As the Managing Director of propella.ai, I lead a dynamic team in harnessing the power of data and AI to drive business transformation. Our journey began with a focus on geo-spatial analytics for the property sector, providing invaluable insights into asset utilization. With the rise of generative AI, we've broadened our horizons, crafting bespoke solutions for a diverse range of industries, particularly in professional services. My role encompasses strategic direction, financial stewardship… Show more As the Managing Director of propella.ai, I lead a dynamic team in harnessing the power of data and AI to drive business transformation. Our journey began with a focus on geo-spatial analytics for the property sector, providing invaluable insights into asset utilization. With the rise of generative AI, we've broadened our horizons, crafting bespoke solutions for a diverse range of industries, particularly in professional services. My role encompasses strategic direction, financial stewardship, team development, and fostering partnerships to ensure our clients receive cutting-edge, cost-effective solutions. Show less

BlueRock Intelligence is a newly form business within the BlueRock group, providing data analytics services for innovative and entrepreneurial businesses. The BlueRock Intelligence practice will work hand-in-hand with the BlueRock Digital team, building upon the business intelligence (BI) capabilities offered to clients, by delivering additional analytics services that will provide deeper insights and help clients be more 'data-driven'.

Gus was brought on to the project following the selection of a new outsourced service provider, to lead the transition of customer care services on to the new platform, people and facilities of the new provider. In scope was inbound customer calls and image processing for the four Transurban retail brands across Victoria, NSW and Queensland.Within five months, the combined project team of Transurban and partner team members had designed, built and deployed an omni-channel platform and… Show more Gus was brought on to the project following the selection of a new outsourced service provider, to lead the transition of customer care services on to the new platform, people and facilities of the new provider. In scope was inbound customer calls and image processing for the four Transurban retail brands across Victoria, NSW and Queensland.Within five months, the combined project team of Transurban and partner team members had designed, built and deployed an omni-channel platform and telephony solution on new infrastructure, integrated into Transurban's CRM systems, to support call centre and image processing services. They has also completed the fitout of a new floor of one of the service provider's offices in Manila, and recruited 450+ staff ready for the transition of services from Transurban's incumbent provider.The project delivered significant financial benefits to Transurban and was considered one of the most successful projects of this kind delivered within the organisation. Show less

The Data Analytics Project was mobilised within Transurban to establish a number of new capabilities for the organisation. Key objectives of the project were to centralise data from the core tolling and roadside systems, implement a cloud-based analytics platform that would store the data and support all analytics solutions and services, introduce new competencies around advanced analytics/data science (through an Analytics Centre of Excellence), and deliver new data products and services to… Show more The Data Analytics Project was mobilised within Transurban to establish a number of new capabilities for the organisation. Key objectives of the project were to centralise data from the core tolling and roadside systems, implement a cloud-based analytics platform that would store the data and support all analytics solutions and services, introduce new competencies around advanced analytics/data science (through an Analytics Centre of Excellence), and deliver new data products and services to both internal and external customers.The project delivered an analytics platform built on Amazon Web Services, Transurban's chosen cloud provider. Data was integrated from most of the core tolling and roadside source systems via a variety of integration patterns into a 'data lake' sitting on AWS S3 storage and Redshift analytics database. A data virtualisation layer in the platform supported development of a set of foundation objects (common views of data entities applied over multiple data assets) and insights objects (custom views for specific reporting or analytics needs). Finally, a data publication layer sat across the top to provide user access, primarily via visualisation tool Tableau, but also Lavastorm (data blending tool) and other SQL interfaces. In addition to implementation of the core analytics platform, Gus was responsible for the delivery of data science services through an Insights workstream within the project. This Insights team (which included two data scientists, data engineer, BI/data analyst) were charged with assessing analytics opportunities, using predictive and optimisation analytics techniques. Gus was primarily responsible for managing opportunity backlog prioritisation, resourcing, and Insights delivery. Show less

