WYSER Men specialises in helping men deal with life's challenges, especially when confusion and discontent are prevalent in their life and/or their relationship. Sometimes it's just that a man is having a quarter-life, mid-life or senior-life crisis that has threatened or changed his world. Other times it's simply a man's internal and silent struggle with certain aspects of his life.WYSER Men is the home of the Merlin's Code | Life Skills & Mental Health Awareness course - a facilitated online group learning program delivered by men, for men (https://wyser.men). It offers men the opportunity to develop new Life Skills to improve their situation in life, covering topics such as: A Man's Timeline, Life Priorities, The Natural Order of Relationships, Emotional Responsibility and Family Harmony.Drew is a co-founder and Director of WYSER Men responsible for the design, development and management of the online systems that will enable WYSER Men's vision to uplift and empower men to live their lives to the fullest.

Head of the technology and business systems arm of Insight to Influence.

I was a founding Director of GMT People (which commenced operations in Brisbane in August 1999 as GMT Consulting Group). In November 2012 I sold my interest in GMT People and now remain on staff in a consultative and developmental capacity (part time) to assist the new Managing Director with the development and maintenance of GMT People's business and information systems.

As a founding partner and Director of GMT people (originally known as GMT Consulting Group and later GMT Recruitment) I took on the official role of Managing Director and was responsible for the management of the financial and compliance aspects of the corporations within the GMT group as well as the delivery of consulting and recruitment services to GMT’s Clients. I have a detailed knowledge of business operations, strong business acumen and helped lead GMT People to three consecutive years as a member of BRW Magazine’s Fast 100 list (2006, 2007 and 2008). The business was sold in November 2012 though I continue to consult to GMT people on a part-time basis.Given my qualifications and experience, I also took on the role of ICT Manager and was responsible for the implementation and management of GMT People’s information and communications systems across all offices in Australia. This included the development of the systems necessary to support GMT’s operational requirements and ensure competitive advantage; the development and enforcement of policies and processes; staff training, mentoring and appraisal; gaining and maintaining third party accreditation of our systems to the ISO 9001:2008 Quality Management standard; and the management of multiple projects to implement, maintain and upgrade the technology solutions which supported the business.

eXions Pty Ltd developed Talexity which is a web application used by recruitment companies to manage the entire end-to-end recruitment process from the advertising of job vacancies right through to the management of contractors and online timesheeting. The system runs on a Linux platform and is written mostly in PHP and Perl on the server side, with extensive use of Javascript, XSLT, XML and Ajax to create a rich highly functional desktop-like user interface.I was responsible for managing the full software development life-cycle from business analysis and requirements gathering through to the design and implementation of the system. I also managed the ongoing incremental development of Talexity, the management and leadership of development staff, as well as the provision of onsite and remote user training and support.I also had a hands on role in writing some of the business critical aspects of the software.

SPAR Australia (formerly named Australian Retail Logistix) operates a large wholesale grocery Warehouse and Distribution Centre that services many hundreds of independent grocery retailers throughout Australia. Project Endeavour was established to replace SPAR's antiquated Enterprise Resource Planning and Warehouse Management Systems prior to the systems becoming unavailable on 31 January 2004 due to the cessation of licencing, support and maintenance contracts. In my role as Risk Manager I reported directly to the General Manager and SPAR Board of Directors and worked closely with the Project Manager and IT Manager (Michael Dawson) in relation to project and business risk associated with Project Endeavour.My main responsibilities included the development, implementation and management of the Risk Management Plan and Business Continuity Contingency Plans. I also identified and quantified risks and implemented and managed the associated risk treatments including provision of risk management mentoring and the coordination of personnel with risk treatment responsibilities.

