Roles: Chief Information Officer and Digital DirectorCoca-Cola South PacificFEB 2016 – PRESENTChief Information Officer and APAC Marketing IT LeaderCoca-Cola South PacificFEB 2016 – NOV 2017Coca-Cola South Pacific is a regional subsidiary of The Coca-Cola Company providing marketing, commercial, financial, human resources, IT, legal, and strategy services, including to company bottlers such as Coca-Cola Amatil.As a member of the Coca-Cola South Pacific Senior Leadership Team, I am responsible for delivering IT and technology strategies to support the South Pacific Business Unit and bottling partners such as Coca-Cola Amatil.In South Pacific, I lead a team of internal and external contractors to deliver solutions for the business. Coca-Cola has IT delivery centres dedicated to leveraging delivery capabilities in Singapore, Bulgaria, Atlanta, and Mexico. These centres build and deploy solutions and provide a combination of onsite resources to business units. Between February 2018 and November 2019, I also assumed the responsibility of establishing, recruiting, and leading the APAC IT Marketing Team with resources across China, India, Japan and Australia to support marketing initiatives across the region. Beyond my responsibilities in the South Pacific, I am also a member of the Global IT and Digital Leadership communities where I play a key role in shaping Coca-Cola Global IT and Digital strategies and plans. My reporting lines are to the South Pacific Business Unit President, the APAC Region Chief Information Officer, and the Global Chief Digital Officer.

Craveable Brands, formerly Quick Service Restaurant Holdings, is an Australian corporation with over 580 restaurants in Australasia, including Red Rooster, Oporto, and Chicken Treat.I was responsible for managing IT strategies for developing and implementing new technology practices to support the restaurant network and promote sales in competitive markets with a team of 50. This included stabilising the implementation of the Micros Point-of-Sale (POS) system across 480 Red Rooster and Oporto facilities nationally and engaging the global Hospitality Group to access resources for risk management activities. NOTABLE ACHIEVEMENTS• Established the online ordering and loyalty platforms for Red Rooster and Oporto. This included developing home-delivery services for Red Rooster, resulting in a 10 per cent increase in sales per restaurant and yielded data metrics for consumer analytics as well as new sales channels.• Developed and implemented new sales tools for the Business Development Team as part of a digital transformation program which significantly improved performance management reporting against service level agreements (SLAs).• Implemented a standard POS solution across all 580 restaurants in the entire enterprise portfolio. • Transitioned all IT Services from On Premise to AWS Cloud as well as network, call centre, marketing, and sales operations to Cloud SaaS, driving significant changes to the way the franchise managed its network.• Renegotiated contracts with key service providers, including a 90 per cent reduction in POS software paid by restaurant owners annually.

Treasury Wine Estates, formerly part of the Foster’s Group, is a multibillion-dollar global winemaking and distribution company.With the Global CIO of Treasury Wines Estates and the support of the Executive Leadership Team and Board, I successfully designed and led the demerging of technology from the Foster’s Brewing Group, forming one of the most successful Australian multinational businesses in the last decade. A focus on simplicity and quality partnerships gave the group the technology capability to grow its value and share price considerably post the demerger from Foster’s.After demerging, I was responsible for establishing and directing teams in Australia and America to achieve commercial, marketing, and technology outcomes for all global operations. The team of 40 resources, with 20 based in Australia and 20 spanning the United States and Great Britain, delivered a range of projects that contributed the success of the organisation.NOTABLE KEY ACHIEVEMENTS • Successfully led the de-merging of Treasury Wine Estates from the Foster’s Brewing Group. This was a multiyear global project that covered Network, Application, Data, and Support capabilities across all aspects of the business from vineyards and manufacturing to frontline sales and marketing. The IT demerger was delivered 12 months early and more than $20 million under budget.• Collaborated with the Chief Marketing Officer and Brand Marketing leaders to establish a Digital Marketing Framework guiding investment in brands based on Geography scope, size, and profitability.• Established IT Marketing and Commercial capabilities access APAC, Europe, and the Americas based on a marketing framework to support the business operations in those markets whilst leading teams in Australia, New Zealand, California, and London.

