CEO of PM Solutions, providing portfolio, program and project best practice, consulting and assurance services to clients and their organisations across Australia, New Zealand with affiliate offices in Japan, Indonesia and Singapore. Axelos Consulting Partner and Global Digital Assurance Accredited Partner.

Director of PM Solutions portfolio, program and project best practice, consulting and assurance services to clients and their organisations across Australia, New Zealand with affiliate offices in Japan, Indonesia and Singapore. Axelos Consulting Partner and Global Digital Assurance Accredited Partner.

Investment, development and management of 'Japandi' styled, family focused, modern holiday properties in the high snowfall areas of Hokkaido, Japan - for domestic and international travellers. Hokkaido Holiday Homes www.rugbymates.com

Engaged by eHealth Queensland to deliver Enterprise Portfolio Management Office (EPMO) model design, leading a team of senior independent modelling and change consultants, whilst supporting in-house processes, functions and executive strategies. eHealth Queensland was presented with an opportunity to review the current portfolio, program and project support functions with a view to establishing a centralised P3O.

Engaged to deliver Portfolio Analytics, Reporting and Scheduling Standards, including an enterprise-wide PPM tool in Microsoft Project Online within the newly established Enterprise Portfolio Management Office. The project included definition of business requirements, integration of existing process, application of industry best practices, development of P3O reporting and analysis capability and alignment to Integrated Delivery Framework for greenfield and in-flight projects. The works included management of project team to configure 'of the shelf' product to meet business needs and define and deliver integration with enterprise ERP system, including significant financial interfaces and audit compliance.

Engaged to realign and deliver a business critical project and establish a program of work to delivery externally hosted IT portal aligned the Australian Taxation Office ‘SuperStream’ legislation, across all Queensland Government departments, agencies and majority-owned government entities and employers, whilst managing the delivery of compliance capability across QSuper including SuperStream system functionalities and APRA reporting.

Contracting program manager for the Fleet Maintenance Improvement Program within the Reform and Business Performance Directorate of Sydney Trains.The Fleet Maintenance Improvement Program aims to deliver a range of high people and performance impact initiatives within the Fleet Maintenance Division across Sydney Trains and NSW TrainLink, delivering the business measurable benefits and outcomes. Managing projects including Fleet Mobility, Fleet Maintenance Technical Operations Support, People & Change, Facilities Upgrades, Fleet Maintenance Optimisation, Fleet Maintenance Quality Assurance and Maintenance Upskilling.

MoboDev is a start-up innovation incubator and business accelerator, assisting in the development and commercialisation of innovative concepts and remarkable businesses.As a collaboration partner to both innovators and investors alike; MoboDev provides capabilities which guide the development lifecycle of innovative ideas. Our partnerships with innovators allow us to present our investors with a clearly defined and structured environment in which the potentials and desirability for investment are readily available and wholely sustainable.

Engaged by the new CEO of NSW Trains to manage the transitional stand-up of the newly established NSW Trains as part of the RailCorp Reform Program.Responsible for the program management of multiple project streams to enable the establishment of the new NSW Trains entity, including:- Safety and Risk assurance- GSN Safety and Risk evidence correlation- Accommodation (Operational & Corporate)- Recruitment and Transition- Systems and Technologies- Outsourcing integrations- Operational processes integration- Contract integration (services, rolling stock, cleaning and maintenance)- Operational protocols integration- Change Management (including culture, knowledge and talent)- Program reporting (Directors/ CEO)- Program reporting (Rail Reform)- VMC Reporting- Safety, Environment, Quality and Risk intergration- Mitigation planning and enablement- Branding scheduling and deliverables management- Transition program schedule development and management- Project teams HR management- Program risk and issues management including mitigations

