Delivery Excellence, Ways of Working improvements. Response to independent expert and regulatory agencies on the ASX Trade outage, managing delivery to agency licence conditions.

ITSM Processes, Vendor Management, Security Operations Centre, Service Catalogue Portal, Enterprise system integration, Discovery & CMDB, Service Mapping. ServiceNow cloud solution.

SMARTS surveillance program.

Looking to reestablish myself in the Sydney market. My recent positions, which I am passionate about, saw me fulfilling an evolving role that incorporates the capabilities of Product and Program management under the one role, enabling me to be the go to person across the product and delivery life cycle. Well versed in Agile Delivery I take vision to user story, design, engineering and operations, whilst providing an engagement wrapper through business change. My experiences as Interim Head of Function (in such functions as Technology Partner, Business Analysis & Consulting, EUC Product, Change Management, PMO) have contributed to and extended my capabilities to people management, career progression and career coaching.

- Lead an Agile development team (software engineers, designers and architects) focused on the bespoke creation of a calculation and reporting platform to support the regulation policy in the Energy Sector- Managed the client/stakeholder relationship, owning the client satisfaction and managed their vision into a reality- Technical development of a suite of applications delivered as microservices (9 in total) of single function capability and re-usability, focused on orchestration engine that acted as the brains of the solution directing other microservices to perform based on business criteria and rules- Directed the DevOps engineering to outline a CI/CD method that automated the microservice development and deployment- Defined the initial Sprint MVP’s and road-mapped future development, based on value, innovation and priority function- Outlined the method for Agile Sprinting, instilling the development playbook of ceremonies (Scrum of Scrums, T-Shirt Sizing, Backlog Grooming, Daily Stand-ups, Retrospectives)- Aligned the team to DevOps philosophy, building the real-time, constant feedback loop between development team and Product Owners

Leading the trialling and development of both the product and and technical delivery of an in-house private cloud network. The goal being to reduce the spend and reliance on public cloud services. The trialled technical solutions included; an OpenStack Kubernetes technology on an x86 platform, an OpenStack proof of concept on mainframe and most recently a VMWare centric VCF/VRA solution.

Product ManagementI led the formation of a team whose objective was to create a Corporate IT Strategy and develop a game changing Digital Strategy and roadmap that delivered a positive colleague experience, infused new ways of working and motivated colleagues to be connected to Tesco (direct impact; over 30k employees). I introduced the concept of product definition and the concept of “Product on a Page” that covered current and future state opportunity (product lifecycle), commercial positions, market assessment and customer need as well as the product roadmaps and backlog. I recruited a team to ‘turbo charge’ the pace of developing the product concept. Products under management: Collaboration, Productivity, Devices, Storage and Support. Prioritised, based on benefit and impact the product development pipeline. I was the primary advocate and promoter of products. I led the investigation of how to apply new technical directions; AI, Deep Thinking and BOTS into where they can contribute to improving the working environment.Business Change FunctionI led the formation of the Business Change Function within Technology and tasked the function with the goal of improving the delivery of technical changes into the business landscape. Initial impacts included gaining control of Technology Communications and integrating with the Enterprise Communication Team, developing a book of knowledge focused on colleague Persona’s, driving “day in the life of” analysis and encouraging Projects to perform business impact assessments that considered the whole system of people, process and tools. I drove a philosophy where recognising good/excellent people experiences resulted in being able to tell the story of success and promote the value of the Change function. I initiated a Business Champions forum (a first within Tesco), as the key interface between Business Functions and Technology. Recruiting a quorum of 55 representatives across all business divisions and geographic locations.

Managed the design and delivery of all aspects of the technical impact on business colleagues driven by the relocation of 10K colleagues across 3 locations (1 campus site and multiple satellites). This included all end user and shared computing needs as well as the introduction of a portfolio of new technologies designed to deliver a productive working environment experience e.g. Wi-Fi, Town Hall Broadcasting, Smarter Meeting Rooms, IP Telephony, Support Drop-in Centre, Digital Signage, Visitor Management System.

