As the head of the commercial team, I was leading the procurement, financial, risk & governance operations for the nsw.gov.au “OneCX” Program and the NSW Gov't Digital Channels.Key achievements: Funding: led the business case submission which resulted in $50m+ in funding for the first 3 years of the OneCX program, and the subsequent transition of the program to the operational phase via ~$20m incremental funding per year. Financial management: implemented best in class and reliable forecasting process. Successfully negotiated additional funding and established a cost-recovery revenue stream to reduce reliance on central budgets. Commercial management: developed and implemented a holistic procurement and contract management process for the Digital Channels Unit Procurement and contract management: re-procured key contracts in our portfolio achieving 20% savings YoY and implemented robust price change mechanisms to ensure a sustainable value stream. Risk, governance and compliance: developed and implemented an integrated risk management process, embedding risk management thinking in the team’s processes.

Led the transformation and property outsourcing of Place Management NSW, which owns and manages key retail precincts of The Rocks, Circular Quay and Darling Harbour, and led a diverse portfolio of projects with focus on innovation, procurement, governance, leasing and digital. Transformation: completed the outsourcing of property and facilities management services for Sydney’s iconic precincts of The Rocks, Circular Quay and Darling Harbour, worth in excess of $1B. Procurement: led the procurement process and transition into an outsourced model with complex internal executive governance up to Board and Minister level. Audit, Risk and Compliance: led multi-level audits for quality, risk and compliance including Internal Audit, Audit Office of NSW and external technical auditors which led to no major non-compliances. Digital and innovation: leading various strategic initiatives in the digital and innovation space, including the Sydney Harbour Walk project, the launch of the Park’nPay mobile app, the rollout of electrical vehicle charging stations and the divisional rollout of a new information management system. Business Improvement: successfully rolled out a ticketless parking scheme at The Rocks and Darling Harbour through delicate cross-agency negotiation, leading to an entirely new revenue stream for the business and improved customer experience for motorists. Procurement and leasing: successfully led and delivered high complexity procurement and leasing activities for retail tenancies at Circular Quay, leading to the appointment of world class tenants and more than 50% increase in lease revenue despite COVID-19. Risk, governance and compliance: led internal and external audit and compliance response and closed all corrective actions prior to due date. Led the development of a mature probity assurance framework related and developed a simplified procurement operational manual providing guidance and coaching across the entire business.

Established and led the Transition/Transformation Project Management Office (PMO), overseeing the activities of the team from concept stage to delivery. Directed and facilitated transitions, transformation, and enterprise IT projects. Tracked project portfolio performance to ensure efficiency and profitability. Coached the business on best practice project management. Established end-to-end project framework from concept to go-live/handover including reporting dashboards, governance, assurance, gate reviews, budget establishment and management, documentation and benefit realisation tracking. Established best practice templates for project planning and reporting across a range of standard families of initiatives. Launched “SWAP”, an innovative and industry-first IT solution for electronic safety and contractor management in four months, including the delivery of change management across entire business and subcontractors on multiple contracts. Within one month, established effective process for proactive quantitative input to bid pipeline to offer optimal and realistic solution design to clients from bid stage. Delivered successfully major transition projects for major clients including BP, Aurizon, SAGE and Barangaroo Delivery Authority within heavily compressed and conflicting time frames, strengthening relationships while maximising contract profitability. Data management subject matter expert for the business

Coordinated the operations of 100+ trades staff from the engineering team across Caltex’s national retail portfolio. Formed, trained, and led a team of four direct reports. Delegated clear roles and responsibilities for maximum performance by leveraging transparent, effective leadership and strong communication. Led regular team meetings in different geographical regions. Conducted targeted training for staff development. Managed contract performance and P&L via closely monitored quantitative KPIs and sophisticated financial analysis. Led bid process and contract transition. Initially appointed as National Asset Manager, then promoted to Account Director due to excellence at customer service, asset management and project management. Achieved revenue budget of ~$25M per annum providing asset maintenance services to ~1,800 sites nationally. Increased direct technical asset management capabilities five-fold within six months, generating significant additional revenue and profit while improving geographical footprint and economy of scale, whilst closely managing Risk, HSE and Quality. Consistently reduced year-on-year expenditure for ongoing maintenance by optimising preventative maintenance programs. Led full-scale asset inspection program which led to increase compliance rate of critical assets from 43% to 92% within 3 months. Overhauled and implemented a new insurance recovery process which led to a six-fold increase in recoveries within 12 months.

Directed transition to a new national outsourced model for facilities management. Designed and executed a new contract (~$5M pa) in the spirit of a true partnership.Led the design and development of a SAP-based automated expenditure reporting tool aimed at identifying projects with highest return on investment.

Designed and implemented the go-to-market strategy for health and personal care category. Managed supply chain category programs to deliver new and existing product development projects, approximately 10-15 projects concurrently worth ~$100M per annum.Re-designed and implemented new cross-functional go-to-market process to maximise speed to market and effectiveness of new product launches.Achieved ~$0.5M saving per year through cost reduction initiatives.

Led the supply chain planning initiatives for domestically-sourced product, with a focus on repacking, including design and implementation of effective framework for sourcing, packing and delivery of seasonal product configurations to Coles and Woolworths which led to growth of seasonal prepacked displays category by 300% over 3 years.Negotiated a new partnership with Ferrero’s supply chain partner Swire Cold Storage, including building a new facility for in-house repacking.

In Paris, France, led the design and implementation of “Volvo Extranet”, a web portal to allow electronic communication between the head office and the national dealers’ network in France.

In Rome, Italy, developed an IT system for real-time monitoring of the process efficiency.

Cipo.it was my own web design business