🔎Overview-------------------As CEO of Supercharged Offers, I transformed a bootstrapped startup into a leading real estate marketing firm by leveraging data-driven insights, AI-powered tools, and a hybrid XaaS (Anything-as-a-Service) model. Focused on strategic growth and operational excellence, I fostered a culture of continuous innovation and positioned the company at the forefront of real estate marketing.✅ Responsibilities-------------------✔️ Defined and implemented the company’s strategic vision, aligning with evolving market trends and customer needs.✔️ Spearheaded digital transformation efforts and launched AI-driven tools, including Buyer Finder, which markets properties with 6 clicks and in 60 seconds.✔️ Cultivated a collaborative and forward-thinking team culture, encouraging innovation across all levels.✔️ Built and maintained strong relationships with stakeholders, investors, and the board, ensuring transparency and trust.✔️ Optimized resource utilization and enhanced operational efficiency by 80% through the implementation of Data Processing as a Service (DPaaS).🏆 Achievements-------------------🏅 Launched innovative products like Insight Finder, Pipeline Builder, and Brand Builder, solidifying Supercharged Offers as an industry leader.🏅 Built a vast, data-driven infrastructure with a comprehensive property database, revolutionizing real estate marketing strategies.🏅 Developed a U.S.-wide Automated Vacant Land Model, significantly improving lead generation and offer delivery for landowners.🏅 Streamlined real estate investor sales processes, reducing transaction time from 48 hours to 55 seconds through digitization and data analytics.🏅 Scaled the business with a subscription-based model, driving consistent year-over-year revenue growth and establishing a scalable business framework.

🔎Overview-------------------As the Digital Transformation Lead at Suncorp Group, I spearheaded a large-scale initiative within the Chief Data & Transformation Office (CDTO) to overhaul the company’s digital infrastructure. I led the transition from five service providers to one, optimizing systems and enhancing performance. This strategic role focused on modernizing technology, driving efficiency, and aligning capabilities with long-term business goals.✅ Responsibilities-------------------✔️ Directed the Digital Transformation program, integrating new technologies to streamline business operations and improve efficiency.✔️ Worked closely with senior leadership, facilitating C-level discussions to align digital initiatives with Suncorp’s strategic business objectives.✔️ Developed and implemented comprehensive transition plans, improving systems, processes, and data management across multiple business units.✔️ Led the consolidation of 956 applications and assets, improving the overall technology stack while eliminating redundancies.✔️ Executed 40+ complex migration waves, ensuring minimal disruption and seamless transitions to a unified IT infrastructure.✔️ Managed cross-functional teams to enhance service delivery and align technical capabilities with evolving market demands.🏆 Achievements-------------------🏅Achieved a 30% year-on-year cost reduction through consolidation and transition from multiple service providers to a single optimized vendor.🏅Reduced batch processing times by over 380%, significantly improving operational efficiency and data flow across the organization.🏅Delivered $10 million in annual savings by implementing predictive data analytics and optimizing technology processes.🏅Reduced operational support response times by 20%, improving service levels and internal efficiency.🏅Pre-sales Team Member contributing to Successfully negotiating a $20M outsourcing deal, streamlining operations and driving significant cost savings.

🔎 Overview -------------------Cleanaway is the 4th Largest Fleet Company in Australia and a Top 25 Global Waste Management Company. My role at Cleanaway was to lead a Digital Business Transformation for Financial and Shared Services.► Purpose-------------------Deliver an organisational restructure and consolidation of ERPs and associated processes, systems and master data, to deliver benefits, in line with the strategic roadmap.► Responsibilities-------------------⚑ Developed the overall strategic integration plan for Financial Services as they transform to the new "To-Be" state.⚑ Delivered a transformation program that touches every function of the business; from purchasing, finance, human resource, through to operations and technology, sales and marketing.⚑ Comprehensive process re-engineering and defining workflows.⚑ Integration between the core ERP, CRM and Data Management system and processes and stakeholders.⚑ Consolidated site based Administrative and Operational teams to a state-based structure.⚑ Decommissioned legacy systems as a critical enabler in simplifying the business and reducing operating costs.► Achievements -------------------✔Realised a $10m operational cost benefit through the Consolidating of 29 unique Customer Data Sources, 29 unique Service sources and 5nseparate Invoicing systems✔Delivered an Operational Management System (OMS) business case and proof of concept to save the company $50m in costs and multiple efficiency benefits.► Key Capabilities-------------------Analytics | Organisational Change | Big Data | CRM | ERP | Electronic Workflows | Automation