In July 2014 Transurban Ltd (and consortium partners) acquired Queensland Motorways Ltd. A 'QM Integration' program was established to integrate the QLD business into the Transurban enterprise, in terms of corporate systems, infrastructure and business processes.Gus was responsible for leading the HR Systems Integration stream within the program. This project was required to deliver an integrated corporate business model through consolidation of HR & Payroll functions on to… Show more In July 2014 Transurban Ltd (and consortium partners) acquired Queensland Motorways Ltd. A 'QM Integration' program was established to integrate the QLD business into the Transurban enterprise, in terms of corporate systems, infrastructure and business processes.Gus was responsible for leading the HR Systems Integration stream within the program. This project was required to deliver an integrated corporate business model through consolidation of HR & Payroll functions on to Transurban's JD Edwards (JDE) enterprise system and process framework.During Phase 1 of the project, Gus managed a cross-functional team of resources from Transurban's HR and Payroll functions, and a team from UXC Red Rock who were responsible for implementing the required data migration and system changes within JDE. Gus' key responsibilities were:- Project governance - facilitating fortnightly governance group - Vendor management (Red Rock team)- Risk & issue management- Deployment & Post Go Live supportThe project delivered the expected outcomes, migrating 250+ QM employees from legacy SAP to Transurban's JDE system and seamlessly transitioning payroll processing into the centralised TU team. This was all achieved while a significant restructure of the QLD business was being undertaken, and was delivered on time and within budget. Phase 2 of the project is being mobilised in June 2015. Show less

Gus was brought in to Transurban to be the Technology lead on two key projects within the Corporate business unit.Project Dawn is implementing the hosted SaaS Ariba Procure-to-Pay solution to manage its significant procurement spend across key categories such as engineering and technology. An earlier release had implemented Ariba Sourcing & Contract Management prior to Gus commencing on the project.Gus was responsible for managing the Technology stream of the project, with… Show more Gus was brought in to Transurban to be the Technology lead on two key projects within the Corporate business unit.Project Dawn is implementing the hosted SaaS Ariba Procure-to-Pay solution to manage its significant procurement spend across key categories such as engineering and technology. An earlier release had implemented Ariba Sourcing & Contract Management prior to Gus commencing on the project.Gus was responsible for managing the Technology stream of the project, with primary objective of delivering the integration between the hosted Ariba platform and Transurban ERP solution (JD Edwards). Within this role, Gus led the following activities:* Design and build of integration components across three Technology teams;* Defect management and change requests during the Testing phase;* Data cleansing and migration activities within the legacy ERP solution;* Transition to BAU Support;* Implementation planning and deployment* Project governance (including status reporting, steering committee participation, vendor management)Gus also assumed the Transurban Technology PM role on an implementation of the Hyperion Financial Management (HFM) solution within the Group Finance area. HFM was selected to replace the largely manual processes for consolidating financial and statutory reporting (to ASX) across the Transurban group. A system integrator (ASG) was the implementation partner, with Gus responsible for delivery of all dependent internal components and managing engagement between ASG and Transurban Technology. Within this role, Gus was responsible for:* Project governance* Environment provisioning and management;* Co-ordinating network changes and system access required to integrate the HFM solution into Transurban's secure domain;* Vendor management (change requests, deliverable approval, support agreement)* Escalating software defects and technical issues to the HFM software vendor (Oracle)* Transition to BAU activities & post Go-Live support Show less

Wasthe Capability Lead within the Digital Commerce Team of Post Digital. Within this role, Gus has the following responsibilities:- Managing the planning, prioritisation and sequencing of initiatives (‘product backlog’) on Post’s digital commerce platform (Intershop 7);- Facilitating engagement with business unit product areas seeking to leverage the digital commerce platform;- Managing relationship with key technology vendor/partner- Supporting programme of work under an agile… Show more Wasthe Capability Lead within the Digital Commerce Team of Post Digital. Within this role, Gus has the following responsibilities:- Managing the planning, prioritisation and sequencing of initiatives (‘product backlog’) on Post’s digital commerce platform (Intershop 7);- Facilitating engagement with business unit product areas seeking to leverage the digital commerce platform;- Managing relationship with key technology vendor/partner- Supporting programme of work under an agile delivery framework Show less

