Aware’s Catalyst Program merged 3 previously acquired individual business entities onto BVS’ ‘Sonata Alta’ Registry as the go forward strategic platform whilst developing streamlined, best in class Member experiences and services. Key Achievements:▪ All major implementation events delivered on time with Hyper Care exit criteria met within 3 weeks post go live▪ Lowest ever number of P1 to P3 issues experienced in final (Tranche 3) hyper care phase▪ Implemented Program Delivery and Governance Framework focusing on future state e2e process outcomes with coordinated execution of dependent technology components for each outcome. o Reduced test execution window by 50% to 3 Months through rapid SIT and expedited focus on E2E / UAT testing o All scope managed with uniform e2e process references across MSP, JIRA, and Test Tooling allowing for business outcome focused delivery, reporting, and decision-making▪ Led transition to new standard Insurance Offering with new provider (TAL), migrating 126k Members to go forward product set with less than 0.4% requiring manual intervention at implementation ▪ Delivered significant digital experience uplifts online and in mobile app including 85% STP rates for underwriting applications via API / Microsite integration with insurer ▪ Successfully migrated complex Member / Client base with combinations of Pension, DB, Accumulation (IFT) and Investment accounts enabling decommission of all legacy systems▪ Co-ordinated delivery of new Digital Experience for internal and external Financial Advisors with STP of key transactions through upgraded online Advisor Portal▪ Implemented a critical issues management forum which successfully coordinated resolution of key showstopper items across Finance / GL, Unit Pricing, Custodian interactions and regulatory reporting.

Migrated $500m book of asset finance contracts from multiple Westpac source systems to a single ‘FIS Ambit’ platform. Initially engaged to undertake due diligence and supplier down selection, the Rumble Team and I were retained to execute the Program, including implementing cloud-based infrastructure, 3rd party service integrations, and multiple migration dress rehearsals ahead of ‘big bang’ cut-over event. My services have since been retained on a part-time consulting basis to support the CIO in transitioning the organisation from a waterfall-based program execution mindset to a tailored continuous delivery, DevOps type operating model.Key Achievements: Led the development and execution of the data migration solution achieving data and financial book value reconciliations (from Westpac data source to target platform) within an acceptable level of tolerance by the 3rd of 5 dress rehearsals. Partnered with lending platform provider’s ‘Development Centre’ to facilitate implementation of new front-end API-based customer experience layer and 3rd party integration capabilities – this provided a win-win scenario with required capabilities delivered to the client whilst strengthening the core product offering of the vendor. ‘Big Bang’ implementation event ran to schedule in conjunction with Westpac – sale completed within planned timeframes during this event.  Hyper Care support model ensured no detrimental impacts to customer experience and business operations whilst laying an immediate foundation to commence the transition of the new business to a continuous delivery model leveraging the scalable platform implemented during the Program.

Executed a staged transition of life insurance claims to TAL Claims Management platforms following purchase of ‘Asteron Life’ business from SunCorp.• Budget; AUD $17m; Global Team Size; 40• Successfully transitioned Retail, Direct and Group insurance claims portfolios to TAL architecture• On boarded 100+ users to target state applications across 3 migration events and transition states• Operational cost synergy targets realised with timely exist from Transition Services Agreements • Post implementation hyper-care periods closed within 2 weeks of implementation events, proving quality in delivered outcomes.

Led a global team to re-platform or replace core banking applications as part of ANZ divestiture of majority shareholding in ‘ANZ Royal Bank’ (Cambodia).• Budget; AUD $43m; Global Team Size; 50• Delivered a fully integrated end-2-end solution from Branch Teller to back office Payment Engine and Trade Finance solutions delivering domestic and cross border payment management capabilities• Implemented Retail and Corporate Internet banking solution (including mobile application) • Coordinated multiple dress rehearsals in lead up to ‘big bang’ cut over / implementation weekend

