Michelle Wade Email & Phone Number

Melbourne, Vic, Au

Responsible for PMO Management across transformation programs delivering Tabcorps six strategic pillars in addition to the Separation program involving the separation of the two business entities of Tabcorp and The Lottery Corporation.

Melbourne, Victoria, Australia

The 3S (Simpler, Smarter, Stronger) Optimisation program is broad ranging in nature and brings an enterprise approach to collection and co-ordination of disparate activities occurring across Tabcorp. Looking at how the business units and functional areas operate, what is working well for each business unit/function and what the pain points are, in order to fully deliver on the company strategy. ► Responsible for leading, managing and assisting with delivery of the 3S Optimisation Program. Encompassing management of all project elements along with any process improvement activities.

Melbourne, Australia

Established in 1991, DWS is an ASX listed IT professional services company that develops innovative solutions for Australia's most demanding organisations.► Responsible for providing high level chargeable services to clients in IT related solutions.► Evaluates client needs, often contributing to IT direction.► Applying sound judgement using a good understanding of broad business issues.► Accountable for work assignments including the planning and coordination of resources to complete assignments.► Liaise with stakeholders, managing expectations.► Specialist knowledge coupled with strong analytical skills and recognised as a leading expert in specialty area.► Effectively coaching others.

The Centralise IT Procurement Program looked to address the issue of non-existent global purchase guidelines, centralised or pooled purchase of IT goods and services and no consistent global/regional vendor agreements. The program looked at making savings by centralising IT goods and services purchasing, renegotiating current software licence management, review of current global printer fleet to look at ways savings can be made and setting up contractor and consulting services panel to leverage economies of scale and better control spend.► Contributed to building the project charter and creation of processes to support the program as well as the cash flow for 2 years to be presented to the CIO for approval to proceed with the Business Case. ► Work with the global team in Procurement and IT on setting up a centralised IT software purchasing process allowing better control of spend and forecast accuracy with a predicted saving to the business of over $32k. ► Led analysis on current end to end process of printing, co-ordinating stakeholders from North America, Europe and Australia to look at ways to reduce footprint globally and save on current contracts leading to potential savings of $50k. ► Engaged comms team to roll-out education piece to all staff on ways to reduce printing.

Melbourne, Australia

Provide Business, Financial analysis and Governance for the Cost Out Program which is to Deliver $136m of sustainable cost improvements over 3 years by March 2020. This program is part of the overall objective to operate more efficiently to increase investor return, reduce costs for customers and become top quartile performer in its three core networks electricity transmission, electricity distribution and gas distribution.► The Cost Out Program is an initiative that has an enterprise wide reach which involved working extensively across the whole of the business and liaising with all levels including the CFO, GMs, PMs, Stakeholders and Finance Business Partners. 103% of the Cost Out target was achieved with a final value of $139.6, I also contributed to the delivery of $46m in cost saving initiatives for FY20 alone.► Reports to Board, MD level and to the Cost Out Program Director delivering credible, meaningful and actionable analysis of cost and performance data on a regular basis and at times ad-hoc as required.► Ensured Governance standards were enforced and maintained. Making sure all the right finance and GM approvals and due diligence adhered to as we move through each of the Stage Gates to achieve our target of $136m.► Assisted in the internal auditing plan resulting in implementing changes to our governance process where it was deemed that additional controls needed to be enforced to better monitor benefits with the responsible GMs and finance.

Melbourne, Victoria, Australia

Responsible for successful management and integration of initiatives and interdependencies between programs within the Technology Division, including ensuring program delivery of a $20M+ Cost Out project pipeline and 16 Strategic Change priorities for FY18 and FY19. The Technology Division of AusNet Services comprises approximately 300 permanent staff and contractors and is accountable for IT systems supporting critical energy infrastructure.KEY CONTRIBUTIONS► Co-ordinated the strategic planning of the capabilities and initiatives for the whole Technology Division FY19 Change plan, prioritising 16 initiatives to enable and manage the future of the division to ensure delivery on the Customer and Financial outcomes required by the organisation. Creating monthly reports to be presented to the Leadership Team Steering Committee for decision making and tracking purposes. Managed the tracking of the 16 initiatives and the associated capabilities with each initiative.► Led the implementation of the Portfolio and Program management (PPM) tool titled PFHQ (Project Focus Head Quarter) for the Technology division. The tool is used to standardise processes for the Cost Out program of work enabling reliable analysis and collective management of current or proposed projects. Responsible for UAT, data validation and quality control checks for all of the Technology projects. Super User for the Technology team meant users in the Technology team came to me for assistance as first level support. I was able to call on previous UAT experience enabling me to highlight any bugs and enhancements early on. The thorough testing and validation meant that from the business perspective we were ready for Go Live and the key learnings from the Technology launch helped reduce effort and errors for the other parts of the business that followed.