I was the Senior Manager of the Security Services unit and Project Director for the Security and I-Net Program of projects with responsibility for four key security and three key Internet based Projects within the Security and I-Net Programs of Queensland Health.I reported to the State Manager Information Services, and was responsible for all IT Security and associated Risk Management within Queensland Health across 200 hospitals, involving 64,000 employees and approximately $1 billion of IT infrastructure.I was also the Project Director for the $8M Security and I-Net Program of projects within Queensland Health which included the Statewide Single Sign On Project, the International Remote Access Project (using two factor token authentication), the Public Key Infrastructure (PKI) Project, the Meta Directory Project, the Content Management; Portal Technology and Systems Development Environment Projects, and the Systems Management Methodology Project which delivered documented Security Processes based on ITIL.Some of my major achievements included the development, implementation and management the Security Services unit, the development and implementation of six IT Security Standards to cover all IT security requirements within the Department. I also developed and incorporated into Queensland Health's Project Management Methodology a number of improved processes and procedures to maximise project success including the IT Threat and Risk Assessment methodology.

I was the Project Manager of the Single Sign-On Project within Queensland Health, responsible for designing and implementing a single sign-on capability comprising an automated sign-on and password synchronisation solution. The authentication services comprised LDAP compliant directories of user credentials, Public Key Infrastructure based multi-factor authentication and meta-directory capabilities for password synchronisation of legacy applications. During the Planning and Definition Phase of the Single Sign-On Project, I was promoted into the dual position of Senior Manager Security Services and Program Director Security and I-Net Projects (see above). In this role I was responsible for gathering and analysing business and functional requirements, developing and seeking approval of the Project Proposal, designing and demonstrating a Proof of Capability activity to prove the appropriateness of the designed solution to meeting the business and functional requirements, developing the Business Case and Detailed Project Plan for the conduct of the Implementation Phase, as well as recruiting and training the project staff.One of my major achievements while in the role was the development of a Requirements Database to manage the business and functional requirements (several hundred) for the entire Security Services program of projects. The use of the database and the requirements traceability process it imposed on the project was adopted as a standard within Queensland Health.

I was responsible for the conduct of Stage 1, and the design and planning for Stages 2 and 3 of the introduction of the Battlefield Command Support System (BCSS) into Command, Staff and Operations Wing. The project was conducted on site at Land Warfare Centre, Canungra, and involved input from stakeholders located all around Australia. My major responsibilities included the conduct of a Performance Analysis and Training Analysis, the development of the Project Management Plan for Stages 2 and 3 of the Project (Stage 1 was undertaken during this contract), liaison with and management of stakeholders, and the formulation of a plan to ensure the development of a sustainable BCSS training capability within Command, Staff and Operations Wing.During this contract I personally and voluntarily increased the scope of Stage 1 of the project to include a System Dynamics Analysis and an analysis of the Lessons Learned as a result of the introduction of BCSS into other Defence establishments. The results of these two additional analyses lead to recommendations that changed the entire focus of the project. These recommendations were accepted and commended by the BCSS Project Office. The Project Office specifically brought the findings of the analyses to the attention of the Lead Consultant responsible for conducting an overarching strategic study, commending them as being of great significance to that study.I completed the project on time, under budget, despite an increase in the scope and quality of the project deliverables.

Responsible to the Program Manager, IT Infrastructure Projects, as the Project Manager for a range of minor infrastructure projects. A period of time was also spent on secondment as an IT Security Consultant to Energex's eCommerce Project as well as the redevelopment of Energex's IT Security Architecture.During the contract I provided IT Security subject matter expertise to the B2C eCommerce Project including the evaluation and selection of products and associated architectures for the implementation of the front end Authentication and Authorisation Management system (including Single Sign-On (SSO), LDAP services and credential management). I consolidated and validated the Business Requirements associated with the redevelopment of Energex's IT Security Architecture (started as a firewall replacement project) and conducted the handover to the first incumbent of the newly created IT Security Architect position (permanent employee). I also conducted a Scoping and Feasibility Study for the central control and monitoring of substation protection relay systems, as well as a Requirements Analysis and Scoping Study for the ISO9000 Accreditation Project.

