Greg Day Email & Phone Number

Melbourne, VIC, AU

• Baylink is an independent management consultancy that helps organisations convert strategy into operational outcomes by working with our customers to define and deliver major change. Our customers are generally in.
• CitiPower / Powercor
• BHP
• AGL Energy
• Transurban Group
• Downer Group

HQ Intelligent Health develops, manufactures and sells 100% wholefood blends to meet life stage nutritional needs (eg. postbirth).✔ Focussed business upon product and market growth strategy.✔ Increased profit through reducing Cost of Goods Sold >10% at a time of high input cost escalation.✔ Productionised sales forecasting & planning, materials &.

Interim CEO of For Purpose organisation of 25 people and $4m pa turnover. Focused upon financial and organisational stabilisation, business development, strategic partnerships, new product development, program delivery and risk management.

Replacement fixed-term project manager for 3 'in flight' Intelligent Transport Systems (ITS) research & development / proof of concept projects.✔ Developed project plans, architectures & integrated management arrangements for the 3 inflight projects.✔ Road Event Analyser Ph1: Development & CityLink testing using multiple sensor data to materially reduce.

Led and facilitated strategic / business planning for Downer's $100m+ pa Gas Services BU. Annual review, evaluation and update. Business Plan drove and supported:✔ Leadership team alignment (goals, path, accountabilities)✔ Revenue source diversification (resolved existential risk)✔ Revenue uplift >44% in 2 years✔ Business-readiness for IT-enabled.

Lead and manage 28 person team to govern CitiPower-Powercor $450m pa capital works program. Included: 2 million hours pa dynamic works and resource planning, PMO, governance and executive stakeholder management.✔ Soon after commencing identified $30m resources misalignment which enabled timely corrective action.✔ Established fit for purpose portfolio.

In January 2016 CP/PAL implemented an end-to-end software solution for the initiation, planning & management of works, resources, materials and financials across the ~$500m pa Works Program (OPEX & CAPEX). The new system did not successfully embed due to a range of issues. I was engaged to investigate, identify, plan and drive remediation to resolve those.

Review of management arrangements for CP/PAL ~$450m pa capital program to better align outcomes with organisational objectives and needs. Works Program is by very dynamic by nature due to evolving events (eg. catastrophic weather events, new large customer works, substation breakdowns, etc).✔ Evaluated performance of works program versus organisational.

Project manager and analyst for two Customer Services improvement initiatives:1. Licenced Electrical Inspector (LEI) Services: 44% work volume reduction for Internal/external workforce.2. Meter Reading Services contract: Review & renewal of existing contract.✔ Developed & market-tested two LEI operating model options. Successful tenderer & operating model.

AGL Board decision to invest $500m in 'new energy', including establishing a contestable metering business. AGL selected key vendors via tender processes and engaged an end-to-end software solution provider. Baylink then engaged to support AGL to integrate the selected vendors / offerings / software solution into a efficient, effective and compliant.

AusNet Services compliance obligation to deploy & operationalise 673k AMI Smart Meters 2009-2013. Program underperformance. Baylink engaged to drive meter deployment recovery.✔ Independently reviewed AusNet meter installation operating model. Identified material gaps & weaknesses. Recommendations accepted.✔ Rapidly mobilised Baylink team to manage meter.

CitiPower-Powercor compliance obilgation to deploy & operationalise 1.1m AMI smart meters 2009-20013. I was progressively engaged to prepare for, mobilise and manage deployment of 1.1m+ smart meters. ✔ Program is recognised as Australia’s largest and most successful, with completion on-time, on-budget, industry leading safety and customer satisfaction and.

Engaged to complete risk assessments of two $100m+ global technology projects. ✔ Led stakeholder workshops to identify and assess risks. Developed management plans for high-significance risks. Risk assessment and management plans accepted by stakeholders & sponsors.

