POTENZA works with Business leaders to improve operational performance and efficiency through the implementation of robust technology and operational solutions that create a sustainable competitive advantage and bring business dreams to life through• Intelligent Automation• SAP Consulting• Data Analytics

BGC Consultants provides companies and family enterprises with strategic advice and implementation guidance on complex business problems and opportunities.The experience and expertise of our people are the levers that will take your business to the next level.Regardless of whether your project requires setting and delivering a new strategic vision, introducing new technology, enhancing sales enablement and performance or gaining productivity and efficiency improvements, BGC has a project team that is ready and able to help.At BGC Consultants we take a partnership approach on every project we undertake. Working with you, not just for you.

Leading the team for all customer facing delivery of complex products and integrated solutions across the Equifax capability set as well as go-to-market for new products, new client on-boarding, audit response and internal business transformation

Managed the Payments Assurance Program delivering technical and operational resiliency across Westpac’s High Value payments ecosystem.Incorporating transformative platform refreshes of Global PAYplus (GPP) and Swift Alliance Access (SAA) coupled with the delivery of a environment wide payments transaction monitoring and tracking and an end-to-end operational review covering all key payments processing systems.

Direct the portfolio of infrastructure and systems refresh and reliability projects within Westpac Institutional Banking supporting Debt Markets, Treasury, FX, Risk, GTS and Finance.Managed the consolidation of the portfolio including governance, reporting, information management and implementation methodology.Negotiated the portfolio funding position to close funding gaps and secure senior executive endorsement for the continuation of major system upgrades.Assembled and successfully integrated large, diverse teams comprised of multiple delivery groups within the bank and external providers.End to end responsibility for the delivery of the: - Murex replatform from 2.11 to 3.1 (including complete underlying platform and infrastructure transformation). - Loan IQ replatform - PROMIS replatformConsultancy to, and delivery management for, numerous other WIB technology initiatives.

With responsibility for data network delivery across the Westpac enterprise, managed a large and diverse portfolio of network related projects and programs. Included transformational and new capability on the corporation’s domestic and international networks, data centre capability and enhancement, refresh and resiliency, capacity upgrades and system remediation.Negotiated growth of the portfolio from $9m to $29m in under 12 months while only doubling the size of the team by identifying new programs and projects that would add significant value to the business.Transformed an under-performing group into a high performance team through coaching and mentoring to elevate the competencies of existing staff, exiting staff that did not respond to development and selecting high calibre additional team members.Secured $23m in funding for the expansion of the scope of the bank’s Data Centre LAN refresh program.Improved collaboration between the delivery, design and operations functions of the Telecommunications team which increased efficiency and quality.Met all stretch cost recovery, budget, operational acceptance and incident targets in my first year in the role.

Managed the delivery of all telecommunications projects for Westpac through a team of 32 comprising five delivery teams with budgets of up to $40m at any one time. Addressed issues associated with inadequate project control and integration between projects by re-organising delivery teams into streams based on the nature of the governance required, appointed Program Managers to lead each stream with accountability for coordination within and between teams, re-defining reporting mechanisms to increase transparency and the ability to roll-up the portfolio and introducing standardised tools and mechanisms across the portfolio to ensure delivery consistency.Expanded the project team from 19 to 32 over 18 months while maintaining 100% billable recovery by steadily growing the project portfolio. Delivered the refresh and transformation of Westpac’s Australian network, including the migration from legacy to next-gen network systems without business disruption or impact.Delivered a refresh of all network hardware across 690 Westpac sites without business disruption or impact.Managed the complex logistics associated with installing thousands of routers and switches by negotiating logistics management into the provision of services from a deployment third party, which significantly reduced costs and ensured an excellent outcome.Addressed the change issues associated with the implementation of new IP telephony technology across bank's branch network through on-site training and support, comprehensive training support materials and a review and feedback process.

Managed a $22m portfolio of projects for the Westpac accountIn managing the Cisco Wide Area Application Services network acceleration combined with a Branch Hardware Refresh incorporating the replacement of all router and switch hardware across 690 sites, resolved technical difficulties with the initial iteration of the new platform through an escalation and consultation process with senior Cisco account and service representatives to provide access to support and resources not previously available in Australia.Replaced Westpac's WAN with a next generation network which included re-structuring the data centre network cores. Managed the transition of the telecommunications services and infrastructure of the BT Financial Group, incorporating the end-to-end migration of all functions, staff, infrastructure and offices without disruptions to BT business operations or Telstra operational teams while generating an additional $1.6m in revenue.Addressed challenges associated with BT’s reluctance to participate in the transition process by clearly articulating the outcomes and options to BT, adotping a consistent and persistent consultation and education process to demonstrate the that pricing and other benefits could only be derived from adopting the same operations and engagement mechanisms.Managed a portfolio of infrastructure projects in support of the outsourced contract between Westpac and Telstra.