Sydney Water is the largest water authority in Australia, serving approximately five million customers over a large geographical area. Delivering for Customers (D4C) – a joint venture between John Holland, WSP, and Service Stream – was appointed by Sydney Water as a Regional Delivery Contractor, under its P4S program. Responsible for the delivery of design, construction, maintenance and facility management across Sydney Water’s assets in the Southern region for the next 10 years, the program aims to meet the future needs of Sydney’s growing population.Responsibilities: - Implementing advancements in Digital Engineering; 3D, 4D, AR & VR design tools - Improving the adoption and integrations with InEight construction Software - Data & Analytics - ISO27001 compliance - Accountable for AWS hosted services - Workplace technology & collaboration

Establishment of Internal IT Team, structure and processAccountable for core apps, cloud and network infrastructureVendor relationship managementMember of the Strategic Council

Core responsibilities - Talent acquisition and leadership of 70 staff across NSW, VIC, BNE and WA. Responsible for Presales, Professional Services, Operations and business unit financials. - Build and deliver future state technical roadmaps for small to medium enterprise comprising of workload migration to public cloud, SDWAN, cybersecurity, desktop refresh, and voice solutions. - Lead the development of Cyber Security Practise to cater for the Australian Cyber Security Centre (ACSC) recommendations. Drive multiple initiatives to ensure customers have baseline information security. - P&L ownership. Monthly ELT review on achievement, material revenue or expense variances, and sales pipeline.Key achievements - Key member of the Ricoh Leadership Coalition, C-level advisory group that partnered with the ELT to create programs that significantly increased management capability and engagement across the organisation. - Developed and executed a strategy for Ricoh’s Service Operations transforming business performance by >$2M. This program included Data Centre and network consolidation and implementing new billing systems. Drove Service Delivery program that revolutionised customer experience turning negative feedback into references within one year. - Through coaching, development plans, celebrating success and regular updates on strategy progress, increased employee engagement quarter on quarter; 7 to 7.9. - Reinvigorated vendor partnerships to maintain industry certifications. Cisco Gold partnership rebates had decreased due to the Service Request ratio exceeding allowance. Working with Cisco and Network Ops we executed a remediation program that maximised rebates by 2019. - Sponsored DevOps to drive innovation, refresh underperforming monitoring systems, and modernise application interfaces. Through this program we stabilised core systems on Docker, orchestrated by Docker Swarm which enabled automated incident triage reducing engineering effort

Led the Cloud & Infrastructure Services Teams; Managed Services Practise, Cloud Practise & Service Delivery Management Practise, through a transformation program with significant investment to grow and mature service operations.

Engaged on a contract basis to transform underperforming Service Operations - Developed a future state roadmap aligned to the organisation’s strategy. - Established new business practises to increase billing revenue and reduce leakage. - Met with customer execs to build rapport and consult on the program of work and intended outcomes - Developed a comms strategy and delivered regular updates to key stakeholders including C-Suite on program status, risks & issues, and next actions - Created strategic plan to exit legacy private cloud and migrate customers to public cloud - Improved customer NPS significantly assisting the organisation to move from 0 to 5 referenceable customers

Recruited to implement a multimillion-dollar investment in technology to outsource support, refresh outdated infrastructure and stabilise business critical applications in preparation for IPO on the ASX - Acted as the voice of IT across the business, accountable for delivering scalable technology as the company grew 30% through acquisition and organic growth. - Member of the Board Strategy & Innovation Committee. The Chairman, CEO, CIO, Board member and I met fortnightly to review IT strategy and investment - Outsourced Service Desk, infrastructure and network support from RFP vendor selection, contract negotiation through to transition into operations. This was a 12-month project to provide enterprise shared service IT support to 2500 employees. - In preparation for the mandatory data breach notification law of 2018, I worked with an information security company to run an ISO27001 audit. This assessed the organisations physical and virtual cyber-security posture. From the gap analysis I developed a remediation program that included a cyber incident response plan, implementation of Darktrace AI cyber defence, and business-wide training on data loss prevention (DLP) using techniques like simulated email phishing attacks. - Refreshed McGrath’s outdated MPLS network with a SD-WAN. This enabled significant bandwidth increases and lower cost of access for the franchise network. - Managed fortnightly application releases through Agile. Regular updates for new legislation or functionality with third party APIs into REA Group, Domain, and CoreLogic. My role was to validate the requirements for the next release and work alongside the Head of Delivery to ensure code was deployed through the software development life cycle process (SDLC). - Financial Management of OPEX Budget. An IT financial analyst reported to me to ensure complex AWS consumption billing was optimised, and monthly supplier invoices were reconciled against service assets.

Ranked as Australia’s No.1 Managed Service Provider; Brennan IT provide ICT infrastructure and support to the mid-market.Recruited by the Managing Director to implement a series of operational improvements to enable Brennan IT to scale and target large enterprise customers.Key achievements- Developed and executed a program to implement ITIL frameworks across Service Operations; Service Transition, Change Management, and Incident Management. - Service Desk call wait times averaged 6 minutes; SLAs were missed leading to customer dissatisfaction. Absenteeism was high with 30% of the staff regularly unavailable. I recruited new talent to support the remediation. This program drove discipline with leave, exited poor performers, and promoted high performers who demonstrated positive behaviours. We set performance targets and published metrics for core KPIs. Within 6 months 90% of all calls were answered within 1 minute and incident response achieved service level. - Out of hours technical escalations were often missed due to ownership confusion and a workforce dissatisfied with the existing compensation approach. I created and implemented a new on-call roster and compensation framework that increased employee engagement >10% and reduced outage duration times considerably. - Sales Team and Service Delivery’s product portfolio was misaligned, collaborating with the Head of Sales I developed a Service Catalogue that focussed on profitable and low cost to serve products. Through these programs Brennan IT experienced significant growth in FY14 and FY15 achieving almost of $100M revenue. - Finally, I established a Technical Services Team in India. This involved overall management of the offshoring of operational roles and the establishment processes in India. This resulted in a reduction in overall costs for the Australian business and enabled the establishment of new ITIL functions (Major Incident Management) through lower cost resources.

As Business Manager NSW, I was responsible for the Commercial and Service Delivery health of the Service Desk operation, comprising of 55 staff.

Accountable for all aspects of Service Delivery, the National role was accountable for 70 staff across Service Desk, SLA Management, Major Incident Management, Problem Management, Pre Sales, Transition and Reporting.

Single point of contact for all ICT services for the Co-operative Travel business. Created and maintained Service Models outlining responsibilities of internal and external support teams.

Designed & Architected ITIL Support & Operate Model for business transformation program which included new CRM, ADSL rollout, & PC Refresh for 2000 seats.

Accountable for the Service Delivery and availability of Asda-Walmart Point of Sale (POS) infrastructure across the UK.