BaseUp enables flexibility to enterprise parking in Australia and the US. Our technology platform not only automates parking management, it generates untapped revenue possibilities for our clients and creates employee benefits for our clients, their staff and their associates.At BaseUp, I'm responsible for day-to-day operations including client launches, driving sustained client success and adding value through post-implementation support.

I am an experienced Executive with 20 years of practical business experience across various verticals within the Telecommunications industry. A successful people leader with key strengths in building and operationalising start-ups into wildly successful businesses, by carefully balancing Customer and Employee Experience with commercially sound business decisions. Proven success across all industry sectors including wholesale, channel, government and residential markets, within ASX and privately held companies. I also specialise in scoping and sponsoring high-impact projects including Telco Infrastructure Construction, Contact Centre transformation, lateral Business Acquisition Integration projects and streamlining Customer Service Delivery.

After two very successful years at Superloop, I was promoted to lead all 6 Customer Support teams across a wide range of Support verticals, growing their Employee Engagement scores from 6.2/10 to 9.1/10 (the highest EE in the company) in that time.Additional key focus points for my final year at Superloop included maintaining our Net Promoter Score of 55 (that I had built up from 15) whilst divesting our entire Managed Services teams (~40 people). It also included migrating all Support teams to a single ticketing platform (ZenDesk) which saved $1M in licensing costs, and to simplify our Contact Centre IVR to improve customer security and reduce wait-times. The final piece was the Integration of a cost-effective Customer Experience platform (thermostat.io) into our Residential Customer Portal, which dramatically reduced licensing costs by innovatively moving to a cost-per-survey-taken model (away from the vendor's cost-per-survey-administered model).

Some of my proudest workplace achievements came during my first two years at Superloop.Within 16 months, I had improved the Telco Contact Centre NPS from 15 to 55 (based on an unfiltered, rolling 3-month aggregate) using back-to-basics service excellence techniques, highly visible metrics dashboarding and persistent leadership.I introduced a monthly company-wide Rewards and Recognition program "Superstars", co-chaired by the the CEO, to promote a Customer Centric culture, delivered through "working behavioural examples", which injected some fun and boosted Employee Engagement (I truly believe CX is driven by EE). This program is still actively used at Superloop today.I also monetised $250K of stalled MRR and $200K OTC by eliminating the backlog of customer provisioning orders, whilst reducing the overall time-to-deliver for telco services (by over 33% in some product lines) using simple customer journey-mapping to highlight process bottlenecks. I also sponsored a cost reconciliation initiative that uncovered > $350K annual cost leakage in non-cancelled 3rd party services.

Reporting to the COO, this was my final role at the wild ride that was Vocus, by which time the company had scaled to 2000 employees, and my team had grown to its peak of 100 with 6 direct reports. They were highly talented, multi-skilled Customer Service Delivery Teams, Data and Voice Technical Provisioning Engineering Teams and a senior Project Management Office that spanned multiple cities and multiple countries, delivering wholesale, channel, government and residential IP data and voice services.My key successes in my final role at Vocus included delivering a record $1.5M of new MRR in Q2 2016 (a company record).I guided my teams through the acquisition transitions, providing clarity and reassurance during times of accelerated change, ensuring key talent was retained through regular 1:1s, I had the right leadership in place, by promoting 2-way open and honest feedback and minuted morning stand-ups.

Promoted by the founder, James Spenceley into this role as we grew into other markets, specifically NZ. Our early acquisition of Maxnet saw the Network Deployments (Customer Service Delivery) team span into NZ and the creation of our first Network Operations Centre (NOC)My key successes in my second role at Vocus included integrating Customer Service teams and Customer Support teams across AU and NZ to keep in front of our hyper-scaling. I also identified the need for scaling our Customer Provisioning platform and worked with a team of BAs and PMs to scope and sponsor the project to move to ServiceNow ITSM (which is still in use today).

My employee number at Vocus was 5, having worked closely with the founder, James Spenceley, through our time together at COMindico.I was hand-picked to join Vocus because of my skills in both customer provisioning and network engineering across IP Data and IP Voice, my love of helping customers, because I'm easy to work with, I'm used to the pace and chaos of start-ups and if I see something needs doing I get it done.My key successes in my first role at Vocus included project managing the relocation of ~270 customer services in under 90-days across 7 Datacentres in Syd/Mel/Bne, without a single unplanned outage, and within the timeframe.As an Engineer, I worked tirelessly to connect customers on-net as quickly and painlessly as possible, setting a stretch target of upgrading customers within 4hrs (where infrastructure and capacity existed) >90% of the time (which built huge trust with our customers). I supported the Sales team in a pre-sales capacity to help close sales, worked single-handedly and as a team to build domestic and international Points-of-Presence (PoPs), connected Optus' initial Carrier SIP interconnectivity in Australia (leveraging my TDM - IP experience at COMindico) and remained available and on-call 24x7 for customers and incidents for my entire tenure.