Responsible to Senior Manager IT Infrastructure for the analysis, design and documentation of a Quality System to be applied throughout Suncorp Metway's IT Group in respect of Disaster Recovery Planning (DRP) related activities including DRP Tests, DRP related IT Projects and various aspects of IT Risk Management and Systems Management oriented operational activities. The Quality System comprised a range of documented Standards, Guidelines, Procedures and Checklists.

Responsible to the Manager IT Risk Management for the provision of Project Management and consulting services to Senior Manager Group Operational Risk with respect to Suncorp Metway's Operations and IT Group Business Continuity Planning (BCP) Program.My deliverables during this short contract included the development of the Project Statement of Work and the finalisation of the budget for Group BCP Phase II (a project scheduled to be undertaken in financial year 2000/2001) and the planning and design of a Quality System for the conduct of BCP testing and infrastructure implementation projects.I also undertook the role of Project Manager BCP Testing and was responsible for planning and undertaking a BCP test for two of Suncorp Metway's critical business units (Loan Operations and Group Credit), as well as Project Manager for the Financial Feeds Project, wherein I was responsible for managing the installation and testing of alternate network connections for IRESS, Reuters and Bloomberg at Suncorp Metway's Disaster Recovery site in support of critical business functions.

Project Manager and Subject Matter Expert for the introduction of the Battlefield Command Support System (Intelligence) into the Defence Intelligence Training Centre. This project was principally focussed on identifying and implementing the most appropriate method of introducing a new computer system (BCSS) into the organisation.My major responsibilities included:1. Conduct an analysis of the scope work. 2. Develop the IT Security Policies and procedures appropriate to ensuring the confidentiality, integrity and availability of BCSS (Int) and the data processed thereon. This involved the conduct a Threat and Risk Assessment and the development of various documentation including a Security Architecture and Policy Plan (SAPP) and Information Systems Security Practices and Procedures (ISSPP). The methodology employed was compliant with the requirements of SECMAN 3. 3. Provide advice to the BCSS (Int) strategic study through the provision of Military Intelligence and Information Technology domain knowledge. 4. Conduct a Training Needs Analysis to determine the most appropriate manner in which to introduce the system into the Defence Intelligence Training Centre and the various Military Intelligence courses conducted there. 5. Develop a Training Management Package to support the delivery of training in the use and application of BCSS (Int) in a military intelligence environment. 6. Delivery of Train the Trainer courses for the benefit of the instructors at the Defence Intelligence Training Centre.

During this contract role I completed a number of assignments including:Business Analyst (IT Risk Management):Development of a business case to establish a new position within the IT Risk Management Branch for an Information Technology Security Officer.IT Security Consultant:Development of Information Technology Security Policy. This was undertaken in the wake of the successful approval of the Electronic Commerce Security Policy which I developed for Suncorp Metway's Internet Banking Project (see below). This involved the collection and subsequent analysis of the requirements of all IT managers within Suncorp Metway's Infrastructure Department.IT Security Consultant (Internet Banking Project):Development of Electronic Commerce Security Policy, Standards, Guidelines and Procedures for Suncorp Metway's IT Risk Management Branch. Also responsible for managing, on behalf of the IT Infrastructure Department, the infrastructure related aspects of the Internet Banking Project, including security.Project Manager SPPI (Infrastructure Services):Project Manager for the Small Projects Portfolio Initiative (SPPI). The SPPI was established as a means of out-sourcing non-core Information Technology Projects. Projects included: a study into the viability of centralised backup and storage for all Suncorp Metway systems; the analysis and design of a large scale printing solution for Suncorp Metway's two large Call Centres; and the evaluation of server based Virus detection software for deployment in Suncorp Metway's production system (across its various standard operating environments).

