My role at illion has two key areas of accountability:i) growing and managing illion's partner ecosystem; and ii) governing and developing illion's pricing, deal support, and commercial functions.Partners are a crucial element in illion's growth strategy, to help us reach new markets, and to augment and enhance our core capabilities. I govern the growth and performance of 5 strategic and joint venture partnerships. These material partnerships are deeply meshed within illion… Show more My role at illion has two key areas of accountability:i) growing and managing illion's partner ecosystem; and ii) governing and developing illion's pricing, deal support, and commercial functions.Partners are a crucial element in illion's growth strategy, to help us reach new markets, and to augment and enhance our core capabilities. I govern the growth and performance of 5 strategic and joint venture partnerships. These material partnerships are deeply meshed within illion services, operations and go to market strategy.Additionally, my role is to develop a range of Product partnerships, where illion integrates our core capabilities with partner software and solutions to enhance value and enable illion to sell a more complete solution to our customers. Finally, within the partnerships space, I manage and develop a range of complimentary resellers and alliance partnerships to assist illion to expand reach (and sales) in markets.Within the Commercial function of my role, I'm accountable for commercial and pricing governance within illion. This includes the various forms of deal review and approval aligned to illion's delegated authority framework. My team and I support the large and complex deals with commercial modeling and strategic direction.illion is a business with a diverse range of solutions targeting a wide range of complex customer requirements and use cases. Our pricing structures have historically been born out of Product towers, however, we are working through a transformational program to centralise and create reframed and consistent structures that are better aligned to market needs and demand. Show less

Fox Consulting was a boutique consultancy firm that I established to provide specialist capabilities aligned to some of my key skills. I shelved the company after accepting a permanent position within illion. Key services offered included:- Partnership and Alliance strategy and development;- Enterprise IT Supplier Negotiations;- Commercial IT Program Management;- Business Commercial Consolidation;- Partner Governance;

I was responsible for the strategy and development of debt services products and solutions to serve new and existing customers for Equifax. My team and I worked closely with key stakeholders across the local and global business to refine solutions and value proposition for customers. We were successful in growing this capability from a fledgling new market, to a substantial growth driver for Equifax that exceeded financial targets in successive years.Equifax grew as a business… Show more I was responsible for the strategy and development of debt services products and solutions to serve new and existing customers for Equifax. My team and I worked closely with key stakeholders across the local and global business to refine solutions and value proposition for customers. We were successful in growing this capability from a fledgling new market, to a substantial growth driver for Equifax that exceeded financial targets in successive years.Equifax grew as a business when the local Australian entity (Veda) was acquired by the global business in Feb 2016. We augmented our local solutions in the AU/NZ market with new Group capabilities from sister company TDX.Debt Services grew through it's leverage of core Equifax capabilities, integrated with partner solutions that were aligned to market demand. We worked very closely with partners, sales leaders and solutions teams to drive the success of the division. Show less

I led a team of 6 Executive Managers and other supporting staff with responsibility to govern and manage CBA's tier 0 and tier 1 IT partners, providing circa $1bn pa worth of services to the Bank.These "material" supply partners are managed in context of the risk that if they substantially failed in their provision of services to the Bank, this could have a materially detrimental impact on the Bank and its customers.I was accountable for the governance of the partners, which… Show more I led a team of 6 Executive Managers and other supporting staff with responsibility to govern and manage CBA's tier 0 and tier 1 IT partners, providing circa $1bn pa worth of services to the Bank.These "material" supply partners are managed in context of the risk that if they substantially failed in their provision of services to the Bank, this could have a materially detrimental impact on the Bank and its customers.I was accountable for the governance of the partners, which included all forms of performance and risk management; as well as origination and contracting new services with the partners.I worked closely with a wide range of senior executive stakeholder across all division of the Bank, ensuring that we formed a trusted and complete interaction between CBA's functional and business owners, and the right representatives from our partners. We proactively advised our partners and our internal customers on delivering the best results.We drove an agenda of collaboration, growth, and innovation. And during those times when things didn't go as planned, we managed the sometimes significant problems and disputes with our partners.My team and I were the proud recipients of a coveted CEO award in 2013 for our substantial contribution to driving productivity and performance outcomes for CBA. Show less

I lead the supplier governance and commercial management team responsible for CBA’s data network, telecommunication and network security across the entire CBA network.I was the program commercial lead for the Enhanced Telecommunications Program, a 2 year $300m program to transition and transform CBA's group wide data and telecommunications network. This program migrated all services from Telecom New Zealand, the incumbent telecommunications provider, to Telstra. During the transition,… Show more I lead the supplier governance and commercial management team responsible for CBA’s data network, telecommunication and network security across the entire CBA network.I was the program commercial lead for the Enhanced Telecommunications Program, a 2 year $300m program to transition and transform CBA's group wide data and telecommunications network. This program migrated all services from Telecom New Zealand, the incumbent telecommunications provider, to Telstra. During the transition, the program delivered a full refresh and transformation of the data and telecommunications network.The program inevitably faced many significant challenges, however, it was delivered successfully and on time. Show less

I was responsible for strategic management and governance of the AAPT’s partners and suppliers, including $750m pa carrier expenditure; $80m pa network and IT vendors; $40m general procurement expenditure. Additionally, the role covered responsibility for the carrier operations function and cost assurance functions.Reporting the COO and leading a team of 30 staff, the role was crucial to the overall profitability of the organisation as the success of outcomes had a material impact on… Show more I was responsible for strategic management and governance of the AAPT’s partners and suppliers, including $750m pa carrier expenditure; $80m pa network and IT vendors; $40m general procurement expenditure. Additionally, the role covered responsibility for the carrier operations function and cost assurance functions.Reporting the COO and leading a team of 30 staff, the role was crucial to the overall profitability of the organisation as the success of outcomes had a material impact on COGS. Show less

Responsible for supplier governance, negotiation, strategy and optimisation of AAPT’s $750m pa third party carrier spend while representing the interest of all internal stakeholder channels (Business; Enterprise; Consumer and Wholesale).

Responsible for negotiation and supplier management of several of AAPT’s strategic carrier supply relationships, including the Telstra Wholesale relationship worth more than $600m pa.

Responsible for sales and market development in the Wholesale Telecommunications market. I was responsible for sales initiation, contract negotiation, service management and performance; risk management.I was successful in delivering record annual sales outcomes and recorded the largest ever sale for AAPT at the time worth over $60m.

Responsible for operations and management of the NSW office of CitiPower (a Victorian electricity distributor and retailer). The role involved sales and account management and a key focus on strategy and implementation for entry into the newly contestable NSW Natural Gas market.

I was responsible for sales strategy; key customer relationships; pricing strategy; product development and key bids. I managed a sales target of approx $7m and a sales team of 3 staff.

I was responsible for new business sales, account management and some simple marketing functions such as newsletters and promotional activity.