Leading a programme of work, with the key focus on:Strategic Planning & RoadmapThe development of the IT/IS strategy and roadmap. Working with Heads of Functions I defined the 3 to 5 year outlook that set the direction for the improvement of IT services, capabilities and development. The strategy recommended step changes to simplify, integrate and rationalise the system and data landscape and highlighted Cloud and outsourcing options as directions for significant financial savings.Function & Capability OutsourcingMobilised the scoping and definition of the devolution of business capability, data and technology, which supports £2.5B of assets, from TCE to the Scottish Government. Phase 1 focusing on the outsourcing of Property Management and Rent Accounting functions to preferred Managing Agents.Data-warehouse Improvement & Data Governance ImplementationMobilised a project team to address the issue of an undocumented and therefore underutilised Data-warehouse. The project team defined a data strategy, and then interrogated and defined at a detailed level the tables, views, processes and functions content. The outcome of this work was a published Data Dictionary, a suite of Data Quality Reports and the formation of the Management Information Forum. Customer Experience & CRM ChangeA start-up project that first defined the customer experience vision (that aligned to aggressive improvements in revenue targets) and led the gathering of requirements that informed the creation of the customer journeys and the value chain. Having completed the analysis, applied the findings to quick-win and more strategic development that focused on organisation change and leveraging off the existing MS Dynamics technology.

An interim role following on from my Change roles within EDFE. I was asked to use my skills and expertise to run the business architecture function for the Finance, Risk and Asset Optimisation divisions, whilst the group conducted a 12 month re-organisation. I was the trusted advisor to executive sponsors. Through following a TOGAF framework and utilising its resources I shaped the future investment and operating model of the Optimisation division, developing continuous improvement plans that delivered innovation whilst reacting to market changes, aligning business and technology change across a short (1 year) and medium (3 year) horizon.I developed the annual investment roadmap for the division, creating a £9M package of new work for future years, investment highlights included; a divestment of the energy trading function, the response to UK and EU regulatory reforms (EMR, REMIT, EMIR, Capacity Market) and process and technology enhancements to the eTRM platform.I directly ran business discoveries that investigated the financial and delivery viability of change through; automation of manual processes, outsourcing the internal development team, optimising the enterprise data model, trading synergies with a group affiliated company, Renewable Energy Forecasting, digital futures integration and a mobile trading options.As a member of the Divisional Board I created the investment proposals that secured seed funding and forecast the total cost of investment and ownership, with measurable benefits cases established.I was responsible for the cost centre spend and managed the assignment of a team of business consultants and analysts to projects and special investigations and advising on the delivery of business change. I commenced the investigation of BluePrint as a divisional tool for requirements management.

Took charge of a high priority but failing £6M data rationalisation and data-warehousing transformation as a turnaround project. I achieved success in the turnaround by; securing funding, restructuring the programme organisation, base-lining the scope and requirements to the funding available and by building relationships with the sponsor and impacted stakeholders, gaining their support and backing. I was responsible for the overall success of the programme against financial, time and quality metrics. I directly lead the business change function and recruited a technical PM as a direct report for the delivery of infrastructure and application services. I integrated the business and technology workstreams to deliver results in parallel, focusing on delivering the largest benefits as early as possible. This culminated in process and tool changes across the Optimisation Division, which removed the reliance on unsupported and risk exposed process and tools.With a large set of stakeholders, from the Director-level down, I developed enduring relationships that were highlighted by the ethos of trust and transparency, I embedded this ethos in Board, Working and Engagement Group interactions, developing engagement and communication strategies for all groups. In addition I personally managed the Head of Function relationship through formal and informal communications. The transformation achieved the desired result of ‘one version of truth, accessible to all’. It gave end-users and management confidence and trust in the data as well as liberating scarce analyst, trading and forecasting resources to perform greater value add tasks that improved trading decisions and minimised trading risk. The financial benefit achieved through consolidating the number commercial contracts with 3rd party data providers was £1.2m. The the programme delivered the springboard for future savings to be realised that would continue to improve energy trading decisions and forecasting.

Running a programme to remove £30m of operational savings in 2012 and transfer this to a sustainable position of £70m of operational savings from 2013 onwards. Focusing on all internal support activities, IT, HR, Finance, Facilities, by building investment opportunities through creation of programmes, projects, BAU and quick win initiatives.

Specialist consultancy, focusing on analytical discovery of business and technology applications in preparation for migration from a Lotus Notes application platform to mainstream market leading platforms including; Microsoft Outlook (mail/calendar functions) and SharePoint (teamsites, databases) and bespoke proprietry application development for market/business differentiating services. The evaluation of over 100,000 Lotus Notes applications worldwide and across all business functions, prescibing a future state action, such as; application migration, data migration, application and data migration; to either standard product or bespoke developed products, archiving (application or data or both) and deletion.

Scoped the implementation, tooling and partners who could deliver an enterprise-wide ITIL based shared query / issue / request platform, across HR, finance, property and IT functions, one tool for all functions.

Programme Office Manager for a large business / IT transformation, supporting over 120 project staff. Lead Programme Manager for Release 1 of commercial platform, delivered ready for a model office environment. Directly project managed the middleware implementation of TIBCO BusinessWorks and the setup of the core data centre solution.