Neil Batie Email & Phone Number

Melbourne, Australia

• Senior Project Manager for Emerging Markets & Systems, with a $85M program of work covering Cloud services, Consumer Data Right and Regulatory change initiatives.End to end Project management of two projects, the first.
• Successful implementation of the first public cloud implementation within AEMO, supported by an high security and operational framework.
• In recognition of personal project delivery expertise, tasked with uplifting the quality of the rest of the program

Melbourne, Australia

• Large and complex portfolio of 120+ initiatives, delivering over $400M in annual benefit and responsible to the Group Managing Director for their monitoring and outcome achievement.This was a continuation of the.
• Program Governance
• Portfolio management
• Business Case review and support
• Senior Stakeholder interaction
• Business Transformation and Organisational Change

Melbourne, Australia

Execution Partner for the Small Business channel of Telstra. Establishing and running an effective governance regime for a small portfolio of 20 initiatives. Guiding and assisting initiatives from initial ideation and business casing through to the execution and subsequent tracking of actualised benefits to ensure that the business case outcomes were.

Melbourne, Australia

• Management of a series of large scale and complex projects relating to: Software development, application remediation and upgrade; System Integration; Infrastructure upgrade. Waterfall and Agile delivery methodologies.
• Toolkit Remediation ($8M). Application and infrastructure update of a top 10 business critical application, deploying over 70 servers in a resilient architecture, network re-design and secure connectivity.
• A multi-year program of Agile continuous delivery that worked closely with core business stakeholders and 7 internal applications to rollout 20 different functional deployments, providing tools to the field workforce.
• . Application and infrastructure remediation of a top 10 business critical application, including deployment of over 20 servers in a multi-site resilient architecture; integration with 14 internal and external systems.
• Application and infrastructure upgrade; systems integration with 10 systems; data migration; network monitoring capability; customer modem updates.
• Creation and publishing of an external systems B2B interface designed to work with Telstra Wholesale customers. Key points:

• Established and managed a Program and projects Management Office (PMO) for HCL AXON activity across Australia and New Zealand. Involved the definition and endorsement to the role and scope of the PMO then.
• Establishing scope, remit and staffing of Project Management Office for 18 consultants
• Introducing structured reporting regimeKey points:
• PMO definition and establishment
• Program and financial reporting
• Line management of 1 project support

• Project management for a number of application development, re-platforming and outsourcing initiatives, working with both internal staff and external vendors to achieve the outcomes. Was typically involved in the.
• Program management of outsourcing transition
• Project management (Scope/Planning/Risk/Issues/Finances/Change/Communications/Reporting)
• Application development, replacement, upgrade, virtualisation and new infrastructure
• Service Delivery Manager to re-establish support function and re-gain business trust
• Business Analyst (BA) Manager ( 20 staff ) for OSS functions

• Managed a two year program of work for Fonterra. Developed under intensive and rigid timescales, the Common Operating Environment program designed and built a standards based environment for the Desktop and Microsoft.
• Program and project sizes of $4M & $1.5M, both considered strong successes
• Subsequently employed by Fonterra based on the performance on the assignment with themKey points:
• Server deployments and migration
• Desktop/windows upgrade and deployment
• Vendor management and customer key contact

• Within the systems integration arm of Telecommunications company, responsible for the development of IT solutions for BT corporate customers. Project value of $8M and working to PRINCE 2 methodology.Primary project was.
• British Geographical Society national award for best project
• Executive Director award for Registry of Deeds project to recognise a successful delivery with a high level of customer buy in and satisfaction levels.Key points:
• Project Management to PRINCE 2 method
• Application development
• Digitisation of land searches

• Lead two teams (11 staff) undertaking application development projects (PRINCE 2 / AGILE) as well as the support and maintenance of internal business applications. These applications supported the Catering Management.
• Application lead
• Team management ( 11 direct and 4 indirect staff )
• Application development and support using PRINCE 2 based method
• Agile (DSDM) and Waterfall method
• Data Warehousing, system integration, CRM

• Team Leader, Project Manager, Account Manager within IT departments of the NHS, involved in managing the application development and support of custom developed application suite.Directly set up and managed a team of.
• Application lead ( Health screening functions )
• Team manager (14 staff)
• Established new office, trained staff and trained/rolled out development and management method ( PRINCE)
• Stakeholder management with National Screening Co-ordinator and contributed to screening strategy and planning

Northern Regional Health Authority