As Chair, I convene the security sub-committee comprised of Board Directors, The Executive Officer, and Specialist Advisors.The committee responsibilities consist of managing the cyber security risks associated with the STN; maintaining the currency of the STN Information Security Requirements Controls (based on the DSD ISM); promoting a risk based security culture; and reviewing participating Gateway's compliance with the security controls of the STN.As Chair I own the Cyber Security Incident Response Plan. In May 2021 we ran our latest annual Cyber Security Incident Response Test involving all the participating Gateways, the ATO, and APRA

The Gateway Network Governance Body Ltd is a self-regulatory body for the Superannuation Transaction Network (STN). Established in 2016 by the superannuation industry, gateways and software providers, it manages the integrity, security and effectiveness of the STN.As a Board Director, I share accountability for the GNGB strategy, risk and financial management, and ensuring the GNGB complies with the law.

A member of Sunsuper’s Senior Leadership Team, and reporting to the Chief Technology Officer, I lead a highly capable team of >130 Solution Analysts, Developers, Testers and other technology specialists across eight (8) teams.This role has overall responsibility for running and developing all Sunsuper’s line of business platforms, including our customer facing digital channels, all customer administration systems, and our B2B/B2G payments gateway.Some of my achievements in this role include:• Significant increase in staff morale and engagement, through cultural transformation including improved communication, empowerment, trust, and autonomy;• Significant increase in system availability and performance as a result of a focus on risk management, cross team coordination, system monitoring, and a culture of excellence;• Gained enterprise wide stakeholder support and confidence for our support and delivery capability by focusing on stakeholder relationship building, transparency, and joint business and technology quarterly planning;• Massive increase in throughput and productivity across all software delivery teams, as a direct outcome of adopting and scaled agile practices (SAFe).I directly manage an annual budget in excess of $18M, a large number of vendor relationships and contracts, and am accountable for key enterprise technology risks.

Responsible for managing Sunsuper’s Architecture Practice, and a Senior Manager within the Information Technology Division. Leading a team of over a dozen architects (Enterprise, Domain, and Solution) in the delivery of the largest change program in Sunsuper’s history.

My role as Program Architect at Sunsuper saw me leading the design of a enterprise wide business transformation program. As the solution authority, I was responsible for designing the people, process and technology changes necessary to deliver on Sunsuper’s Customer Centricity vision.

Looking to the strategic use of Technology to support CITEC's mission, and its multiyear strategic plan, I was accountable for the delivery of all internal information technology related services to CITEC's 600-800 staff. My primary focus was to enable a sustainable and resilient platform upon which information technology services could be rapidly delivered. My longer term objective was to improve key business processes and decision making, through a significant improvement in the management of the organisations information assets.I reported directly to the Chief Financial OfficerI had direct responsibility for 28 staff, including Enterprise Architecture, Information Management (incorporating Security Policy, Records Management and Intranet support), Vendor Management, Service Desk, and SAP Application support

Responsible for establishing and developing the Enterprise Architecture capability at CITEC, including technology portfolio planning, analysis and capital asset management, .In this role I was the principal lead in establishing the wide spread adoption of the Queensland Governments Enterprise Architecture (QGEA). I authored various Queensland Government Enterprise Architecture policies, covering such topics as Software Currency and Integration, and I undertook and published a major revision of the Governments Technology Classification Framework.

I facilitated departmental wide ICT strategic business planning, and prepared 10 year forward ICT investment plans. This included the development of ICT asset management plans, based upon asset lifecycle, asset risk profile and external strategic drivers.I led the development and application of the department’s enterprise architecture, including the use of enterprise architecture principles and business impact analysis models, to understand the effect on business objectives and business process of changes to ICT, as well as the corresponding impact to ICT of business driven change.Devised and implemented ICT governance processes, including establishing the senior ICT Investment Management Committee, and undertaking value analysis of all ICT investment proposals, and portfolio level reporting.

Throughout my time at Queensland Cotton, I practiced strong and effective stakeholder engagement, working closely with senior executives, managers, and staff to ensure service delivery and solution design stayed consistent with the business financial and customer service objectives.My responsibilities included: Infrastructure planning and architecture for the network and x86 server environments.Environmental scanning for new technologies applicable to the business strategy.Project planning for enterprise wide upgrades, migrations and deployment of new technology.Development of policies and standards pertaining to infrastructure operation and deployment.Asset risk assessments and treatment plans.Development and maintenance of the Disaster Recovery and Business Continuity Plans.Management of vendor and contractor relationships, including the preparation of tender documentation.Operation and administration of the security infrastructure, LAN, WAN and Servers (Windows and Netware).Operation and administration of email, web, and remote access systems.

Reporting to the Managing Director, and responsible for the Technology Services Department and the warehouse. I had direct responsibility for four staff.Improving the quality and efficiency of service support and delivery processes.Travelling to South East Asia to provide training and undertake pre-sales activities on Internet Security and Authentication productsOverseeing the infrastructure design and implementation for a new e-commerce company bponline.net, as well as replacing the primary network infrastructure for BytePowerRe-design of the warehouse management processes, including space utilisation, receivables processing, and order fulfilment.

Reporting to the State Manager. I had direct responsibility for three staff.As the Senior Technical Pre-Sales Consultant, I oversaw the design and implementation of all infrastructure solutions for clients. Between 1997 and 1999 I was directly involved with over twenty projects, undertaking Solution Architectures for commercial clients across a wide range of industries, including retail, education, and the public sector.As Queensland Service Manager, I was responsible for the strategic direction of the Technical Services department in Queensland. I implemented a profit centre model for the services department that saw revenue increase from $25,000pa to $160,000pa in two years.My responsibilities, included:Control of contractors and the outsourcing of services.Preparation of business plans, case studies, annual budgets.Management of the AS9001 Quality Assurance program as it pertained to ICT service delivery.Operation of the service department’s call centre and workshop, during which time we received approximately 20,000 technical support calls at all levels of complexity, repaired approximately 6000 pieces of equipment and performed some 1000 onsite call-outs.Job prioritisation, turn-round times, quality control and staff training.