Engaged to project manage the critical Safety, Environment, Quality and Risk (SEQR) Directorate transition into the new Sydney Trains business model as part of the RailCorp Reform Program and enable the stand up of the business into an operational entity as 01 July 2013.Key deliverables and business critical functions include the management and delivery of:- Management of a cross functional, inter-directorate business analysis team- Integration and alignment with key change management programs and initiatives- Alignment with key ministerial imposed delivery deadlines for operational readiness- End-to-end definition, mapping and operationalisation of SEQR roles and functions under a new business model- Outsourcing model design and operationalisation for drug and alcohol testing, safety auditing and safety incident investigations- Identification and capture of process improvements and reductions in operational expenditure- Key recruitment coordination and alignment to schedule- Management of corporate project risks against programme risk priorities- Define evidence and support justifications for operational readiness of SEQR functions across the enterprise- Manage the definition and future state operational processes for cross-directorate roles and operational capability- Define and mitigate know gaps in operational capabilities both internally to SEQR and externally across aligned but independent SEQR business units within Sydney Trains and NSW Trains directorates

Engaged to provide assurance across a significant portfolio of property improvement, maintenance management and green-fields construction projects, throughout Queensland. Provide project and program assurance to identify key risks and issues effecting project delivery in terms of time, cost and scope. Undertake delivery and closure activities across the portfolio of property projects, interfacing with the Property Division, contractors, architects, government and operating clients. Redesign the portfolio of works into more manageable and assure-able programs of work whilst defining an improved interface model for delivery to operators.

Engaged to provide ongoing program and project management assurance and governance services. Working closely with the Anglican Diocese of Brisbane CIO, AnglicareSQ Executive Director and Directors and Project Board, to develop industry leading best practices to improve the already high standrad of service delivery and project outcomes to its very large number of internal and external clients.

Engaged by the State Library of Queensland to develop a comprehensive and in-depth project brief to define and develop a business case for the development and delivery of Australia’s first public sector eLending platform and inclusive enterprise information management capability. The platform is the first of its type globally, which will allow both published and unpublished authors to upload and distribute music, books, verse, newsletters and literature to a community driven eLending platform at no cost and agnostic to device usability platforms. The project includes the recommendations and business models for the establishment of joint venture and secure licensing model with significant protection and usability of intellectual property and business asset protection.

Engaged by Seqwater , to refine an existing Program Management Office (PMO) within the newly formed Seqwater ICT Services division, working directly with CIO and Program Delivery Manager. The end-to-end engagement included the assisted re-development of a fit-for-purpose PMO that supported current business processes and enhanced project delivery across information technology, infrastructure, legal and organisational change which is supported by a robust PPM tool, green-fields project management framework and assurance process for all project types across five business areas.Key deliverables:•Integrated hybrid methodology combining PRINCE2 and PMBoK•Improved assurance processes including introduction of gates and assurance points•Establishment of clear and robust project governance•Integration and empowerment of newly formed Service Management business unit•Implementation of a web based PPM tool•Data migration of 900 existing projects, files and schedules, aligned delivery and business processes and integrated portfolio to program to project reporting capability•Development of customised project management templates•Revision and establishment of improved risk management framework•Integration of Asset infrastructure business unit with ICT project management methodology and best practices•Organisational change management strategy, plans and delivery•Enterprise information management strategy and capability for projects and programs.•Systems integration planning across risk system, ERP system (finance module) and HR system

Engaged to realign and deliver a highly secure and confidential operational and strategic reports and data sets for the joint agencies of Youth Justice and Child Safety as part of the ICMS systems development program. Upon engagement, the project had fallen well behind schedule and was failing to align with key software and system releases. The business relationship did not exist and the reporting projects failed to secure stakeholder engagement and establish any form of trust from the business and executives, including Associate Director General.My engagement saw the establishment of revised governance with a strategic overlay of executives from across both agencies and further in to the Department. The projects quickly established in-depth trust from all stakeholders resulting from “short wins” and immediate information management capability, previously unobtainable for three (3) years prior. The projects were moulded into a program of work and leads assigned to six (6) work steams with supporting analysts, testers and developers. Integrated working was established with information system and software development teams to ensure aligned by planned key releases for the duration of the projects. As a result all deliverables were achieved and information management capability exceeded, with significant information management capability and visibility across both agencies and seamless integration with the other primary care and management source systems.