🔎 Overview -------------------Toll Group is a Transportation and Logistics Company. Toll Operates a Network of 1,200 sites across 50 countries, with an Asia Pacific focus. I was engaged to Lead a Transition Program which included contract development, consolidation of Service Desk functions, transferring support for core applications and infrastructure to the outsourcing partners.► Purpose-------------------Simplify and Consolidation of IT for the Global Transport and Logistics Organisation across multiple Divisions & Business Units and Validation of the IT infrastructure and application services that will be outsourced to Infosys and Optus.► Responsibilities-------------------⚑ Implemented a new Service and Innovation oriented IT organisation servicing the global business, managing relationships and delivery execution across multiple Divisions and Business Units across numerous geographies and locations⚑ Determined who, in Toll IT, our partners need to meet with to validate their knowledge and ability to manage the agreed IT infrastructure and application⚑ Transferred detailed knowledge to our partners to enable them to maintain the agreed IT infrastructure and application services.► Achievements -------------------✔Developed and negotiated all Transition and Transformation Contract Schedules on a successful outsourcing deal worth $86m TCV.✔ Developed the overall strategic Transition integration plans for ICT Services as they Transition out the as-Is state.► Key Capabilities-------------------Transition Strategy | Contract | Outsourcing | Vendor and Client Relations | Service Desk

🔎 Overview -------------------Hewlett Packard (HP) offers worldwide IT, Technology & Enterprise Products, Solutions and Services. My role as a Transition and Transformation (T&T) Consultant was responsible for the development, congruency and integration of the T&T plans and relevant pursuit materials for the overall Deal as part of the Pursuit phase (sales support, contract negotiation, due diligence activities and T&T planning). ► Purpose-------------------I was also accountable for the successful transition of the operational responsibility for the Business and IT Services and from the Customer to HP, plus the successful transformation of the Customer's transitioned environment using the designed solution to improve service levels and reduce ongoing operating costs significantly.► Responsibilities------------------- ⚑ Led the overall Transition & Transformation team during Pursuit and T&T phases of the deal.⚑ Established and ensured that appropriate T&T processes are adhered to (such as reporting, risk management, lessons learned, quality, escalating, communications) as listed in the Statement of Works⚑ Managed the Transition Program for all HP functions (MS, HR, Procurement) and coordinated all the PMO internal and external project activities⚑ Ensured that all T&T Project Plans are consistent, congruent, and integrate with the overall Deal Project Plan and Customer T&T Plan⚑ Participated in HP's mentoring program, facilitated the professional growth of multiple individuals by sharing knowledge and insights► Achievements -------------------✔ Requested as the lead Transition Consultant on a $1B + TCV Pursuit, with a Transition CAPEX and OPEX of $170million ✔ The Transition Leader on a Successful Pursuit worth $20m TCV, I then Transitioned from the Incumbent Service Provider one month ahead of schedule and 12.5% under budget.✔ The Transformation Leader on a Successful Pursuit worth $65m TCV.

🔎 Overview -------------------Hewlett Packard (HP) offers worldwide IT, Technology & Enterprise Products, Solutions and Services. My role as a Regional Production Engineering Project/Program Manager is to own the end to end implementation and Transition and Transformation of infrastructure management services for outsourcing customers on to the SRA (Standard Reference Architecture) process and toolsets.► Purpose-------------------My function handles all new customers in the APJ region and across the functional domains for Service Desk, Server, Network & End User management.► Achievements -------------------✔ Successfully delivered the Cross-Functional Transformation Program for Downer in Four Months, on time and budget. The Program included all core Service Management Tools, People, Processes and Service Desk✔ Successfully delivered the Service Commencement Projects for Elders in Two Month weeks, on time and budget. The project included all core Service Management Tools, People and Processes✔ Promoted within Two Month of starting back at HP, where I performed and maintained Two positions for Six months► Key Capabilities-------------------Service Management | Service Planning | Service Design | Service Delivery | Service Operations | ITIL V3

🔎 Overview ------------------CenITex provided integrated & reliable Information & Communications Technology Products & Services to Victorian Government Agencies. My role as a Transition Manager is to own & deliver all business & technology transition activities end to end.► Purpose------------------Project Inside has the responsibility to transition some Victorian Gov. IT Infrastructure contracts and services into CenITex. Those customers included ten agencies and their associated portfolio agencies.► Responsibilities------------------⚑ Responsible for the Transition Planning function including the development and maintenance of all policies, processes, standards, template and guidelines to support the operating model.⚑ Facilitated & contributed to the definition of the requirements, processes & tools for Transition Planning and ongoing support.⚑ Monitor Service Transition changes, issues, risks & deviations including tracking progress on actions and mitigation of risks.⚑ Role model in all day to day activities with exemplary leadership, ethical behaviours & display appropriate judgement in staff, service and financial decisions.⚑ Development & delivery of a single, integrated ICT infrastructure service⚑ Built constructive & value-creating relationships with customers, staff, stakeholders & vendors⚑ Undertook formal quality reviews of the Service Transition, release & migration plans, including post-transition monitoring & transition activity reviews in accordance with the quality management plan► Achievements -------------------✔ Established Transition Plans & coordinating transition activities across the services, vendors & target service delivery teams.✔Ensured compliance with CenITex policies, procedures and compliance obligations, including the provision of a safe working environment.► Key Capabilities-------------------Transition | Contract | Vendor & Client Relations | Service Desk | Service Management | Service Operations | ITIL V3

