Consulting and project/Program, procurement in IT and Telecommunication.

National Australia Bank (NAB) is one of Australia’s big 4 banks. Worked within the Credit Cards division managing a $20m portfolio of projects including integration with ATMs, point of sale technology, and compliance. Consulted with Senior management and Project Managers to agree vendor sourcing, contracts & delivery timelines.Key Achievements:Product & Project Management:• Successfully delivered the following 2 major key projects with aggressive timelines and received 2 acknowledgement nominations: • The new Tap and Go credit cards project introducing new cutting-edge technology. • The Visa Compliance Resolution project to ensure NAB Visa compliance meets banking governance legislation.• Consulted with senior management to prioritise business unit projects and vendors in line with business strategies and objectives, that are based on ROI, market positioning, regulation and reputational risk.• Implemented a new system & monthly RBA reporting process to meet ATM compliance requirements.Vendor Management & Negotiation:• Negotiated with software and hardware suppliers on complex contracts including new work contracts worth $2m and $5m and negotiated competitive deals. • Managed the performance of software and hardware suppliers and their delivery performance in line with SLAs.

The Australian Volunteers for International Development (AVID) program is an Australian Government initiative sponsored by the Department of Foreign Affairs and Trade. Worked in Tuvalu as a Strategic & Technical Advisor for 3 Non-Government Organisations (NGOs): Tuvalu Handicapped, Tuvalu Family Planning & Tuvalu Methodist Support.Key Achievements:Strategic Planning & Executive Coaching:• Developed and implemented 3-year strategic plans for each of the NGOs including a Program Management Plan. • Worked closely with leadership team and Boards to understand their needs and funding sources and created plans to ensure their financial sustainability.• Each NGO Board agreed the strategic goals and associated Key Performance Indicators to measure success. • Coached the GM for Tuvalu Family Planning on a strategy to enhance safe sex education on the island and created strategies to increase funding, created staff development and performance plans.• Coached the new GM for Tuvalu Handicapped to successfully turn around a dire situation and provide the strategy to create a new school.• Reviewed the P&L, met with education department funders to negotiate additional funds for 2 years.• Created a 3-year strategy including to develop a new school for the disabled with the Education Department.• Created an Environment Impact Plan and an Evacuation Plan for disabled island residents.• Identified and raised $1m capital funding and defined the scope for 8 major projects in the program of work. Governance:• Strengthened the financial and project delivery governance for Tuvalu Handicapped; introduced approval gates, level of authority and accountability for the Boards, General Managers and Project Managers.• Reviewed and refined the existing governance structures for Tuvalu Family Planning.

CommTel Network Solutions is a Value-Added Reseller providing Industrial and Carrier grade communications systems and services for 30 key clients across Utilities and Transport industries. Led a team of 20 to manage the Operations Systems and services which included product development, professional services and on-selling network management systems. Oversaw all business unit functions and P&L for: Contract, & vendor management, pre-sales, software product development, project management & after-sales support. Key Achievements:Leadership, Strategy & P&L Management:• Developed 5-year strategic plan to 2020 & 4 annual plans for FY2014/15, FY 2015/16, FY 2016/17 & FY 2017/18.• Revised organisational structure, systems, processes & people to cut client implementation from 6 to 3 months.• Increased sales with existing customers adding 10% revenue growth and with new customers resulting in 20% through product improvements.• Reached net profit target within 24 months.Client & Vendor Management:• Improved customer satisfaction by 90% over 2-years, improved client support service and revised SLAs. • Launched 2 new products resulting in extending the technical support contract by 3 years on some SLAs. • Set up formal vendor management, improved efficiency and quality, and cut costs by 15% on contracts.• Consolidated suppliers from 12 to 6, implemented 6 new SLAs, improving financial value by 12%.Product Development and Project Delivery:• Developed new customised products/services - Network Management Systems and Asset Management Systems.• Implemented formal end-to-end software testing & UAT process, reducing defects in implementation by 80%.• Implemented a new PMO and PM methodology to ensure all projects applied PMBOK best practice.• Increased P3M3 Capability Maturity Model (CMM) level for continuous improvement from level 1 to level 3.

