Industry: Education | Reporting to the Vice Chancellor | 10 Direct reports. Total team of 240 The mission centres around ensuring core services are delivered to approx. 12000 students of both Taylor's University and Taylor's College. My portfolio currently spans the following departments:Registry, Student & Academic Services (RSAS) - a collection of units which focus on providing core services to students and academics alike. The Registry handles regulatory matters and internal auditing, while Student Administration provides services around mental health counselling, career services, timetabling, and student finance matters. Academic Services covers student admissions, graduation and records management. Finally a one-stop physical and virtual customer service platform known as Campus Central.Human Resource - The main focus in the immediate future is to strengthen our recruitment, sourcing & selection policies and processes. The goal is to hire and retain the best people.ICT - An integral component of any efficient operations. Its mission is centered around providing critical IT services encompassing Infrastructure, core applications development and (EUC) End User Computing.Library - We are moving steadily towards more digital material, while physical material continues to be used. Strategic Change Management (SCM) - Focuses on operational process improvement coupled with world class Project management. Facilities Management (FM) - a broad collection of maintenance and technical services including environmental health and safety, security and general administration - which are essential.

Reporting to the Group CEO | 4 Direct reports. Team of 63Mission was centred around providing Infrastructure, Core Applications, (EUC) End User Computing and Project Management for a group of education institutes - totalling 1400 staff with approx. 12000 students.3 main strategies - Get the basics right - turn around non delivery and over-run budgets.Restructured the team into 4 units- Application, Infrastructure, EUC and formed a new (PMO) Project Management Office. Embedded culture of accountability seeing what is measured is done.Improved customer relationships. Resulting in a complete turn around from failed projects and non-delivery. Standardization- through implementation of up-to-date benchmarked policies and processes which included Development of an Enterprise IT strategy; customer satisfaction; enterprise information; Develop, Deploy, Deliver, Support & Maintain IT solutionsDevelop the IT blueprint - Implement a single unified ERP framework that provides a common language - architecture, models, standards, processes, technology and common definitions across the entreprise. Constituting of the Life Cycle Management; Relationship Management Channels; Institutional Administration, Analytics and Auxiliary sections. A move towards mobile app development internally was taken.4 years into the GCIO role, I took on an expanded role to form and lead EPM (Enterprise Process Management)- a journey to improve its existing processes enterprise wide.We based the organisation wide process architecture on APQC (American Process and Quality Centre) which includes 12 foundational elements : Strategy, Product Development, Sales and Marketing, Delivery, Customer Services, HR, ICT, Finance, Asset Management, Risk, Public Relations and Business Capability. To date EPM has been integrally involved in the redeveloped Sales and Marketing; Business Continuity Management, Strategic development; HR Recruitment processes.

Industry: Banking/Financial | Reporting to the Sales Director | Team of 60Main focus was centred around Core Banking System deployment within the South East Asia region. Managed a diverse team of 60 programmers, testers, systems analysts, network architects and project managers.The solution functionally comprised of Deposit, Loan, GL, Trade Finance, Treasury, regulatory reporting, data-warehouse, credit card, ATM modules and interface API's based on the IBM AS400 platform.In summary achieving an equilibrium between ever depleting time, tied up human resources, tightly controlled funds and increasing standards of quality were the variable levers that were fine tuned on a daily basis in order to yield the desired outcome - being customer satisfaction ultimately. Practically the phrase "something has to give" could not be more true. Especially when running multiple projects concurrently - it became imperative to identify lower priority non-critical activities which could be delayed for a period of time without impacting the project at large. This also included rerouting limited human resources to multiple projects based on need.Above and beyond I found that much more was achieved through building strong relationships with clients and our team through listening, displaying integrity, being practical and standing up for the team when it counts the most.

Industry: Education| Reporting to the IT Director | Team of 6Main focus centred around re-engineering the ailing Core Student Information System - due to the business having evolved out of tandem with it - resulting in a number of disparate systems - which in turn contributed to inaccuracies.A ground up approach was required - starting by laying the appropriate foundation consisting of defining the Data access layer, Business logic layer, service interface layer and presentation layer. Resulting in a robust application architecture allowing for business user requirements to evolve and be realised within the core application's business logic layer in a timely manner without undergoing a major overhaul - thus enabling agile development to be employed upon system stabilisation. I was was exposed to the rigorous and the many processes of Project Management - where I learned to define what was to be in and out of scope, to specify resources required including participants and their roles, obtained agreements on budgets, participated in steering committees, managed risk and issue registers. A purposeful tool I have come to embrace - having understood its design is to increase the probability of executing a project to completion on time and within budget.

Industry: Energy | Reporting to the IT Manager | Team of 3Developed and maintained the Payroll & Sales Core Information System - which serviced approx. 3000 revenue generating staff. This role was centred around application development with direct exposure to evolving sales processes - which in turn required the business applications to evolve swiftly whilst retaining historical record changes for audit reasons. Core functions included obtaining user requirements, system design, application development, user acceptance testing, technical knowledge-base maintenance, user documentation, user training and deployment. I Experienced MNC type thoroughness in executing the System Development Lifecycle in a rigorous and repeatable manner - a fundamental discipline I have come to consider as a cornerstone for service delivery of any sort.

Industry: IT Tech Startup | Team of 4The experience operating a tech startup focusing on web application development and barcode technology to develop solutions ranging from Hotel Information Systems, Inventory Information Systems, POS (Point of sales systems) to Customer Information Systems was priceless. Apart from overcoming technology issues, I was exposed to day-to-day office administrative tasks including basic HR tasks including performance management and payroll.Ultimately discovered tenacity alone was insufficient as it required varied experience and resource that were not present at that time - such as a clear strategy coupled with dedicated and experienced sales and marketing support. An experience of a life time!

Industry: Advertising/Animation | Reported to the MD | Single ContributorMain focus areas were centred around Systems Administration; Network Management; Application and Database development; web-mastering; and user support.Managing, administrating and maintaining file servers, including managing user permissions and rights to available resources. Implemented full system backup and recovery procedures. Network planning, configuration, administration and maintenance with the goal of improving network efficiency to achieve high performing animation rendering farms. Managed to reconfigure routing tables and rules in order to control ISDN Internet charges - which resulted in a 60% savings annually.Designed and developed a Client Management System which employed the use of barcode technology in order to track physical client material more efficiently. Web-mastering tasks included updating, developing, designing web pages and web forms.Troubleshooting system, software, hardware and network issues. Training staff on basic computer usage and maintenance procedures.

Industry: IT Tech Startup| Reporting to the MD | Team of 7Focussed on Interactive Touch Screen Kiosk Development. Main function revolved around Software Development and conducting user training.Designed system which embedded data into Television Vertical Blanking Intervals in order to update information kiosks during a time when the Internet was not as widely available and cost effective as it is these days in Malaysia.Exposed to Pre Sales activities which included conducting product demo's.