Holly Wright Email & Phone Number

Auburn, New South Wales, Au

Macquarie Park, Nsw, Au

Leadership and management of Digital Workplace program to implement a platform that provides a single gateway to all corporate tools and content.• Stakeholder management• Planning and implementation• Change and communications

Macquarie Park, Nsw, Au

Responsibility for a program capex of $35m with 40 team members across 70 projects, delivering solutions from opportunity assessment/concept through to deployment. • I initiated and drove the establishment an architecture practice and “virtual” architecture team as solution architects were distributed across teams in IT. This included an Architecture Review Board that provided direction and guidance through solution design and selection. Through information sharing and collaboration this improved the quality and completeness of solutions that kept business outcomes as the focus• I designed and implemented a business engagement/relationship function that improved our relationship with the wider business community and enabled us to begin working more collaboratively. The change in that dynamic resulted in improvements in on-time, on-budget project delivery and assisted service delivery teams to deal with conflicting business priorities• Responsible for driving forward the Supplier Engagement solution for the Merchandising Group to improve supplier relationships, boost productivity and shift business focus to value-add activities. The solution set included digitisation of manual records, a supplier portal, CRM, automated workflow and integration• IT lead on a Metcash group transformation program that resulted in savings of ~$2m per annum in IT with a total target across the business of $100m in 3 years. The savings came primarily from a reduction in mobile data costs, rationalisation of software licensing (especially end-user) and reducing low value add activities and refocusing resources • I initiated quarterly NPS surveys with our business stakeholders. In the first 12 months of measurement achieved a 19% improvement. This was then adopted at the whole of IT level and published quarterly• Achieved measurable performance improvements in team members through extensive coaching and mentoring and provided coaching across all teams and levels in IT

Macquarie Park, Nsw, Au

This was a newly established role to lead improvement in stakeholder relationships, IT governance and project delivery• I developed a mapping of strategic objectives to IT projects/investment and reviewed position descriptions and team capabilities against the Chief Executive Board (CEB) competency model. This led to improvements in team performance and productivity • I initiated and took ownership and responsibility for the development and communication of a corporate governance framework for information systems – programme and project governance, risk management, architecture governance, change management and data governance. This improved prioritisation and decision making with regards to programs of work and operational activities and also better visibility and management of risks, clearer reporting and visibility for the business and some improvements in service reliability and resilience• I led a program to implement new B2B portal for Metcash Convenience inclusive of business change management – this was followed by a ongoing continuous improvement program of work• I established and led a PMO function resulting in improved on-time and on-budget project delivery and also drove the adoption of an agile framework across all IT teams• Through the framework of a “major projects” and “applications delivery” model I designed and implemented a demand management process within IT - from identification of an initial problem or opportunity through to deployment • To mitigate operational risk and over-investment in legacy systems, I implemented a legacy system decision model and review forum and any changes to critical/high risk functions required senior business signoff and risk acceptance• This also resulted in a reduction in legacy investment and enabled an increase in investment in newer technologies

Macquarie Park, Nsw, Au

Leadership of a DevOps team of 100 across ERP (Power Enterprise), CRM (Salesforce), eCommerce (Hybris), Business Intelligence and Data Analytics (Oracle, SAP HANA) and Finance (SAP) systems, with an operating budget of ~$8m excluding software licensing and maintenance.• I led improvements in quality management for the aging ERP system resulting in a reduction in unplanned outages and Mean Time To Repair (MTTR). I also established and led a continuous improvement process to reduce incidents and problems and increase customer satisfaction• Established application service levels and implemented service measurement and reporting• Reduced the backlog of work through standardisation of prioritisation across multiple business systems• Implemented standards with regards to solution selection and delivery• Re-aligned roles and functions within the IT Applications group to align to industry standards• Led improvements in the project delivery lifecycle with risk assessments and reporting added at more regular intervals including during architecture, design and solution selection. The solution and vendor assessment as part of the RFP process was expanded to cover external risks (political, legal, financial etc).

As manager of Web Applications and Integration I am responsible for all aspects of business critical IT services including maintaining service levels and managing upgrades. I also provide technology leadership and the delivery of IT solutions for business projects. The primary technologies, environments and IT services I am responsible for include SharePoint, BizTalk, Caltex’s main customer portal – the Online Business Centre, Caltex’s internet sites (Caltex.com.au etc), the internal incident management system, several FTP services and multiple hosted web applications for Corporate business units (SaaS).

As IT Business Partner Marketing and Corporate I contributed to the achievement of Marketing and Corporate business strategies by identifying appropriate IT solutions and developing plans that balanced achievement of the business objectives with the efficiency of the company’s IT operations..

Au

Established and developed partner-style relationships between ICT and the Finance, HR, Communications, Corporate Services, Strategy and Performance and Corporate Counsel business divisions

Sydney, Au

Key Achievements• Leadership of multiple project teams in the delivery of enterprise level projects. Teams ranged in size from 2 to 17 people and budgets from $200K to $2M• Client relationship management – business and technology stakeholders• Alignment to business and IT strategic directions• Analysis and evaluation of new technologies relevant to the Department • Consultation and liaison with key business groups• Development of business cases for a wide variety of web applications • Project, scope and risk management• Evaluation of projects against time, cost and quality criteria• Operational management of core business applications to agreed service levels• Change agent - change management strategy development and execution• Identification and implementation of business process improvements• Migration of and integration with existing legacy systems• Analysis and testing of business and user needs• Consolidation of existing processes, operations and systems• Management of third party vendors and development partners• Development and rollout of methodologies and standards• Mentoring and management of teams• Extensive knowledge and experience in project management methodologies

Different Solutions was established in May 2001 and offers a range of interactive services.Key AchievementsDeveloped company approach and methodologyShaped company sales strategyIdentified and managed new business opportunities Lead the development of sales pitches and participated in client presentationsDirected short-term project for development of a PDA prototypeManaged implementation of internal competitor and client tracking systemDirected and managed the team internally Directed design and development of company website

Boston, Ma, Us

Founded in 1991, Sapient is a business and technology consultancy providing end-to-end solutions from business strategy, concept and design through to technical implementation. Key Achievements• Managed relationships with key Sapient clients • Development of integrated project delivery plans - scope management, risk management, management of client relationships and third party vendors for Sapient Australia• Shaped and managed business development teams in pursuit of new business, including the development of written proposals and presentations to potential clients• Managed the delivery if the MLC Masterkey website – www.mlc.com.au. • Management of Y2K compliance project and MLC website support team and transition of support to IBM GSA• Managed the development and launch of an agricultural business and portal, The Farmshed - www.thefarmshed.com.au, from concept to implementation• Leadership of multiple project teams in the delivery of enterprise level projects. Teams ranged in size from 2 to 30 people and budgets from $300K to $35M• Provided program management consulting to Wooltru, a major South African retailer for the design and implementation of South Africa’s first online supermarket – www.inthbag.co.za • Set-up and managed progress and quality reviews for all Sydney projects• Identified risk and implemented and managed risk mitigation strategies for multiple projects• Mentoring and coaching of team members and colleagues • Establishment and facilitation of the Integrated Leadership Team in the Sydney office

Masters, Business And Technology

Bachelor, Applied Science In Information Studies