NOTABLE KEY ACHIEVEMENTS• Collaborated with the Executive Leaders of the Foster’s Group and Treasury Wine Estates to facilitate the division of the global businesses spanning processes, applications, data, infrastructure, and networks. This was delivered under a $10 million budget and one year earlier than scheduled.• Established architectural models for Information Technology landscapes between the two groups for pre-separation and post-separation perspectives, spanning over 400 applications; over 100 global sites; and thousands of physical devices and necessary integrations.• Deployed a project plan made up of several streams of work designed to successfully separate the businesses by supporting the transition from pre- to post-separation models, which were adopted by IBM to deliver the separation program of work.• Developed and delivered a project cost model with integrated attributes for complexity and size to establish baseline costs for the IT demerger.

NOTABLE KEY ACHIEVEMENTS• Established a Global Corporate Intranet (GCI) to consolidate data from large-scale regional sources in a SharePoint repository. This included creating teams and project sites to manage data sharing.• Implemented Nintex Forms and Workflows for the GCI to digitise processes for recruitment; contract procurement, risk analysis, taxation, legal, and IT approval; travel request; and supplier management.• Deployed an internal social collaboration platform through Microsoft Yammer, which was adopted by global business units to support corporate communication.• Delivered Master Data Governance processes to establish ownership for key data areas of Item; Customer and Consumer; CoA; Supplier; Employee; and Location with over 100 data standards identified.• Delivered data cleansing processes to identify non-conformant data against standards which was integrated into business-as-usual (BAU) activities to drive organisational continuous improvement.• Successfully negotiated key principles, such as ‘Faster, Cheaper’ from the Foster’s Group to enable the business to implement new technologies as opposed to previously agreed ‘As Is Where Is’ principles. This provided the group with a significant head start as a newly listed company without outdated technology systems.

Foster’s Group Limited is a multinational producer of alcoholic beverages in five major segments and licenses international brands such as Corona and Asahi.Reporting to the Chief Architect, I led the core team of Enterprise Architects to design and deploy a program of work consolidating all IT systems into a single platform spanning all components of the business value chain: Viticulture; Supply (Wine Making and Logistics); Finance (AP, AR, R2R); Customer Relationship Management (Customer and Consumer); and Marketing. NOTABLE KEY ACHIEVEMENTS • Established a Global Information Strategy to support the broader organisational change programme to reduce costs and drive future growth. • Developed the group IT roadmap, scoping statements, and high-level architecture for the global Technology Transformation program. • Implemented Master Data Management including ownership, roles, processes, and technology to support continuous improvement for data quality.• Collaborated with the PMF Program Manager to define a Performance Metrics Framework with Senior Executives within the organisation and implement solutions to measure agreed KPIs.• Designed and facilitated the implementation program for Service Oriented Architecture based on Oracle SOA Suite 11g, which involved mapping services to business processes.

Medibank is the second largest Australian private health insurance provider.Reporting to the CIO, I was responsible for designing and building a fit-for-purpose strategy spanning Architecture and the PMO function to support the group. I led a team of eight once established and drove a capital multimillion-dollar budget, and additionally delivered IT environments on a multimillion-dollar budget for GL; FS-CD; Oracle People CRM; and the iMed Claims Processing engine for a $112 million project.NOTABLE ACHIEVEMENTS• Collaborated with Senior Executives and wider stakeholders to develop the board-approved IT Strategy supporting an IT investment of $200 million over five years. This strategy provided a solid platform and a framework for business growth spanning four main areas of Front of House applications; Network; Back of House Applications; and Data.• Established target state architecture for core systems such as Claim Processing; Customer Relationship Management; Image and Process Management (Workflow); Small Systems Capability; and Data Warehouse.• Launched a PMO and Project Centre of Excellence based on Prince 2 and championed the training and certification of all Project Managers within IT to ensure better control over CapEx and OpEx spend. • Established Data Governance and a Conceptual Data model for Private Health Insurance, and appointed a C-Suite Level Owner for domains such as Finance, Claims, and HR to action data changes with the overarching model driven by the Data Warehouse project.• Developed and implemented an Image and Process Management system to significantly fast-track and automate manual steps within the paper-based claims process.

NOTABLE ACHIEVEMENTS• Collaborated with project and infrastructure teams to plan, procure, and implement critical system resources for Server; Storage (SAN); Network; and Desktop services across Data Centres and the local branch network.• Coordinated with the Architecture, Legal, and Procurement teams to deliver contracts supporting fit-for-purpose environments at the right price point. • Established several ITIL processes for Work Request and Release Management; Change Management; Problem and Incident Management; and Defect Management supporting a large-scale claims processing project.• Appointed as a member of Project Governance Committee deciding key elements for all areas of design, development, and implementation planning.