Project Manager responsible for the development of the Intelligence Command Support System (ICSS). Project ICSS was a $7.6m project to develop and deliver a system that provides the intelligence specialist tools of the Australian Army's Command Control Communications and Intelligence (C^3I) capability. As Project Manager, I worked into a matrix organisation with line managers in the areas of Systems Engineering, Integrated Logistic Support and Business Management.I was personally responsible for the development of financial estimates and proposals to secure project and discretionary funds from financial committees and was accountable and responsible for all aspects of Project Management including the identification and management of risk, financial management, Statement of Work and Request for Tender development, tender clarification, contract negotiations, management of system development phase and project closure. I also facilitated Joint Application Development (JAD) Workshops and performed the extra duties of Information Systems Security Officer and Unit Security Officer.After finalising the Requirement Identification phase, I successfully transitioned the project from a MIL-STD-498 (waterfall) development methodology to a Rapid Applications Development methodology in an evolutionary acquisition environment. The methodology includes end user prototyping using Joint Application Development workshops and finite timebox development periods (trading off functionality to meet schedule). I managed the delivery of two releases (two complete software development life cycles) of the operational capability of ICSS which allowed the system to be deployed on a major military exercise (Ex Phoenix 98).I also implemented the PRINCE2 methodology and established the basis for ensuring that ICSS is interoperable with the Joint Intelligence Support Environment (JISE) and an integral component of the overall Australian Defence Force Intelligence System (ADFIS).

Responsible for the provision of intelligence support to Commander Deployable Joint Force Headquarters (two star General) including intelligence analysis, production and dissemination. Second in charge of Intelligence Branch and supervisor of six military and civilian staff. Responsible for both current and future intelligence operations, counter-intelligence and force protection tasks, information systems security and the design, scripting and implementation of military exercises. I also managed the installation of the Joint Intelligence Support Environment (JISE) within the DJFQH (JISE is a TOP SECRET computer network that forms the basis of the Australian Defence Force's (distributed) Intelligence System (ADFIS)), and was responsible for the scenario design and implementation of a number of divisional and formation level exercises.Some notable achievements during this posting included the development of an automated multi-user Request For Intelligence database system for use by the US Marines on board the USS Blueridge (SECRET level), the design of an intranet based system for intelligence collation and dissemination within the DJFHQ's deployable information systems, involvement in the 1995 Joint Warrior Interoperability Demonstration responsible for initial trials of the Joint Command Support Environment (JCSE), the Australian Defence Force's strategic and operational level Command and Control System, detachment to the Military Intelligence Branch of US Army 1st Corps for two ABCA exercises during 1996 during which I earned a Commander 1 Corps Commendation from Lieutenant General Marsh.

Manager of the Communications and Information Systems (CIS) Branch. Responsible for the management and provision of support for all computer and communications systems located within the Puckapunyal Military Area including: hardware installation, maintenance and repair; software systems development, installation and maintenance; management of voice and data communications services including PABX, switchboard, SNA, X.25 and Defence Switched Data Network (DSDN); and the installation and administration of Windows, Novell Netware, OS/2 and Unix based systems and associated Ethernet and Token Ring network services. During this posting I established the BASC Communications and Information Systems Branch, including design of the organisational structure and staffing requirements, development of duty statements and selection criteria, and Chairperson of the Staff Selection Board. I designed, installed and administered the Base Administrative Support Centre (BASC) Local Area Network (LAN); established and managed the Information Systems Help Desk for the Puckapunyal Military Area (servicing a total of eleven Army units); designed and implemented a Common Operating Environment to enable central Configuration Management, Help Desk Services, User Training and a consolidation of disparate platforms and communications topology's; managed the installation and provision of ongoing maintenance, of all Defence Financial Management Information Systems (DEFMIS) computers; and designed, implemented and managed the Puckapunyal Area Computer Training Facility to enable the provision of local end user training.

Project Manager for the installation and configuration of the HQ 4 MD Local Area Network and the associated transition of users from the PRIME mini-computer system. Subsequently responsible for the system administration and provision of technical support for the network. Second in charge of the Information Systems Branch, HQ 4 MD. I successfully established the first Local Area Network at HQ 4 MD, as well as established Ethernet (TCP/IP) communications between the Prime and IBM AS400 mini-computer systems and the HQ 4 MD LAN. LAN based users were provided with VT100 and 3270 terminal emulation connectivity to those systems.