Gus joined the Post Digital Channels & Innovation area to assist the eCommerce Direct Channels manager to define the digital commerce strategy and co-lead the business case development and implementation of a new eCommerce platform for Australia Post.Gus had previously been a delegate on a working group that selected Intershop (Enfinity 7 suite) as the e-commerce platform to replace the legacy system supporting the AP Online Store. In this role he worked on the business case to build… Show more Gus joined the Post Digital Channels & Innovation area to assist the eCommerce Direct Channels manager to define the digital commerce strategy and co-lead the business case development and implementation of a new eCommerce platform for Australia Post.Gus had previously been a delegate on a working group that selected Intershop (Enfinity 7 suite) as the e-commerce platform to replace the legacy system supporting the AP Online Store. In this role he worked on the business case to build the revenue model that would underpin the investment in the first of multiple planned releases for the enterprise software.Once the business case was approved, Gus worked closely with the eCommerce manager to craft the “enterprise story” and identify future opportunities to expand the eCommerce platform beyond the Online Store to enable other transactional capabilities across the Retail, Parcels and Communications Management Services business units. Gus defined the roadmap of enabled products & services, and underlying set of re-usable capabilities for the platform.In addition to the online strategy and business case activities, Gus was responsible for:- Requirements definition and approval for Release 1;- Leading the design and implementation of order integration between the Online Store and the core SAP ERP system at Australia Post;- Co-ordinating the migration to a new merchant acquirer for the online store payment gateway and implementation of 3D Secure fraud prevention service;- Stakeholder management and Change Impact Assessments for the Intershop project;- Development of the IT Service Agreement for Release 1. Show less

Worked as a Business Engagement Partner within the IT business unit of Australia Post. In this business facing role, Gus managed the interface between IT and two business units within the Retail Services division, Retail Sales & Services and Merchandising Services. Gus was involved the in early shaping, vendor assessment, investment submission and deployment of a number of retail technologies within the Retail business units project portfolio, including:- Self-Service… Show more Worked as a Business Engagement Partner within the IT business unit of Australia Post. In this business facing role, Gus managed the interface between IT and two business units within the Retail Services division, Retail Sales & Services and Merchandising Services. Gus was involved the in early shaping, vendor assessment, investment submission and deployment of a number of retail technologies within the Retail business units project portfolio, including:- Self-Service (self-checkout) terminals- Point of sale solutions- Retail outlet queue management- Vending Machines- In-store kiosks for customer self-service- Interactive Digital Media (touch screen LCD) panels for customer self service - CCTV-based customer behaviour tracking and analytics- Public Wi-Fi service- Retail customer experience and store design- Retail network infrastructure (LAN and WAN domains)Gus lead the technology team involved in development of a low cost point of service solution that supported core transactions (bill payment, postage assessment, money orders, etc.) for Australia Post's regional and rural retail outlets. This involved assessment of a number of packaged solution options (involving both hardware and software), and custom development alternatives. A proof of concept solution was selected, that leveraged existing POS service definitions defined for the legacy POS platform.As part of the development of Australia Post’s “superstore” concept, Gus was responsible for identification and assessment emerging retail outlet technologies targeted to improve customer experience within the outlets. Working with technology partners, Gus packaged a selection of costed retail concepts for the initial trial superstore (Brisbane GPO) that was presented to members of the Retail Services executive team. For those services selected, Gus assisted in the implementation for the trial site and developed the deployment plan for broader rollout across the superstore network. Show less

The NextGen Program is a business transformation initiative that will implement ‘next generation’ capabilities, processes and platforms across NAB Australia. The program will deliver a new target operating model that defines NAB’s future capabilities, from multi-brand distribution to configurable product manufacturing and integrated service platform. The NextGen Program will be the largest transformation programs the bank has undertaken in the last decade, with an estimated duration of 6 – 7… Show more The NextGen Program is a business transformation initiative that will implement ‘next generation’ capabilities, processes and platforms across NAB Australia. The program will deliver a new target operating model that defines NAB’s future capabilities, from multi-brand distribution to configurable product manufacturing and integrated service platform. The NextGen Program will be the largest transformation programs the bank has undertaken in the last decade, with an estimated duration of 6 – 7 years, and cost of circa $1.8b.Gus was brought in to build capability within the Prototyping & Design team in terms of resourcing, skills and methodology. The team works with the Core Banking streams to design and prototype target customer and banker experiences using user-centric design tools & techniques.Major achievements:> Worked with a co-lead and an industry SME to define the Prototyping & Design methodology, which involves user research & analysis, designing and prototyping, user experience evaluation and finally recommendations;> Assisted with the implementation of the Immersion & Design Centre, a dedicated facility for user-centric design within NAB’s Docklands building;> Co-led the team that developed over sixty prototypes and other design artefacts for the NextGen Program and other NAB business units, to inform detailed design and build of solutions;> Played a key role in business engagement and communications for the NextGen Program, given the visual and tangible nature of the design outputs developed by the Prototyping & Design team.> Managed the demand pipeline, scheduling and forward planning for the P&D team. Show less

