Introduce digital technology to enhance the efficiency, reliability and traceability, and to reduce the subjectivity, of the assurance functions of the Corporation. Steer and develop data analytics to extract insight and create foresight from data to strengthen the assurance capabilities of the Corporation. Promote and drive a "date driven culture" and an "eyes on, hands off" assurance regime in the Corporation.

Returned to the mothership in 2018 to lead a team of elite to run the Intelligent Portfolio Office to deliver the following key functions.• Railway Project Portfolio AssuranceRun Gateway Reviews at project level and Project Interdependency Reviews at project portfolio level to provide an independent assurance to the Executive whether an individual project has a good chance to complete on time within budget delivery and whether the project portfolio may be subject to any common mode failure / single point of failure respectively• Digitalisation and Digital reportingDrive the adoption of integrated digital project delivery. Develop an automated and integrated intelligent reporting system to provide a single source of truth for projects to support decision makings at different levels, ie. the site team, the project management team and the Executive, and to bridge the information gap.• Data Analytics Develop analytic models with the use of Reference Class Forecasting as the basis to predict project cost and schedule performance and to provide insights at a strategic level

Having worked as the Enterprise Risk Manager for 3 years, now start a totally new page in my career life!

Good experience in these 3 years. Biggest achievements include the development of an IT system to facilitate management of subsidiary governance and led a workshop for the Executive and senior management team in the Company to review how to gain further assurance to achieve the corporate objectives more reliably. Also met many well experienced risk practitioners in the HK ERM Roundtable and UK ERM Roundtable.

Managing the safety risks and business risks of the Operating Railway for the Corporation.Refining the risk management framework to meet with the growing business demands

Henry is accountable to the Board for building up and leading the O&M team to plan and execute operational preparedness activities, in a sustainable manner, to assure safe and sound operations of the first GoA 4 metro in Sydney (Sydney Metro Northwest). One of the key tasks involved is the development of a set of new railway safety rules for driverless metro operations that assures passenger safety, staff safety and public safety under normal, emergency and degraded operating conditions.Henry is also responsible for establishing the direction of Customer Service Technologies to drive the ICT team to develop ICT systems to underpin the delivery of world class customer services in a fully automated metro environment, with special focus on enhancing the “Informed” experience, the “Safe and Secure” experience and the “Travel” experience.Henry’s another key role is to formulate stakeholder engagement strategy and to lead the team to engage key stakeholders such as government offices, emergency services, safety regulator, etc., at all levels to secure their support and buy-in on our operational preparedness activities through to the operational phase.