After the introduction of a new international accounting standard for income and related expenses, including sales commission payments, Telstra decided there was a requirement to calculate the run-in data from FY2015 for implementation from the start of FY2019. Using MS Access and Visual Basic, I developed an application to record and correctly amortise commission payments from 2015 forwards.Key Objectives• Process commission payments from 2015 onwards, amortising them as defined by the… Show more After the introduction of a new international accounting standard for income and related expenses, including sales commission payments, Telstra decided there was a requirement to calculate the run-in data from FY2015 for implementation from the start of FY2019. Using MS Access and Visual Basic, I developed an application to record and correctly amortise commission payments from 2015 forwards.Key Objectives• Process commission payments from 2015 onwards, amortising them as defined by the IFRS15 Accounting Standard. Commission payments averaging 1M records per month• Make the process user-friendly to be managed and operated by Finance department personnel. Show less

Customer Lifetime Value forecasts the likely value and tenure of customers, and relates it to a number of factors such sales channel and location. The project consolidates product sales data relating to Investment Costs, Revenue, Overheads and Other costs into a model that provides a Whole of Customer view and forecast.The project was delivered on-time and within budget tolerances.

Use my attributes to develop areas of my personal pursuits. To do this I have taken on a number of (mostly) unpaid roles. Board level activities, as Commodore, within Royal Brighton Yacht Clubo I was Commodore of the Royal Brighton Yacht Club from 2010 to 2012, with overall responsibility for the Club’s turnover of $2.5m and Assets of $10mo Chaired the General Committee (equiv. Board) with the objective of providing a Club that was responsive to members’ needs.  Board… Show more Use my attributes to develop areas of my personal pursuits. To do this I have taken on a number of (mostly) unpaid roles. Board level activities, as Commodore, within Royal Brighton Yacht Clubo I was Commodore of the Royal Brighton Yacht Club from 2010 to 2012, with overall responsibility for the Club’s turnover of $2.5m and Assets of $10mo Chaired the General Committee (equiv. Board) with the objective of providing a Club that was responsive to members’ needs.  Board Member of the Brighton District Masonic Hall Co. Ltd.o Primary objective is to ensure the Board acts responsibly in the interests of the shareholders, and of the tenants of the property. Sailing Instructoro Primary responsibility is always to ensure that pupils are safe.o After that they are taught to have fun sailing a yacht.o Customer focus is paramount, and on a number of occasions I was given pupils that had complained about other Instructors. Internal education within local Freemasonryo Working with new members to give them the basic knowledge necessary to progress within the organisation. Show less

The Wholesale Business Unit of Telstra (TW) supplies network capacity and telecommunications products to other carriers and Service Providers, including Internet Service Providers.Key Objectives• Provide operational support for TW’s on-line Customer Order and Service Faults interfaces • Provide operational support for TW’s Siebel based Customer Relationship Management • Manage the IT changes necessary to support the entry of :- New carriers into Multi-carrier… Show more The Wholesale Business Unit of Telstra (TW) supplies network capacity and telecommunications products to other carriers and Service Providers, including Internet Service Providers.Key Objectives• Provide operational support for TW’s on-line Customer Order and Service Faults interfaces • Provide operational support for TW’s Siebel based Customer Relationship Management • Manage the IT changes necessary to support the entry of :- New carriers into Multi-carrier Pre-selection (MCP) New Service Providers into the Unconditioned Local Loop program (ULL) Achievements• Improved visibility and credibility within Telstra Corporate Change and Problem Management of the overall Telstra Wholesale customer interactive environment, and specifically :- The complex relationships between the on-line environment and supporting applications The importance of the unique interactive environment to TW customers such as OPTUS• Improved vendor Production Support focus on the Root Cause Analysis necessary to improve software issue resolution, resulting in a 1-cycle (1 month) reduction in the time taken to resolve production issues. Show less