Gus joined the Business Architecture competency within the NextGen Program as the lead architect for the Transactional Banking stream. Within this role, Gus was responsible for the planning and shaping of the core banking stream that would deliver capabilities for deposits, cards, payments and value control.Major achievements:> Led a discovery initiative with team travelling to Mumbai to assess Oracle capability across Transactional Banking and size known gaps – this led to more… Show more Gus joined the Business Architecture competency within the NextGen Program as the lead architect for the Transactional Banking stream. Within this role, Gus was responsible for the planning and shaping of the core banking stream that would deliver capabilities for deposits, cards, payments and value control.Major achievements:> Led a discovery initiative with team travelling to Mumbai to assess Oracle capability across Transactional Banking and size known gaps – this led to more informed scope and estimates during the Design phase;> Defined the three year roadmap for Transactional Banking, across two major Oracle release cycles;> Developed the ‘Opportunity Document’ for the stream, that covered strategic alignment, scope across products, processes and people, tech architecture, risks, benefits and costs.> Led the ‘Value Chain’ analysis work for the stream, a Fujitsu methodology employed within NextGen for aligning program and stream initiatives to strategic outcomes. Show less

As a program strategy consultant, Gus was responsible for defining the ‘Deposits Led’ strategic hypothesis for the NextGen Program during the planning phase. In this role, Gus lead a ‘virtual’ team that comprised senior representatives from the NextGen Business Architecture and Tech Architecture teams, business stakeholders from Personal Banking, Business Banking and Private Institutional Wealth, and product consultants from the key partner, Oracle. Gus was accountable for the overall shaping… Show more As a program strategy consultant, Gus was responsible for defining the ‘Deposits Led’ strategic hypothesis for the NextGen Program during the planning phase. In this role, Gus lead a ‘virtual’ team that comprised senior representatives from the NextGen Business Architecture and Tech Architecture teams, business stakeholders from Personal Banking, Business Banking and Private Institutional Wealth, and product consultants from the key partner, Oracle. Gus was accountable for the overall shaping and delivery of the ‘Wave 1 Deposits Hypothesis’ that outlined the customer value proposition, scope, cost & benefits, key business impacts/considerations and solution architecture.Major achievements:> Delivery of Wave 1 Hypothesis deliverable for Deposits. This was integrated into the high level sequencing masterplan and revised business case that was presented to the NAB Board in June ‘09.> Oversight of feasibility assessment for International Payments & Trade Finance. These deliverables supported the approval and mobilisation of this delivery stream within NextGen, estimated at $25m.> Development of the ‘Solutions Design’ workstream plan. This piece of work is critical to the commencement of the next phase of design activities within NextGen that kicked-off in FY10. This piece is estimated to peak at approx. 50 FTE and cost $4.5m.> Led the analysis of the ‘End-to-end Deposits’ option, that was one of the sequencing options considered following the June 09 decision to focus on an initial three year timeframe for the NextGen Program. Thisresulted in an Options Analysis paper that was prepared for NextGen leadership team. Show less

Gus was a Business Technology Partner (BTP) within the Technology division that supported NAB’s retail and business banking divisions. Within this business-facing role, Gus acted as technology partner for two business units within the Business & Private bank:1) Operations & Services -supports the majority of back-office transactional processing for the Business & Private Bank, including approx. $180B payments and $80M international trade daily;2) Finance, Strategy & Wealth –… Show more Gus was a Business Technology Partner (BTP) within the Technology division that supported NAB’s retail and business banking divisions. Within this business-facing role, Gus acted as technology partner for two business units within the Business & Private bank:1) Operations & Services -supports the majority of back-office transactional processing for the Business & Private Bank, including approx. $180B payments and $80M international trade daily;2) Finance, Strategy & Wealth – incorporates the centralised departments supporting the business bank, including Finance, Strategy, Marketing and Wealth for the $3.6B business bank. Show less

Gus commenced at Accenture as a graduate analyst, and progressed during his tenure to the level of Manager. The majority of his time at Accenture was spent within the Solutions Group, which was a cross industry unit specialising in implementing large vendor packaged software solutions such as SAP and Oracle.