Digital Claims (Online): Led delivery of a fully integrated, market leading, end-2-end life claims management experience for Members of high profile superannuation funds. • Budget; AUD $8m; Global Team Size; 40• Delivered to schedule and within budget • Introduced Human Centred Design activities for best in class customer engagement with extensive usability testing and product optimisation• Accelerated delivery timeframes through rapid prototyping and lean start-up approach• Co-ordinated agile delivery teams across 3 separate organisations to integrate data and user flows via API layer technologies on new infrastructure stacks• Extensive media coverage recognised the solution as market leading • Business capability continually used in attraction and retention of clients during tenders• Nominated for ALUCA Life Insurance Excellence Award.Continuous Delivery: Led 5 distributed agile delivery teams in implementation of a continuous delivery framework across the Life Claims business sector. Introduced new ways of working whilst supporting cultural change.• Budget; AUD $10m; Global Team Size; 70• Improved performance across the sector with an unprecedented pace of value add IT changes• Led a positive culture shift from within the teams proven through material uplift in ‘Your Voice’ people and culture survey results• Supported implementation of automation and engineering practices enabling realisation of the high velocity, low risk IT strategy.

Reported to the Program Director in recovery of ‘Red’ Program status; executing transition of over 300 users onto new end-2-end workflow platform delivering multi-million dollar benefits. • Budget; AUD $19m; Global Team Size; 60• 70% of original scope delivered with 30% of overall budget within 25% of total timeframe• Implemented revised IT support framework delivering highest rate of production incident resolution • Co-ordinated delivery of world class e-learning career development suite for all users • Risk management and BAU engagement processes declared best practice and captured by CBA Group Program Assurance & Advisory Team.

Head hunted to implement an all inclusive business improvement programme. This role included management of change projects alongside continued delivery of existing customer orders to civil airlines.• Asset repair capacity increased by 1030% over a 12-month period through rapid process and facilities development.• Implemented a Staff Performance and Development Review Framework for an organisational headcount of 60+ people dramatically increasing staff morale and performance.• Designed and implemented a performance measurement capability proving areas of weakness and strength across the local organisation as well as the wider supporting functions (Design, Manufacture, Supply Chain).• Developed and integrated a quality management and continual improvement process reducing instances of customer complaints to zero during the last quarter of 2013 (from multiple, weekly complaints during Q1).• Led the Integration of processes into new company IT system allowing further process refinements and capacity improvements.• Developed and implemented comprehensive Health and Safety Management Policy and supporting documents.

Promoted to develop and implement surplus stock management and sales process. This role involved engagement of multiple specialist departments and regular reporting to senior members of the board.• Led the development and insertion of IT and processes across multi-disciplined teams and countries. (USA, UK, Spain, Italy, Germany, Saudi Arabia).• Company surplus stock exposure reduced by 80% (£133M) over a 9-month period through pro-active sales activities.• Developed, implemented and reported a monthly status to the satisfaction of all senior board members.• Delivered an asset maintenance programme ensuring all equipment delivered to customers with in excess of 75% life remaining.

Tasked with a project to recover the ‘Harrier Wheels and Brakes Repair Service’ and mitigate a forecasted catastrophic impact to Harrier flying operations and financial loss position. • Intensive stakeholder management and co-ordination of a ‘crisis management team’ allowed recovery of repair and overhaul service from zero output to 100% availability of assets within 7 months.• Mitigated a forecasted loss position to outturn profit forecasts in excess of original baseline assumptions.• Customer satisfaction increased from lowest to highest awardable position in a 6-month period leading to multiple senior level commendations and public recognitions being obtained.

Hand picked to work in co-location with RAF, Navy and MoD customers at operational bases. This role included development of, transition to and delivery of military supply chain support services. • Asset availability increased by 80% in 6 months. Exceeded monthly contractual performance targets.• First year of contract delivered 20% under budget (£4M saving) through savings initiatives involving all customer stakeholders, internal departments and international US / EU supply base.• Designed and chaired a partnered review structure satisfying senior customer requirements.

Post my apprenticeship my initial role involved delivery of a Project Control framework in support of the Harrier Support Programme. This consisted of delivery of incremental support packages as well as the successful bid programme for the ‘Harrier Platform Availability Contract’. • Implemented a project management control framework delivering work authorisation, schedule management, business reporting, EVM and cost control providing visibility of progress and concerns allowing the management team to demonstrate control to senior stakeholders. • Lead the development of the E2E supply chain management processes derived from generic in service operational models leading to achievement of a pass at the first attempt of each phase review.