The Future Fund is Australia's sovereign wealth fund that invests for the benefit of future generations to support funding for mediacal research, disability support, Aboriginal and Torres Straign Island peole, disaster relief and housing. The role involved establishing a strategy for Workplace Technology as part of the overall organisational Strategy and Business Plan, determining the portfolio of projects and initiatives that would deliver the strategy and oversee delivery through to completion. Projects were delivered through a combination of in-house resources and close relationships with strategic vendors and technology partners. Projects included:- ServiceNow maturity uplift across IT Service and Operations Management that delivered significant improvements to the management of incidents, technology change, software and hardware asset governance and control. - Integration of ServiceNow with Workday for technology workflows that support employee onboarding and off-boarding. - Upgrade to Windows 11 and replacement of the laptop fleet across the organisation.- Transition to new service providers for IT support and service.- Introduction of a ServiceNow mobile application used by Investment Data Management to fast-track issue resolution for data that supports investment decisions.- Multiple smaller initiatives that optimised meeting experiences for in-person and remote partiipants, delivered technology required for building refurbishment projects and deployemnt of leading-edge workplace technology. The role also incorporated the development of long-term strategic partnerships with key vendors including oversight of tenders and agreement of contractual terms.

Generation Vitoria, ("Gen V"), is an initiative of the Murdoch Children's Research Institute, The Royal Children's Hospital and the University of Melbourne to collect and provide data relating to a generation of Victorian children born between 2021 and 2023. Gen V aims to find faster, better ways to treat and prevent problems like pre-term birth, common allergies, anxiety, obesity, and much more.I led a team that was responsible for defining and implementing a new Target Operating Model, ensuring the smooth and successful operation of the program, management of key vendors, monitoring and reporting on critical success measures, supporting key information systems and implementation of DevSecOps capability across the program. Operational processes range from engagement and recruitment of families, management of biological samples and infrastructure, availability of systems, confidentiality of information, integrity of the data and ongoing vendor relationships. IT Operational processes and governanance were based on ITIL best practices.

The ANZ Home Loans business undertook several initiatives to meet changing regulatory requirements while taking the opportunity to enhance customer and banker experience. IThe two largest and most complex projects within Home Loans aimed to:1. Pre-populate customers' home loan applications with income, expense, asset and liability data sourced from ANZ systems or digitised from statements provided from other financial institutions. This provided customers with a more accurate understanding of their financial position and their ability to service the loan repayments, while providing the bank with a better understanding of the credit risk associated with each loan.2. Migrate home loan renewals from the legacy system to strategic origination systems which facilitated faster transaction processing and greater process controls. Simplification Centre of Excellence (prior to moving to Home Loans)The Simplification Centre of Excellence at ANZ is responsible for ensuring the bank moves towards more efficient systems and processes to improve customer experience and reduce operating costs. Projects included:1. Simplification of ANZ's product offering by decommissioning obsolete products including; technical decommissioning and migration of customers to alternative products.2. Identification of $12M + p/a cost saving opportunities in the Small Business Lending business working with Service Designers from London who were part of the Lloyds transformation.

Move-its was created to address some limitations of current methods of tracking activities through to completion.1. Clear communication of daily progress expected towards completion of a task2. Improved stakeholder understanding of the activities required to complete a project3. Flexibility to enable tasks to be updated and re-assigned (e.g. for escalation)4. Provide a sustainable alternative to hundreds of sticky notes and cardboard cards.The cards are rigid PVC coated with a high-quality surface that can be used and re-used with a whiteboard marker. Each box contains 100 cards with a colour marker in the corner to help group activities into teams, individuals etc. There are 20 each of green, yellow, red, blue and purple.The fall in the Australian dollar in 2017 increased production costs by 30% which resulted in manufacturing being ceased in China. The business was a great learning experience in terms of overseas business practices, launching and marketing a new product.

Project to make terms fairer for Business lending customers by transforming complex contractual clauses into simple language.The project consists of the complete overhaul of business letters of offer and terms and conditions as well as system changes to dynamically generate the documents based on a customer's unique borrowing requirements.NAB was first to have the simplified business lending contracts in the hands of the customers which was widely covered in national media in Australia.

The Code of Banking Practice in Australia is an industry-wide minimum standard that Retail and Small Business customers their guarantors can expect their bank to uphold.The code has been updated with some of the key changes including improvements to: 1. Handling of complaints2. Sale and quality of consumer credit insurance products3. Transparency and customer acceptance of fees charged4. Matching products that meet customer's needs5. Helping vulnerable customers including domestic and family violence victims and preventing financial abuse of elderly customers.6. Educating bankers in areas with large communities of Indigenous customers of their culture and special needs7. Providing assistance to customers in financial difficulty to help them out of that position8. Simplifying contracts for small business customers9. Providing greater protections for guarantors10. Greater transparency in product disclosure and sales practices for credit cardsThe project required an assessment to be made across the bank against the code and deliver the changes required to comply.