Melbourne

Provided Project Management discipline to Organisational Development (OD) Program Office. Responsible for overall coordination, implementation, execution, control and completion of medium to large projects ensuring delivery via OD governance and compliance processes.KEY CONTRIBUTIONS► Led the implementation of a market leading mobility system to enable the business to manage end to end life cycle of an international employee transfer. Management of regression, integration, UAT and training for the mobility system. Created the support model documentation then initiated the first Phase of the interface to Go Live.► Implementation of Virtual Instructor Led Training (VILT) technology that gives the ability to deliver Instructor Led learning virtually providing better reach globally and an aligned learning experience any where, any time from any device for potentially 30,000 users nationally and more globally. This program will benefit the business through financial benefits initially of $500k with ongoing benefits of $100k per month primarily in savings on how we deliver our training utilising VILT (as opposed to face to face delivery), ► Identification and collaboration with vendor of VILT to overcome a global fault associated with the integrated audio technology within Adobe Connect. This resulted in Adobe fixing the fault and completing a roll out globally to other customers.► Successful implementation of the Skillport8 software into Telstra’s Learning Management System, led to increased users of the Skillport8 system enabling staff to access a free resource to assist in learning.► Contributed to the successful launch of three of Telstra’s top talent programs for the Chief Talent Office. High potential Directors (The Charge), General Managers (The League) and Graduate Alumni (The Dynamic). Resulted in improvement in job performance and over 100% Return on Investment (ROI) across all three cohorts .

Provided Project and Program management support across a number of key initiatives that were part of the overall Leading strategy. Management of key learning resources and tools used by stakeholders to interact with the Learning and Development department. Provided support through reporting and tracking of process compliance training. KEY CONTRIBUTIONS:► Led the redesign of the “Learning at Telstra” portal including the verification of all information on the portal for relevance and currency. The redesign ensured the alignment to the line of business strategies. Management of communications to key stakeholders throughout the project. Some of the key successes of the project includes Reduced websites from 6 to 1, pages reduced from 407 to 323, images reduce from 2227 to 141, files reduced from 725 to 23► Implemented process improvement for an innovative virtual learning tool to ensure that all users were able to access the technology with ease and had the correct qualifications to provide a great user experience for all learners of the tool.► Development and delivery of a new Corporate Induction Program; the program provided new employees with a superior welcome experience to the organisation. Throughout the life of the program feedback was received and sessions with key stakeholders were facilitated to ensure continuous improvement.► Provided reporting support relating to usage or intranet for L&D senior managers.

Collaborate with business managers in determining opportunities and requirements for training. Work closely with business teams in the development of a cost-effective training plan which addresses current and emerging operational, technical and sales skill needs and accreditation requirements, ensuring agreement with all key parties to the plan. Determine and leverage the most cost-effective means of delivering various training programs utilising a range of delivery modes including on-line learning, training through Partners and internally facilitated training programs.KEY CONTRIBUTIONS:► Responsible for delivery of Project Enterprise which was a 3 year $3 million dollar training collaboration between Telstra and Cisco to get 104 technical staff accredited in Cisco qualifications. ► Delivered operational processes to support the strategic direction of the Sales Curriculum and Competency Framework.► Developed a suite of competency assessment tools and facilitated the delivery of assessments with consultants and vendors.► Continuous Improvement | Regularly sought and used feedback on team performance to continually improve the customer experience.► Created and presented reporting dashboard, financial and management reporting.► Built and updated Enterprise Learning webpages, specifically the Technical Accreditation Webpages► Pivotal role in creation of the “Operations Manual” which enabled the teams to have a clear and succinct document for all our processes.

Commenced with Telstra in 1992, moved up through various roles including Team Leader in Telstras Mobilenet National Activations Call Centre heading up the Security Deposits team then moved on to various IT roles including Service co-ordinator of Executive IT Support.