Engaged to deliver a highly visible and political imperative of strategic capability, for the Whole-of-Government merger of the Department of Communities. The projects were part of the greater Stronger Information Program initiative directly endorsed by the Minister and Director General of Communities. The program and subsequent projects of which I managed delivered Enterprise Information Management, Enterprise Data Quality Management, Enterprise Reporting Framework, Enterprise Business Intelligence Capability and Enterprise Executive Dashboards. I was required to develop in-depth strategic relationships and liaise directly with senior executive levels of Associate Director General, Deputy Director General, Executive Directors and the Executive Management Committee, these projects and multitude work packages had an extremely high profile and are regarded as “critical” to the reporting and information management capabilities of the Department of Communities. These were all successfully delivered across late 2011 and June 2012 with formal recognition and appreciation from executives and project owners.

Engaged to deliver the Electronic Infringement Processing (e-Ticketing) Project as a joint project established between the Department of Transport and Main Roads and the Queensland Police Service. I was required to deliver capability to issue enforcement notices using an electronic device, which is capable of reading the New Queensland Driver’s License smartcard, whilst simultaneously establishing a flexible and re-useable integrated mobile technology platform across multiple agency architectures.

Engaged to determine an appropriate business model and underlying technology solution to improve data integrity by allowing jurisdictions to securely access identify and validate facial images and / or facial image templates at a National level.

Engaged to ensure the delivery of an enterprise, de-facto programme management office. Required to develop implementation and adoption of Daptiv PPM tool and establish new processes for function use of portfolio management works. Engagement also included the migration of existing methodology (On-Q) to PRINCE2 and incorporate the organization change within the delivery program management office and portfolio management tool.

Engaged by Coprporate Services Division as a senior project consultant to consult on the development of frameworks for the establishment of program management office, support by enterprise project manager (EPM) tool. The engagement included the development of PRINCE2 based processes and assurance frameworks, to enable the enterprise roll out of a corporate PMO.

Engaged to realign the align SAP ECC5 HR/ Payroll and Data Migration program, as a result of a external review. This included interfaces with the system developer, the contract owners and the external service providers. The role included aligning Queensland Health organisational change and training teams to align with the Vendor development teams and working with the third party service providers for payroll to ensure that the future state was both understood, transitioned and adopted as part of the HR/ Payroll program of works. This included the establishment of intergraded master schedules, redesign of delivery teams, repositioning of milestones and technologies and managing a large array of issues that have previous un-prioritised” and re-examining options for the payroll solution and providing recommendations.Enterprise-wide, business critical SAP ECC5 HR with interfacing payroll and rostering system implementation. The engagement included the management and directing of disparate work streams cover ICT, testing, data migration, ‘as is’ and ‘to be’ business requirements analysis, business integration, change management, training, communications and finance/ HR integration. Additionally the engagement required a close working relationship with a contracted prime delivery vendor in IBM and a Shared Services Partner and Corporate technology agencies.

Engaged by Clinical and Statewide Services to deliver a business critical project which included the re-development on an existing quality application originally created in Oracle design. Project included my appointed development team of seven, plus vendor acquired architecture team, my appointed senior business analyst and support staff of ten. The project was internally political and of the highest profile for Queensland Health, providing a solution to well publicised medical credentialing short comings in the government sector. Initial budget for project $1.5m plus internal support budgets of $1m.

Employed in Australia and Fiji to consult, evaluate and manage project programs as major contributing parts of a national tobacco leaf cost reduction production programs. Independent programs required delivery and systems development, delivery was strictly time tabled and tolerances on each program were limited to +5%-, and were seasonally restricted.Deliverables included seedling production innovation, ICT systems development to support innovative programs, change control through training and technical programs, social reporting and stakeholder involvement, systems review and update, quality management andquality targeting.