Overall responsibility for the sales team, including marketing plans, budget forecasting, pipeline management, reporting, planned training and development of fourteen sales teams comprising over thirty sales staff.Key Achievements:Managed the merging of five real estate offices to become one master franchise for the Sutherland Shire, standardised processes, implemented procedures and metrics. Developed an “Advanced Agent Development” programme to overcome the difficulty in attracting high performing salespeople to change agencies. This programme takes mature workers from outside the real estate industry, and gives them fast track training to become a performing sales agent within one year. Created 30 second cinema advertisement from concept to media buying. Implemented & trained all staff on state of the art lead nurturing software connected to the Ray White Data Lake. Implemented a lead generation function, comprising on-site and remote staff members which currently generates over 20 sales leads per week. Standardised processes and collateral for all phases of the sales lifecycle - pre, during and post sales. Developed customer questionnaires to review and improve performance.Migrated four databases with over 90,000 contacts to new CRM, cleaned up duplicates, implemented processes to reduce future issues, and resolved disputes over client ownership.

Owned development of an annual agent marketing plan including print, online and word-of-mouth channels. Mentored up to 15 sales & marketing agents in the adoption of standard business practices. Chaired sales meetings and delivered engaging training sessions for sales staff. Copywriting and social media marketing. Offered and accepted a partnership in the company after two years. Key Achievements:Successfully negotiated an average of 50 residential sales per annum.Twice won “RateMyAgent” agent of the year for my area, based on customer satisfaction.Increased client sign-up conversion rates by 20% by implementing online proposal software.Grew a social media presence organically from startup to over 5000 highly engaged followers.Succeeded in building a highly profitable sales and marketing business, achieving an annual turnover of $1M in less than four years.

Owned responsibility for creating a brand using multiple channels and managing all sales, marketing , and negotiations for five concurrent sales campaigns. Key Achievements:Designed and launched sales and marketing campaigns to achieve business’ annual turnover of $300K. Won Real Estate Institute of NSW Young Agent of the Year for innovative use of technology.

Developed product roadmap and delivery of PeopleSoft Maintenance Management and Project Costing program of work across multiple offices. Managed customer requirements, planning of end-user training, stakeholder communications, and resource allocation. Key Achievements:Improved system efficiency by identifying opportunities to modify various business functions in accordance with evolving roles within new systems. Implemented PeopleSoft Maintenance Management and Project Costing, integrated these modules and their data with Asset Management.Migrated the IT Helpdesk functionality from Quetsal to PeopleSoft.Migrated the Depot and Assets staff from Conquest and EAM to PeopleSoft.Implemented a Project Costing process for the Assets department, using PeopleSoft.Decommissioned the Conquest database, the IT Helpdesk software Quetsal and EAM.

Earned several promotions over course of tenure, gaining increased responsibility and accountability for the delivery of products projects and change initiatives. Key Achievements:Successfully implemented the new Freight Futures product, with a team of over 40 and a budget of $12M. Managed Qantas.com product backlog with a team of 15, and implemented agile methodology.Managed the IT Project Management outsourcing budget of $100M to ensure alignment of products with company strategy.Represented IT on the Project Review Board to review business value proposition for new projects.Managed a team of 8 engineers to build 16 interfaces for the new customer booking product.

Set up processes, tools and reporting to manage the annual budget of $100M project spend according to the outsource Agreement. Developed detailed metrics to assess return on investment.

Managed the plan and the $12M budget for the Freight Futures Program. Responsible for all aspects of the program including business case development, solution design and business stakeholder management. Led a matrixed team of more than 40 people consisting of Qantas staff, engineers and vendors.Iterations were delivered on time and to budget. Developed flexible project plan which achieved on-time delivery despite changes to budget and timeline due to external market forces. First two iterations were cutover successfully per original plan, and work was run in parallel to ensure the final iterations also cutover on time.PMO Business Analysis Practice Lead - 2009 - Implemented the Service Delivery Model 1 day per week managing, mentoring and recruiting a team of fifteen business analysts, in addition to managing the Yield & Sales project above. Contributed to the development of a high performing team of Business Analysts that provided highly effective, cost efficient Business Services to the Qantas Business. Implemented Business Analysis Service competencies in accordance with Best Practices and SFIA competency framework.

Managed three squads to build and release the product backlog for QANTAS.COM. Key achievement was improving software quality and speed to market by implementing improved development processes (including the Agile RUP methodology and automated testing). Surveyed customers to ensure best user experience.

Managed a suite of Integration Projects with a total budget of over $3M which was part of one of Qantas' highest priority programs, Triton New Gen. This was a high profile role with many areas dependent on the successful delivery of the project. Suite of integrations was built by a team of eight analysts/developers on the Qantas Interactive Gateway. Scope included asynchronous and synchronous message handling, translating XML and flat files over TCP/IP and MQ into EDIFACT/IEDI using Mercator and Network Express on Unix, coding with C.

Development Manager, External Interfaces – eQ – 2004Managed a team of Technical Coordinators to complete the build, test and rehearsal cycles for a suite of 74 external interfaces to eQ. Involved liaison with 30 external systems managed by outsourced vendors, recruitment of additional team members and the creation of processes and procedures to ensure the interfaces are all delivered.Project Manager, Disaster Recovery and Stress Testing - eQ – 2003Implemented and tested the DR and SVT platforms for the eQ Program. The project involved a lot of liaison with external vendors and management of resources who did not report to me. The project was completed on time and within budget.Additional achievements at QantasKey role in the IT Improvement Program’s Organisational Change workshops, leading a team of 7 implementing new starter processes for managers, and induction program for new starters in IT.Completed Organisational Change Facilitator Training, presented information about the change to the Application Services management team & facilitated the first “Express Change” workshop in IT.Developed Organisational Change Facilitator scripts and guidelines which became available for use by all Facilitators.

Provided input into company product strategy. Managed a team of sixteen staff; programmers, trainers, project leaders, and installers, to schedule, resource and deliver the successful implementation of Corvis products into 160 credit unions. Implemented first version of online banking for credit unions.Upgraded legacy systems to manage implementation of GST.

Managed sizing, procurement and installation of infrastructure components of up to ten large projects simultaneously using standard project management tools and methodologies.Ensured all platforms upgraded and compliant with Y2K requirements