In 2003 CML embarked on a major IT Transformation programme to replace a number of existing merchandising and supply chain systems for the Food & Liquor business. The Store Replenishment programme was a critical release, delivering automated store replenishment and enhanced store inventory management through the implementation of a number of Oracle Retail (formerly Retek) products. This release marked a significant investment within IT Transformation, with a $300M spend over the five… Show more In 2003 CML embarked on a major IT Transformation programme to replace a number of existing merchandising and supply chain systems for the Food & Liquor business. The Store Replenishment programme was a critical release, delivering automated store replenishment and enhanced store inventory management through the implementation of a number of Oracle Retail (formerly Retek) products. This release marked a significant investment within IT Transformation, with a $300M spend over the five yearprogramme horizon.Gus was the co-lead of the Application Architecture team on the programme, which was responsible for the design, build and deployment of application components for the Store Replenishment release encompassing:> System Modifications – Configuration and customisation of Oracle Retail applications> Conversions – Migration of key merchandising and inventory data to Oracle Retail applications> Interfaces – Integration of applications using Websphere MQ Series and Oracle Retail RIB solution> Reports – Development of operational, real-time and data warehouse reportingThis amounted to over 3,650 workdays for the App Arch team through Design, Build, Test and Rollout. Show less

Prior to the commencement of the Store Replenishment programme (refer above), a conceptual design phase was undertaken to plan and estimate this multi-year, $300M programme. As a parallel activity, a prototype solution known as the ‘Concept Store’ was implemented using the proposed Oracle applications. The Concept Store solution – which involved replenishment of selected categories within the Coles Northcote store – was used to simulate demand forecast and automated store replenishment under… Show more Prior to the commencement of the Store Replenishment programme (refer above), a conceptual design phase was undertaken to plan and estimate this multi-year, $300M programme. As a parallel activity, a prototype solution known as the ‘Concept Store’ was implemented using the proposed Oracle applications. The Concept Store solution – which involved replenishment of selected categories within the Coles Northcote store – was used to simulate demand forecast and automated store replenishment under the target state.Gus undertook the role of Application Architecture lead, and worked with the programme Solution Architect to define the conceptual design of the application architecture, and determine the high level estimates for the Application Architecture work effort. In addition to developing the conceptual design, Gus was also responsible for managing the design, development and support of legacy integration for the ‘Concept Store’ prototype solution. Show less

Accenture was commissioned to assist in the restructuring of the Holden Information Systems & Services (IS&S) department. Accenture personnel were engaged to fill roleswithin IS&S to assist in the establishment of capabilities and bring necessary skills and experience to the department. The capabilities with which Accenture was involved were the Program Management Office (PMO), Service Delivery, and the Architecture Office (AO).Gus joined the Architecture Office within Holden IS&S… Show more Accenture was commissioned to assist in the restructuring of the Holden Information Systems & Services (IS&S) department. Accenture personnel were engaged to fill roleswithin IS&S to assist in the establishment of capabilities and bring necessary skills and experience to the department. The capabilities with which Accenture was involved were the Program Management Office (PMO), Service Delivery, and the Architecture Office (AO).Gus joined the Architecture Office within Holden IS&S as an enterprise architect, to assist in building capability within IS&S prior to the expiration of the EDS Support contract. His responsibilities centred around analysis of Holden's application portfolio and architecture, and development of key Architecture Office assets and deliverables to support that application and enterprise knowledge. Show less

In 2002, TXU Networks (TXUN) embarked on a project to restructure its IT capabilities to support full retail gas market contestability. Accenture was engaged to assist TXUN carry through the delivery of the Consumption Data Management (CDM), Connection Point Management (CPM) and the Network Revenue Management (NRM) capabilities that were enabled in a previous release to support the deregulated electricity market.Gus joined the Interfaces team and was initially responsible for the Meter… Show more In 2002, TXU Networks (TXUN) embarked on a project to restructure its IT capabilities to support full retail gas market contestability. Accenture was engaged to assist TXUN carry through the delivery of the Consumption Data Management (CDM), Connection Point Management (CPM) and the Network Revenue Management (NRM) capabilities that were enabled in a previous release to support the deregulated electricity market.Gus joined the Interfaces team and was initially responsible for the Meter Reading to Cash functional area, then assumed the Interfaces Lead role and drove delivery through the Build, Test, Deploy and Support phases. Show less