Evaluation and lift of strategic planning and reporting processes with a focus on the transition to a matrix organisation.- Identified and implemented twenty recommended improvements spanning Strategy, Delivery, Cadence, and People, leading ultimately to the enhancement of the strategic planning process.- Developed a Decision Making Framework and an Organisational Design PlaybookAdvised the Executive Team (C-level and Directors) on conflict management dynamics and strategy development strategies.- Provided coaching to the strategy and operations team for improved performance.

Established 115 person multi-disciplinary, matrix organization managing core digital assets for TELUS Home for TV, Security, Internet and Phone.

Developed the Digital team’s delivery prowess at scale unlocking strategic decision making and cross-organisational work planning. Remit included the formation of a consolidated high-level delivery roadmap, a Top 10 program list, visualisation of inter-group dependencies, a detailed Insights Report with an implementation roadmap, a delivery-oriented operating model and cadence for end to end product development, as well as coaching / mentoring group Directors and managers. Led communications planning and key message delivery.

Digital readiness and tranformation consultant for UN agencies including UNHCR, UNICC, UNFPA and UNJSPF. Leadership role in the development of a hybrid conferencing platform for the United Nations' climate negotiations at the Conference of the Parties (COP26) in Glasgow, Scotland.

Manage the Operations Group for Spotify's largest organisational department, Technology Platform (~570 people), situated in the R&D Group. Ultimately responsible for ensuring that the Tech Platform’s leadership team and our internal Tribes had maximum impact and focus by reducing distractions caused by managing organisational overhead.Managed group’s strategic planning activities (including OKRS), program and project management, financial planning, workforce planning and talent acquisition, facilities management, overall group performance reporting, communications, culture and events, and more.

Reported to the CTO to improve delivery speed and reliability in an organisation scaling at 40% YOY.

Consulting with the Technology group's senior leadership team to help implement a “business segment” model and lift the agile and organisational capability for both the ImmobilienScout and AutoScout verticals.

Leadership of product management team for desktop, m.site and native Android and iOS apps and the business systems group consisting of 40+ people. Managed product lifecycle from feature conception, UX, sprint planning and app releases. Awarded best iPad app of 2015 by Apple in Germany and was among the top 20 of Europe’s fastest growing e-commerce companies and with a valuation of USD 1 bn. Established core product and delivery operations processes and standards for the department.

Successfully transitioned team of 40 through disruptive cultural and organisational transformation. Held accountability for technology platform, product roadmap and customer experience. Creation of Technology Strategy and corresponding FY16 budget that managed 1.2 million customers with over 60,000 artists generating over $100m in annual sales.

Responsible for the optimisation of IT operations across REA Group's existing international businesses and the integration of new businesses brought into the Group through acquisitions, mergers, and partnerships.

As the Head of Technology for the Commercial Line of Business (LOB), responsible for a $3.2m budget, a team of 26 across Australia and China and the overall IT delivery of Commercial's digital strategy. Member of the cross-functional RCA Leadership Team responsible for the LOB's business strategy including commercial operations, sales, product development, and marketing.

Agile project management for internal software development teams through the rebuild of several websites within the company including New Homes, Casa (Italian website), and Real Commercial.

Created and implemented Intrepid Travel’s Carbon Neutrality and Reduction Program for seven core business areas across 21 international subsidiary companies. The program was implemented in all of Intrepid’s companies and across every one of their 800+ itineraries and still continues to date.

Among agile implementations, most notable achievement was establishing the ThoughtWorks University in Bangalore, India.