VicTrack is a Victorian Government agency providing commercial, infrastructure and technical telecommunications products and services for government and private enterprise. It comprises 4 business units: Property, Telecommunications, Capital Projects & Business Services.Reported into CFO, led Contracts & Procurement PMO team. Managed $100m+ procurement budget and oversaw operational, capital and procurement projects resulting in 30% savings. Supported 15 account managers, 20 project managers, operations manager and IT manager with sourcing, product development and vendor management.Key Achievements:Procurement Leadership:• Created a centralised VicTrack ‘Contracts & Procurement’ function to improve efficiency and cut costs by 15%. • Restructured billing team and developed end-to-end invoicing processes.• Improved efficiency and accuracy of customer invoicing to reduce average debtors to 30 days.• Following successful enhancements in the Telco team expanded Contracts & Procurement PMO function across all business units, which improved efficiency and grew revenue across the whole organisation.• Established vendor management & a procurement methodology to roll out across all 4 of VicTrack’s units.• Set up Contracts & Procurement team to manage projects >$1m & provided advisory role on projects < $1m.P&L Management (Revenue & Cost Savings):• Worked with Product Manager to develop new profitable products & services to increase revenue worth:• Sold billboard advertising on train lines and successfully sold rights to a 3rd party which grew revenue by 20%.• Implemented project contracts to build Unified Communications and Cloud platforms and products. • Reduced category costs by 10% by creating commercial contracts to establish telco supplier network. • Achieved 10% savings on supplier contracts through strategic sourcing & vendor management in Telco business.• Implemented operational, capital and procurement projects resulting in $3m savings.

Fonterra is one of the largest exporters of dairy products in the world that markets, producers and distributes high profile brands such as Ski Yoghurt and Western Star butter globally.Accountable for developing business cases and realising commercial opportunities. Responsible for capital budget management, strategic sourcing (on a Maintenance, Repair and Operations (MRO) budget of $100m), and vendor management across 12 manufacturing sites in Australia. Key Achievements:Business Transformation:• Project managed the business transformation of a national $5m electrical contract and developed a new centralised inventory system across Australia, provided an annual saving of $500k. • Established and ran the tender to create a new centralised purchasing and inventory management system.• Ran pilot for the new system, confirmed its viability and subsequently rolled it out across all Australian sites.• Delivered annual savings of $2m via an innovation process for chemical sourcing, project managed the rollout. • Coordinated the innovations to be rolled out across the 12 sites around Australia leading a team of 3. • Value was based on technical and operating innovation that the vendor could provide each Australian site. Procurement & Project Management:• Increased the manufacturing capacity of major site by 300% through successful project management of 8 procurement contracts for a complex $24m project to expand the manufacturing factory over 18 months.• Worked with the Program Manager and led a team of 5 to deliver the technical procurement.• Managed 8 interconnected procurement contracts and conducted vendor management with multiple suppliers involved in the design and build of a new building throughout the project lifecycle.• Project managed 8 contracts for building design & construction, equipment, transport & installation.• Successfully ensured that the factory could meet the production capacity to fulfil a new nationwide contract.

RMIT is a large tertiary education provider with campuses in Australia and internationally. Managed high-profile IT projects, presented recommendations & outcomes to Vice Chancellor, Executive & Directors.Key Achievements:IT Strategy Development & Implementation:• Developed a web accessibility framework for online education, the first developed at an Australian University. • Implemented a 3-year strategy for a Learning Management System to increase revenue through online learning delivery, requiring stakeholder approval across all the business units within a complex organization. • Designed with HR a strategic restructure of the IT services throughout all RMIT TAFE and university campuses.• Conducted a feasibility study of the benefits of a restructure to reduce duplication of resources, documented the current and desired future states, created a change management plan and identified the ROI.IT Project Management:• Developed business case and project managed the implementation of an on-line recruitment system and support service, which reduced the recruitment lead-time from 3 months to 1 month.

Origin Energy is a national energy provider. In this role accountable for developing and implementing business cases, strategies, projects, risk management plans and managed the corporate program office. Consulted with Executive management to prioritise and assign business and capital resources. Used strong stakeholder management skills to share goals and initiatives across the 5 business units. Key Achievements:Project Management Office:• Oversaw the PMO with a team of 5 which delivered $30m worth of projects across the 5 business units.• Implemented the PRINCE methodology in the Project Management Office and across all 5 business units.• Implemented outcome-based Benefit Management process to measure project performance and lessons learnt in the program of work and ROI success post implementation. Increased accountability, delivery and resource use and clearly outlined the full cost of ownership for projects and improved ongoing operational support.Risk Management:• Implemented a risk management system for major Queensland power provider acquisition. • This reduced time taken from 2 weeks to 4 days to identify, report, treat, monitor and escalate a risk to executive management.

Began as Project Manager for ANZ Technical Project Services, acted as an internal consultant and advisor to the Board. Twice promoted to become a Senior Business Project Manager and then a Project Office manager within 3 years and identified as a talented employee. ANZ sponsored me to complete a Master of Business Administration. Key Achievements:Project Management:• Developed business cases and gained funding for and successfully completed 2 major projects: Customer Relationship management System (CRMS) and replacement of the Credit Management System.• Reviewed and consulted on 10 major projects worth >$5m, influenced management to revise approach/strategy.• Successful projects delivered according to business case increased by 25% across the organisation.IT Strategy Management:• Reviewed Samoa ANZ business & IT infrastructure strategy and successfully improved the business workflow, and reduced the operational costs by 10%.• Implemented a new disaster recovery system for Internet Business to reduce business downtime by 5%.