Prior to the Alcatel-Lucent Merger), I had a delivery responsibility that owned the project management practice as well as the ownership of the deliverable's of the Managed Services Agreement that included Planning, Engineering, Capacity Management and Optimisation of the RF and Core Network. With the successful bid of the UMTS build, I had an additional responsibility for the delivery of this project that initially started with a GSM overlay. A significant part of my role during this phase was also in supporting the business development process.

Lucent Technologies was originally part of AT&T that provided Long Distance and wireless communications across the United States. It was spun off in 1995 as one of 3 separate entities to focus on network equipment, switching devices, and business communications hardware. Lucent Technologies entered the NZ market at scale when they secured the bid to provide CDMA infrastructure for the upgrade of the Telecom NZ mobile network (historically an Ericsson network). At the end of the build project, Lucent also won the bid to provide one of the most extensive Managed Services programs globally which provided full Management and Operate responsibilities across the new CDMA mobile network. This was for many years the reference project for Managed Services in the Telecommunications industry from which many other projects were formulated by both Lucent Technologies and other vendors.I was brought into Lucent NZ, from Mexico, to lead the Managed Services scope and deliverable's for the RF and Core network management and optimisation. I was heavily involved in all aspects of scope development, modelling, transition of staff from Telecom NZ to Lucent, external recruitment of key staff and running this part of the operation upon the contract being signed. A number of upgrade and roll-out projects were also under my direct control within this role.

Verizon, headquartered in New Jersey was founded in 2000 as a Joint Venture between Bell Atlantic, Verizon Communications and Vodafone. Through the privatization of Telecommunications globally, the International arm of Verizon/Bell Atlantic acquired mobile operators globally with the intent of growing footprint and returning significant shareholder value. One of the Operators it had significant investment in from Bell Atlantic International was Iusacell, based in Mexico City. Bell Atlantic and Vodafone Group together acquired 74.5% of the company in 2001 and was the 2nd largest Mobile provider across the country. My primary responsibility was to build local competency that would essentially decrease their reliance on contract resource for RF Optimisation of the Cellular Network and to significantly improve call quality across all States of Mexico where Iusacell had service. During these 3 years, I built a tool that allowed us to quickly diagnose issues in the network and resolved in real time via extensive use to network statistics as opposed to relying on drive testing that was very expensive and time intensive. The end result was that the goal of reducing contractor resource was achieved as well as achieving the highest call quality metrics across the country. This was done with minimal investment in infrastructure.

Telcel is a Mexican wireless telecommunications company, owned by América Móvil. Founded in 1989 and based in Mexico City, Telcel is the leading provider of wireless communications services in Mexico. As of December 31, 2006, Telcel's cellular network covered more than 63% of the geographical area of Mexico, including all major cities, and 90% of Mexico's population. Telcel holds concessions to operate a wireless network in all nine geographic regions in Mexico using both the 850MHz and 1900MHz radio spectrum. With Ericsson having signed an outcome based contract with Telcel to provide a step-function improvement to the quality of the existing TDMA network and drive knowledge transfer and standardized work practices to local staff. I was one of many international consultants to come into this program. Having started off in a smaller state (by population), I was transferred to the largest and most complex network in Mexico having achieved the outcomes well ahead of time.

Telecom NZ was the 1st operator in NZ to provide a mobile service. The mobile arm of Telecom NZ covered the largest footprint across the country and had the highest customer base amongst the other mobile operators. This was the first role where I effectively came “off the tools” and was responsible for the national management of the Radio and Core network planning and optimisation functions, including the direct management of ~60 staff across 3 main locations.

Telecom NZ was the 1st operator in NZ to provide a mobile service. The mobile arm of Telecom NZ covered the largest footprint across the country and had the highest customer base amongst the other mobile operators. This was a newly created role were I worked closely with our infrastructure vendor Ericsson, and had overall responsibility to plan and deploy a number of new capabilities including Wireless Office, CDPA Rollout strategies and Microcell/Macrocell Optimisation. At the time of rapid customer growth and additonal competition in the NZ market, I was also responsible for mid to long term planning of cellular network development and spectrum requirements

As telecommunication companies/Post-office groups around the globe were privatized, the international arm of Bell-Atlantic was investing heavily in Mobile Operators around the globe, of which Telecom NZ was one.With Bell-Atlantic International having investments in a number of Mobile Operators globally, there was opportunity they were motivated to exploit to share capability and experience across all of their ventures. As part of this goal, I was the first RF Engineer to go on assignment to support their Mexico investment. I was responsible for the optimisation of the RF network and knowledge sharing in Mexico. I also supported optimisation of networks in Austria during this assignment.

Telecom NZ was the 1st operator in NZ to provide a mobile service. The mobile arm of Telecom NZ covered the largest footprint across the country and had the highest customer base amongst the other mobile operators. I was responsible for all components of planning, development and optimisation of the Cellular Radio network for the central and upper North Island of New Zealand. This included Site Acquisition and providing evidence at local government and community hearings, frequency planning, drive testing and optimisation of new base-stations and the existing network, management and co-ordination of activities with local project managers and contractors.

Deltec was a locally developed company that provided wireless telecommunication services, specialising in base station antennas that are remotely reconfigured to handle network demand. As of July, 2001, Deltec Telesystems International Ltd. was acquired by Andrew Corp.My role as a post graduate fellow was to test the cellular antenna and passive equipment design and development. Included in my time in this role was the testing of the communications systems for the Sydney and Hong Kong underground railway networks which were all staged and tested locally before being shipped offshore for installation