Kye Leslie Email & Phone Number

Perth, Australia

• Delivery of business strategy and transformation projects, including:
• Business Strategy consulting and project management
• Program Management of business merger
• Project Management of major projects, including development of business cases over $170M
• Alignment of organisational-wide governance models, processes and operating models
• Re-engineering of corporate strategy processes, risk management processes, business planning processes, investment planning processes

• Main Roads is a government department that manages Western Australia's arterial road network, which is one of the worlds most expansive road networks. The departments annual budget is $1.5-3B.Main deliverables:
• Delivery of the Main Roads Strategic Operating Framework
• Re-engineering of the Strategic Investment Planning Process, governance frameworks and operating model
• Alignment of the Corporate Business Planning Process, Corporate Risk Management Processes, and Investment Planning Processes

Delivery of the merger of Guide Dogs WA with Guide Dogs Tasmania.

Documentation and delivery of operating model including service offerings, stakeholder interfaces, team structure, processes, templates, technical design specifications, budgeting, resourcing, and multiple case studies.

• The Head Maintenance Contract Renewal Program managed the creation of a second generation Head Maintenance Contract, managed the tender process, and the design and implementation of the operating model for managing.
• Change Management Strategy including objectives, communications strategies, engagement strategies, resistance management strategies, training strategies, governance model, and measures for success.
• Communications and Engagement Plan including communications and engagement tactics, key messaging, media talking points, media responses, stakeholder assessment and approach per group, go-live support model, and.
• Coaching and Resistance Management Plan including coaching session outline, staff assessment templates, action plan templates, and ongoing operating model.
• Communications and Engagement Schedule including all change management events clearly showing impacted stakeholders allowing a view of the change journey for each stakeholder group as well as a schedule to execute.
• Creation and management of Change Management and Training working group including stakeholder representation from across impacted groups as well as specialist internal groups like Communications and Marketing.

• The Clarity Programme was a core-system replacement project effecting most of LandCorps 100+ staff. I joined the program in its fourth year, several months before the first system release. Full change process for.
• system discovery workshops to learn the system and write training materials
• workshops to give system overviews
• detailed training sessions including presentations, walkthroughs, self-guided tutorials and Q&A with system architects and BAs
• coordination of system documentation developmentCreation and coordination of cross-divisional team of change champions, coordinating all team-specific change management activities, including:
• engaging several business areas not yet engaged by the program

• Ownership, Continuous Improvement and Consultation on project methodology and minimum standards for $100M+ p/a change portfolio with 750+ stakeholders / 150+ stakeholder groups and 50+ Change Managers.Key changes.
• Co-wrote and delivered Organisational Change Management framework to 50+ Change Managers responsible for all project delivery across Bankwest. Before this became a formal initiative I formed a Change Management.
• Delivery of Project Portfolio Prioritisation and Scheduling processes. IT headcount was capped, driving the project portfolio from a demand model to a supply model, requiring creating and implementing prioritisation.
• Agile Project Management framework and Agile consulting including cultural change support for leaders across IT and Change Management division
• Operational Risk Management framework delivered to 50+ change managers / 40+ operational risk managers via comms, presentations and Q&A sessions
• Creation of Project Lifecycle and standard practices delivered to line managers and then to ~200+ staff within IT via comms, presentations, Q&A sessions and individual meetings as needed

• R-Group provides outsourced ICT services to a range of clients across multiple industries, providing IT administration and support, VoIP telephony, and hosted services. I was the founding member of the project office.
• Setup and established the organisations first PMO
• Delivered a project and portfolio management framework by which projects were executed, drawing from Prince2 and PMBoK methodologies. This included project / portfolio reporting to clients and internally to directors
• Introduced 5+ new technologies to the business including internal training and development of organisational capability to setup / manage / support
• Established new vendor relationships to access new technologies as well as lower costs
• Change management consulting both internally as well as to clients

• Management of $100M+ p/a insurance replacement E-commerce marketplace holding 75K+ items with 1.9M+ prices.Major accomplishments / responsibilities:
• Company restructure: creating service function, optimising operations team and delivering job descriptions, salary scales and incentives scheme. This involved designing the new structure around new and existing.
• Delivery of a suite of fraud detection systems. This involved internal development / training of staff both in the nature of fraud as well as in how to operate the tools.
• Hiring, training, management and mentoring of staff within operations and services teams

Level 1, 2 and 3 technical support for approximately 150 staff, 450 PCs and Cisco network across two campuses.

Graduate Certificate Of Business (Leadership And Management)

Bachelor Of Computer Science

High School