Kate Mckenzie Email and Phone Number

Stockland, AMP, nbnco.

• As COO of Telstra I am accountable for networks, IT, field services, property and NBN relations and delivery. Operating budget of $3.5b, capital budget of $2.7b, 14k staff and 21k contractors.• Strategic direction focussed on: - transitioning to the NBN - supporting and contributing to growth - staying ahead of the game on networks - getting fitter and faster - accelerating the modernisation of our core technologies• Major achievements include development… Show more • As COO of Telstra I am accountable for networks, IT, field services, property and NBN relations and delivery. Operating budget of $3.5b, capital budget of $2.7b, 14k staff and 21k contractors.• Strategic direction focussed on: - transitioning to the NBN - supporting and contributing to growth - staying ahead of the game on networks - getting fitter and faster - accelerating the modernisation of our core technologies• Major achievements include development and execution of a new IT strategy which formed the backdrop for improved resilience, a significant reduction in escaping defects, 20% improvement in capital efficiency, automation of testing functions, moving workloads/applications to the cloud and retiring legacy applications and exposing API’s and introducing the development of a services catalogue with reusable components.• In the network space delivered 4G to 98%, on track for 99% of the population by June 2017. Introduced the strategic ethernet platform and kept spend flat at a time when data on the network doubled, Netflix entered the market and the NBN passed 1m homes. As well as smoothly executing on the transfer of assets to the NBN, I also negotiated an additional $2b+ of commercial work for Telstra as part of the NBN rollout. Developed the network 2020 roadmap and investment plan which is now ready for execution.• In field services, introduced a central dispatch system and a new relationship with ISGM to enable greater flexibility in responding to peak loads. Put in place a new enterprise agreement which also delivered improved flexibility and productivity.• In the property and asset management space, successfully sold surplus assets which helped ensure financial performance above plan by $133m. Show less

• Accountable for the 3 P’s – product, price and promotion. Strategies led to improved mobile market share and improved margins, from 36% to 42%, delivered a new brand for Telstra in 2011 and improved the profitability of major large customer contracts.• Major achievements include the introduction of bundles, which reduced the rate of PSTN decline and also increased the number of customers with multi-product holdings. 83% of retail fixed data customers now on a bundle. Integrated sale of… Show more • Accountable for the 3 P’s – product, price and promotion. Strategies led to improved mobile market share and improved margins, from 36% to 42%, delivered a new brand for Telstra in 2011 and improved the profitability of major large customer contracts.• Major achievements include the introduction of bundles, which reduced the rate of PSTN decline and also increased the number of customers with multi-product holdings. 83% of retail fixed data customers now on a bundle. Integrated sale of our media assets into our bundling strategy. Mobile market share improved over each of the years I had products through tighter management of customer segments and plan value and base management. We went from No. 3 in pre-paid to No. 1. Brand consideration went from 48 to 64 following the introduction of the new brand. All of these improvements supported a continued ability to charge a premium in the market. Show less

• Responsible for 1k staff and revenues of $3b. I developed a strategy which focussed on Wholesale adding to economies of scale and being commercially focussed as opposed to regulatory focussed. Oversaw the dismantling of the 3GIS partnership as Telstra developed its own stand-alone 3G network proposition. Grew customer focus and implemented the first operational separation regime. Led first set of negotiations with the Government around FTTN. Consolidation and simplification of the IT… Show more • Responsible for 1k staff and revenues of $3b. I developed a strategy which focussed on Wholesale adding to economies of scale and being commercially focussed as opposed to regulatory focussed. Oversaw the dismantling of the 3GIS partnership as Telstra developed its own stand-alone 3G network proposition. Grew customer focus and implemented the first operational separation regime. Led first set of negotiations with the Government around FTTN. Consolidation and simplification of the IT environment. Successfully concluded a number of large, long term customer contracts. Show less

• I ran a relatively small team (approximately 200) of specialist regulatory economists and communication specialists whose role it was to pull together economic analysis and public positioning for the company on key regulatory and industry issues.• Managed difficult relationship with the ACCC, including settling an outstanding competition notice which related to potential price squeezing between retail and wholesale.• Developed a company-wide regulatory strategy based on the size and… Show more • I ran a relatively small team (approximately 200) of specialist regulatory economists and communication specialists whose role it was to pull together economic analysis and public positioning for the company on key regulatory and industry issues.• Managed difficult relationship with the ACCC, including settling an outstanding competition notice which related to potential price squeezing between retail and wholesale.• Developed a company-wide regulatory strategy based on the size and likelihood of emerging regulatory risks. Show less

• Led 3k staff and generated revenue of $2b.• Created a single Department from five separate agencies including Public Works.• Delivered significant operational savings and divested surplus businesses, Government printer, QStores etc.• Resolved risk exposure on a number of sensitive government projects – Austeel, Perisher, Parramatta strategy.

• Led review of the Industrial Relations Act resulting in more flexible employment arrangements.

• Led a major reform of the scheme returning it to financial health. Reduced the scheme deficit by $1b over two years.• 1k staff, operating budget of around $350m.

• Various senior roles – was Deputy Director-General from March 1993 – July 2000.• Led several micro economic reform initiatives, sale of State Bank, GIO, irrigation areas.• Commonwealth/State relationship activities: GST, native title, Medicare and Disability agreements, National Competition Policy.• In social policy – drug summit, families first, Police Royal Commission.