Dave Thomas Email & Phone Number

Sydney

North Sydney

CDRU specialises in providing IT&T strategy, architecture and management consulting services to the top 200 ASX listed enterprises within the Australian market.David’s role is to provide innovative strategies, sourcing and solutions to CDRU clients in the areas of Telecommunications, Infrastructure and Cloud computing.Clients included: APA, Downer-EDI, Invocare, Virgin, First DataDavid is responsible for building a new service offering / capability within CDRU that allows clients to have control and management of their telecoms inventories and expense. In one case this capability enabled a client to identify and cancel over 2000 services, resulting in a saving of $3.6M over the life of the contract.During his time at CDRU David also formally developed the CDRU “USP” sourcing process which consists of 67 separate sub-process all designed to work together to provide clients with a robust and repeatable sourcing process that enables business alignment.

North Sydney

Development of a strategic 5-year IT&T roadmap for a professional services client (30+ offices across Australia) and then subsequently Program Management of the implementation of that strategy. The program scope included sourcing suppliers, replacing the core network, replacement of all PABXs with a VoIP solution, moving the line-of-business applications to a hosted private cloud, and transition from in-sourced to out-sourced service desk.David was also key to a large multi-year program of works to transform the network infrastructure of a financial services institution. The program was designed to save $10M over 3 years and David prepared business cases, financial management and executive reporting. David was responsible for project management of a number of third party suppliers during the relocation of this clients primary data centre.David recently completed a CDRU led $20m sourcing engagement for a large ASX100 company that involved a re-architecture of their network services, along with sourcing of all telecommunications services. David led the Service Management program for that client in the transition between suppliers.David’s most recent engagement was as a Senior Project Manager at Downer-EDI to lead the Network transformation project stream. The objectives of this transformation were to upgrade 240 remote & international sites to a new WAN design that encompassed Wi-Fi & WAN acceleration, to transform the Video conferencing capabilities and establish new network centric services based on an ITIL service management framework. Following the successful network transformation David proceeded to project manage and coordinate the transformation 90+ local branch servers.

Sydney

Blue DOT Consultancy was formed to provide large clients with software development capabilities that are normally restricted within their own environments (either because of internal policies, or lack of capability within the business unit). One client required a solution to replace an extremely time consuming system for ‘client prospects’ that had been developed over many years and based on multiple spreadsheets. Each time a new prospect was identified the client would have to add multiple tabs on each spreadsheet and update all the formulas associated with them – this was a huge administrative overhead. The solution was to develop a small scale database that was available to all members of the sales force.Another client required a solution to consolidate information from multiple accounting and CRM databases to provide monthly management reporting. Blue DOT Consultancy developed a piece of middleware that interrogated all the data sources and retrieved all the pertinent information.

North Sydney

Full responsibility for all IT&T Strategy & Performance.Key Accountabilities linking IT developments to Chandler Macleod corporate objectives:• IT Strategy.• PABX and Telecoms• WAN infrastructure• Photocopiers & Faxes• All normal PC infrastructure• Revenue Budget of $14.5M.• Resource Management.• 18+ members of staff.• IT Training. of Microsoft Products and core line of business software• Support / Helpdesk.• Technical Support.• Outsource Management (WAN)• Supplier Management• Management of the development of Branch (consultants) and Head Office systems• Manage the delivery of IT services to 900 users based across 70 locations including NZ• Manage the systems delivered via ASP models.Key achievements:• Rationalisation of PABXs within the group• Outsourcing of the WAN infrastructure to go from circa. 60% availability to 99.98% availability.• Negotiation of a PC deployment & Infrastructure contract covering all hardware and support outside of Head Office.• Introduction of policies and procedures for the IT Department• Outsourcing of the Helpdesk and Citrix Infrastructure Support• Centralisation of many disparate systems onto a centrally managed Citrix environment, a project that was expected to take 18 months but was delivered in 9 months in order to facilitate the rollout of a group wide CRM.• Management of an outsourced helpdesk fielding 1500 enquires per month• Various contract negotiations, implementation and reviews• Fleet management of over 2000 assets, including all software and hardware procurement• Introduction of standards• Management of Web Development, including the internal Intranet and external Client Microsites.

London, United Kingdom

Responsible for all aspects of IT&T across the Adecco UK Group.Key Accountabilities linking IS developments to Adecco Corporate objectives:• IT Strategy.• Converging the IT strategy within the UK with that of the global IT strategy.• Revenue Budget of £3M and a Capital Budget of £2M.• Resource Management.• 50+ members of staff.• IT Training.• Support / Helpdesk.• Technical Support.• Mainframe Operations.• Mainframe system development.• Development of the branch system – MAX – software at the leading edge of the recruitment industry designed and developed specifically for Adecco.• Manage the delivery of IT services to 1500 users based across 300 locations.Key Achievements:• Enabling Web access to every site and every desk in Head Office. This was part of the global strategy on communications and was based on a Lotus Notes backbone.• Restructured the IT Division to form a Helpdesk facility and a Training department.• Formed and drove the IT Steering Committee which consisted of 6 members of Senior Management.• Introduced the concept of project and resource planning.• Y2K project co-ordination so that all system changes were made in good time.• A program to change IT into an IS department, including skill review, training and development plans, values, external communication programme, implementing meeting standards and regular team meetings, implementation of a new sub department for Business Solutions and introducing the concept of “critical functions” to improve business support• Centralisation of the invoicing and payroll systems.• Introduced monthly IT status reporting, for both the board and also internally for IT, measuring approximately 50 areas of service.• Implemented Lotus Notes into every site and then used the platform to deliver Email and strategic databases such as Branch Operating Manual.

Responsible for the running of IT&T within Adecco (called Ecco at the time) - Development of systems, platforms and procedures, followed by Management of the IT&T merger between Ecco & Adia

Responsible for the rollout of a new IT platform (payroll, invoicing and financials)

Bsc (Hons), Information Technology

9 O'Levels, 3 A'Levels