Program Director (direct report to COO) responsible for leading, driving and delivering a program of ITS transformation projects (‘Transform 2015’), including a team of 25 business PMs, BAs & testers. ✔ Developed and gained Board approval of a $61m new tolling system business case, business benefits of $140m+ and stretch benefits $200m+.✔ Seconded as.

• Operational Concepts was a boutique consultancy providing a suite of technology, complexity and strategic services to blue chip technology-dependent clients. 2006 business turnover was $4m and in early-2007 it was sold.
• Transurban
• Global credit card business
• Alcatel-Lucent
• State Rail NSW
• Various state and federal government panelsWhilst with Operational Concepts, I won global credit card business as a client, led the Transuban Group relationship to 400% growth & gained appointment to various government.

Due to growth, a ~$8b market cap Australian-based multinational asset group had >30 companies & trusts that were subject to >3 State Govt 'ring fence' arrangements and had complex material legal, contractual & financial inter-entity arrangements. I was engaged to lead a small team to resolve existing inter-entity matters, including $24m WIP on Group.

Transurban eTAG logistics faced challenges regarding OH&S, service level non-achievement, complex internal/external arrangements, scalability to meet needs of expanding road portfolio and accumulating end-of-life eTAGs. Engaged to lead business process / operating model re-engineering to resolve these issues.✔ Defined & re-engineered e-TAG logistics.

In 2003 40% of Transurban Group revenue was dependent on operation of CityLink Traffic Control Room (TCR). Decision to establish Business Continuity / Disaster Recovery (BC/DR) site. Engaged to scope, gain approval & deliver the BC/DR site. ✔ Scoped & gained business case approval for an Alternate Traffic Control Room (ATCR).✔ Analysed TCR systems to.

State Govt agency responsible for delivering $120m+ outsourced integrated police, fire & ambulance communications system. Engaged to lead business process mapping to ensure managed-service contract specification was fit for purpose.✔ Led scenario-based workshops with police, fire & ambulance to map existing business processes, and new processes adapted for.

Ball Solutions Group is a mid sized consultancy delivering innovative & disciplined solutions to complexity. Company wholly owned by a US Fortune 500 company.My consulting assignments included:Global Credit Card BusinessNational Australia BankBureau of Emergency Services TelecommunicationsDefence Aerospace Project Recovery

Global Credit Card organisation had a sustained billing operations failure across 14 countries. I was engaged to lead root cause analysis (RCA) & development of a recovery plan. ✔ Root causes and recovery strategy & plan accepted by sponsor, customer & stakeholders. ✔ Drove recovery plan implementation to restore billing operations stability &.

NAB undertaking customer idenitiy related projects to ensure compliance, reduce identity fraud & manage risk. Engaged to lead a range of initiatives.✔ Led Group-wide account opening process re-engineering. Project implemented with signficant benefits, including AUSTRAC/regulatory compliance, reduced operational risk, process streamlining, alignment with.

Department of Defence had a $1.3b development aircraft acquisition that was several years behind schedule, not achieving specification & was not aligned with airworthiness standards. Engaged to provide of expert avionics systems / software / safety engineering advice and plan project recovery. ✔Identified key issues, consulted world aviation software.

Reporting to program manager in Sweden, project management of Australian-elements of developmental telecommunications projects as part of the Ericsson global development organisation. ✔ Recovered A$7.7 million hw/sw development project from 10+ weeks behind schedule 3 months prior to delivery (when I became PM), and with significant quality and personnel.

RAAF Electronic / Systems Engineering Officer working on F/A-18 Hornet fighter aircraft. Led establishment of Australian F/A-18 system/software engineering facility, including project/contract management of a $80 million project to provide a test-bed for F/A-18 system/software changes & missile integration. Project manager, engineering manager, logisters.

Bachelor Of Engineering (Beng), Elec / Computer

Graduate

Master Of Business Administration - Mba, Completed 5 Of 12 Subjects. Distinction Average.

Discontinued due to intense workload and work travel. Prioritised recovery of the project for which I became responsible for.