🔎 Overview -------------------Hewlett Packard (HP) offers worldwide IT, Technology & Enterprise Products, Solutions & Services. My role as the Global Program Manager was empowered to manage the consolidation & transformation of 45 HP Enterprise Service sites in the Asia Pacific & Japan. ► Purpose-------------------This program consisted of a multimillion-dollar portfolio and spanned across 11 countries. The Global Workplace Initiative Program was commenced to reduce the operating cost of HP Enterprise Services and included the consolidation of all Trade IT Infrastructure, Real-Estate & Employees.► Responsibilities-------------------⚑ Created Regional PMO and applied structure, process, and procedure to control operations and changes to performance objectives.⚑ Reported weekly on health and progress to the Global Program Director & Executive Sponsors⚑ Verified and validated the Program, ensuring adherence to standards and alignment with the vision⚑ Provided HP GRE and HP IT high-level vision, goals and objectives are aligned with HP ES business growth strategies and adjust the scope via change control⚑ Led direct team of 5 and utilised up to 40 resources from various global matrix towers⚑ Managed the overall cost envelop for the region, including both the integration and business-related expense and provides global roll up forecasts and actual prices maintained at a site level, forward-looking plans that allow adequate planning and risk management.⚑ Continuously assessed performance; research and develop new capabilities; and systemically apply learning and knowledge to the Program► Achievements -------------------✔ Turned the program status from Red to Green and completed the consolidation of 17 significant sites on time and within budget. The result is a $60m per annum saving.► Key Capabilities-------------------Real-Estate Relocations | Data Centre Relocations | Employee Relocations | WFRs

Senior Project Manager on the EDS led oneMeridian $1.3 billion SOEasy Singapore Government deal. I was engaged to deliver the in escalation Public Key Infrastructure project. This was a highly complex class A security project, most activities needed to be videotaped and observed by several independent witnesses. Also a high visage project that required bi-daily meetings with the customer Program Director. I took full ownership of all factors and dependencies of the project and delivered the end to end solution within the Release 1 pay millstone.-------------------

Senior Project Manager empowered to manage the transformation of 12 Global Mining Sites and successful delivery of the $8 million Data Centre solution within the Asia Pacific region. This was an extremely complex program, as the Site Project Manager was responsible for the delivery of all technologies across each of the business towers. Sites located in Australia, China, Hong Kong, India, Philippines.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Technical hands on Project Manager engaged to successfully deliver an end to end Antivirus solution for a customer that is in escalation. Applied PMBOK methods to utilise a standardised approach and assist with a successful delivery. Worked closely with key stakeholders and managed the technical relationship between HP and the customer. Frequently monitored and reported on all aspects of the project and enabled an open communication forum, to ensure customer satisfaction, which resulted in the project delivered on time and within budget.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Seconded to establish a Wintel Support Tower for a HP Global Solutions Centre. I bestowed global methods and implemented standard process for supporting Wintel Server Infrastructure. Worked with key internal businesses and end user representatives and provided business and technical input, solutions and recommendations to deal with new pursuits. I also aligned local expectations with operational policies and processes that are compliant with HP and industry standards.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Technical Project Manager providing solutions for a global transformation. Responsible for diagnosing and troubleshooting complex technical issues that occur during the project. Applied subject matter knowledge to solve common and complex business issues within established guidelines and recommend appropriate alternatives. Exercised independent judgment within generally defined policies and practices to identify and select a solution. Also provided direction to team activities and facilitating information validation and team decision making process.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Wintel Subject Matter Expert providing high level server support across multiple HP Projects and Customers. Responsible for diagnosing 3rd level technical issues, that occurred within the environment. Also provide deep technical support to Asia Pacific and European Teams. Applied subject matter knowledge to solve common and complex business issues within established guidelines and recommend appropriate alternatives. Managed projects of diverse complexity and scope. Exercised independent judgment within generally defined policies and practices to identify and select a solution. Acted as a project lead, and provided direction to team activities and facilitating information validation and team decision making process. Ability to handle unique situations.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Responsible for delivering global infrastructure projects in Argentina, Indonesia, Mozambique and Oman.Appointed as the single point of contact for all Information Technology related requests and issues. Also reported directly to the Chief Financial Officer and provided strategies for developing the IT department to accommodate the global growth of the company.-------------------

Online 2000 Project Team Member, performing a Windows 2000 PC refresh and Application Packaging deployment to 1000+ desktops. Also provided 3rd level onsite server and workstation support as required to 4500+ Holden Automotive Manufacturers Employees during the project.-------------------

Respected team member of the Mayne IT Helpdesk and supported over 500 sites, 600 servers, 5000 workstations and 15,000+ employees. Responsible for the IT helpdesk database and case logging systems with over 20,000 active users. Ability to communicate at all levels within the organization, provided reports directly to the CIO.-------------------