Key Objective• Support Telstra Wholesale’s business expansion by managing the out-sourced delivery and operation of IT applications.Achievements• Negotiated 20% cost saving on application maintenance from IBM/GSA. • Initiated and lead Industry level negotiations, which Resulted in better end-user service for Multi-carrier Pre-selection Reduced address errors by 40%, reducing re-work and providing cost-savings for all industry participants  Detected and… Show more Key Objective• Support Telstra Wholesale’s business expansion by managing the out-sourced delivery and operation of IT applications.Achievements• Negotiated 20% cost saving on application maintenance from IBM/GSA. • Initiated and lead Industry level negotiations, which Resulted in better end-user service for Multi-carrier Pre-selection Reduced address errors by 40%, reducing re-work and providing cost-savings for all industry participants  Detected and corrected significant data security issues presented an on-going threat to other carriers’ business Show less

Telstra’s National Collection Centre was a new Centre formed to specialise in the collection of finalised accounts that subsequently became delinquent (overdue by 30 days or more).Key Objectives• Reduce Telstra’s bad debt write-off by managing all aspects of Finals’ collection activities. • Improve staff performance to increase collections and reduce the costs of collectionAchievements• By driving technical and cultural change, delivered year on year efficiency and… Show more Telstra’s National Collection Centre was a new Centre formed to specialise in the collection of finalised accounts that subsequently became delinquent (overdue by 30 days or more).Key Objectives• Reduce Telstra’s bad debt write-off by managing all aspects of Finals’ collection activities. • Improve staff performance to increase collections and reduce the costs of collectionAchievements• By driving technical and cultural change, delivered year on year efficiency and effectiveness improvements in Final Account Collections,, measured by : Delivered on or under budget expenditure and headcount performance for each year Increased staff productivity, (over 2 years, daily collections improved from of $741 to $3,559) Reduced ratio of cost to recovery from over 30% in January 1998 to 7.9% by June 2000• Managed the incorporation of the Parramatta based National Insolvency Centre into the National Collection Centre, improving output and reducing insolvency processing costs, as evidenced by  Reduction in time to process administration details Increase in recoveries• Designed and implemented a Reward and Recognition Scheme which improved collections by over 2% (approximately $1M), significantly exceeding the program cost.• Managed the development and implementation of an innovative skip tracing technology, improving internal recoveries by over $5 million per annum.• Managed the internal development of two new large tactical IT applications, and their supporting processes, to automate collection, referral and re-referral functionality.• Assisted in designing the new Collection Agent Contract under which a panel of agents was appointed to assist in the collection of excess debt and very old debt.• Coached and managed the teams providing collection support to special projects with the objective of cleaning the debtors’ ledgers of very old debit and credit balances, to reduce long-term outstanding debt. Show less

The Audit and Risk Management department (A&RM) provided Telstra’s internal audit services.Key Objectives• Provide on-going technical support to the compliance audit function.• Ensure that a secure LAN service was maintained for all users. • Ensure that the IT component of process audits accurately reflected the application technology and functionality.Achievements• Saved Telstra $8M annually in software licensing fees. This was achieved by negotiating with a… Show more The Audit and Risk Management department (A&RM) provided Telstra’s internal audit services.Key Objectives• Provide on-going technical support to the compliance audit function.• Ensure that a secure LAN service was maintained for all users. • Ensure that the IT component of process audits accurately reflected the application technology and functionality.Achievements• Saved Telstra $8M annually in software licensing fees. This was achieved by negotiating with a Microsoft the proper means of accurately and acceptably measuring software usage. (A by-product of this activity was to successfully defend Telstra from media claims of software piracy.)• Completed the first audit using the leading edge risk assessment methodology : It was performed using the new Control And Risk Framework for Telstra (CRAFT) It was the first Y2K Readiness Audit performed by Telstra The report was instrumental in upgrading the visibility of the potential Y2K risk within Telstra• Eliminated a potential for large-scale fraud by adding significant new process and IT controls to the fully automated Creditors Cheque Payments application. (The risk areas were uncovered by again utilising CRAFT.) Show less

Key ObjectiveProvide Technical Support within IS&T Audit to support the compliance audit function.Achievements• Developed special purpose reporting systems to monitor Telstra critical activities (eg. Progress Reporting for the FLEXCAB Rate Code Elimination project).