The Home Ownership Transformation Program dramatically changes the experience of customers, Brokers and ANZ staff when applying for a Home Loan.The consolidated origination system interfaces with twenty-three other systems including external vendors for credit reports, valuations and insurance products.The change specifically:1. Reduces the time to respond to the customer with an approval2. Provides the best price for the customer3. Ensures a consistent customer experience regardless of application channel4. Guides lenders through a step-by-step process for even the most complex home loan applications.Development of the project was in two stages:1. Developing the system capability to handle all home loan types for use by ANZ Branches2. Migrating Brokers and Mobile Lenders from a legacy system to the strategic platform.

Project delivery, consulting and resources.Probus Consulting was established to provide an alternative to the major recruitment firms who were putting forward candidates without the attributes required to deliver projects. Looking for attributes outside of project qualifications, Probus successfully helps clients deliver major projects by offering professionals with a track record of personal and professional success, experience across industries and a history of taking a significant "leap of faith" at some stage in their life.Clients include companies in Financial Services, Music, Education and professional sporting organisations.

Project to improve and streamline admission processes globally. The first stage involved an interim solution to improve admissions processes in Australia prior to roll out of the global solution in 2015-2016. Led the RFP process and vendor selection for a cloud-based CRM solution.

Program Manager- Transformation of Mortgages Fulfilment (August 2012 to September 2014). The program re-engineered the Home Loan Fulfilment process to dramatically improve customer experience during one of the most stressful moments of their life. The program delivered a ten-fold improvement in the rate of missed settlements to 0.001% Senior Project Manager- covering the full system development life-cycle to transform the workflow platform used within Mortgages Fulfilment. (February 2011- August 2012). Delivered over 16 months of work within 9 months using agile techniques and recovered a vendor project to help deliver overall success for the program.Senior Project Manager on an Information Security project (April 2010 - February 2011) including management of a RFP/ vendor selection before moving to another role within ANZ project delivery.

The rapid expansion of the Australian Music Group through acquisition resulted in poor stock control, lack of quality information to support purchasing decisions and inefficient dealings between retail and wholesale entities within the same group.Reporting to the CFO, I led Program that consolidated over one million stock items on the Masterfile down to 100,000 that mapped directly to products sold by the Group's Wholesale business. This enabled the business to- transact internally through Electronic Data interchange and reduce purchasing costs- Improve stock purchasing decisions in both retail and wholesale businesses- Provide consistency and control over the group's stock Masterfile- Improve monitoring and control of sales margins through deeper understanding of input costs and retail pricing.

The Basel II accord was introduced to ensure banks hold adequate capital reserves based on their exposure to operational, market and credit risks. I led the "Pillar 2- Use and Experience" stream within the NabCapital division that embedded the principles of the Basel II Accord into "business as usual." The project included the creation of capability maturity assessments, training and support materials. The project was described by Ernst and Young (NAB Auditors) as the best example of Pillar 2 implementation across the Melbourne-based banks. The CRO described the "Risk and Capital Handbook" (produced by the project) as "The best internal publication he had seen at NAB".Additionally, I ran the Program Management Office including program planning, financial control and reporting for 12 projects within the Program in 2007 with a total value of $36M.

Travelport is a major global player in the travel industry with brands such as Orbitz, Hotels.com, ebookers.com within their group. Compliance with: the Sarbanes-Oxley Act (Required for NYSX listed companies), Privacy legislation, Payment Card Industry (PCI) regulations and group security standards was described as "highly improbable" by the Group Chief Compliance Officer. Based in London, I led the Program to achieve the "highly improbable" target of compliance in the UK/Europe, Asia and Australia. My teams were based in London, Stockholm, Dublin, New Dehli and Sydney which all had local nuances relating to the regulations. The program resulted in compliance across all geographies I was responsible for. Additionally, the control culture and understanding of risk was greatly improved within the business globally which was a step change in maturity for the Group.

Assistant Manager withn the Information Risk Management group in London. Work included: information security reviews, eGovernment implementation, business continuity planning reviews, Sarbanes Oxley compliance and financial modelling.Major industries consulted to included: telecommunications, technology, government and transport.

Responsible for a number of projects including: Implementation of a Risk Management and Governance framework and self assessment toolImplementation of HR, Payroll and Time and Attendance systems

Graduate position in Technology Risk Consulting. Performed Project Management, reviews of IT security/processes, Internal Audit, Company Administration and Performance Management.Main clients were in Telecommunications, Transport, Energy and Government industries.