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 for the creation of a Microsoft Azure Cloud platform to support Consumer Data Rights within the energy industry and utilising an Agile approach with an external tier 1 vendor for delivery. The second project is introducing a regulatory and IT change for industry to enable easier switching of retailers for the end consumer. Key Achievements• 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 previous Execution Partner role but extended beyond Small Business, to Consumer and Digital Channels plus other Sales and Service departments. The focus of the program is to transform Telstra Sales and Service channels into a lean, modern state via process improvement, cost reduction and improving customer experience.Key points:• 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 achieved.

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 were used as appropriate to achieve the right outcome. Business areas serviced by these projects ranged across the Retail Order to Activation, Assurance and Work Force Management processes, along with B2B enablement projects for Wholesale customers.Major programs/projects in this period were:• 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 for customer connections and fixes.• . 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; deployment to Telstra field workforce across multiple countries.• 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:• Program management and Project management• Risk & Issue management• Financial control, reporting and delivery to agreed budgets • Business Case creation and support• Vendor management• Application development ( Agile, Waterfall and Hybrid ) - OSS and O2A related• Virtualisation / Cloud• Compliance to Regulatory, Privacy, Operational Readiness and Security requirements

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 implementation of governance; financial monitoring and reporting regimes. Achievements• 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 projects from the ownership and creation of the Business Case, through to the initiation, execution and completion of the projects.During the outsourcing of the IT function, was initially tasked to oversee the outsourcing partner’s development of a Service Management tool and then subsequently to Program Manage the remaining transition activity. This required the management and oversight of key contract deliverables that were due post outsourcing transition.A secondment as a Service Delivery Manager necessitated the set up and structuring of a new team working closely with business management, with the objective to rebuild the broken relationship between IS and the business unit. As well as developing the service to a level to meet business needs, it required strong communication, relationship and negotiation skills to more closely integrate with the business for a sustainable, on-going delivery model.Also held team management positions (up to 20 staff) for maintaining and developing a set of applications and also for leading a Business Analyst capability and the introduction of standard process for analysis.Key points:• 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• Application lead for quality applications ( 7 staff )

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 based back-end services and migration of the application set into the new architecture. The new solution tested 300+ applications and rolled out over 100 servers and thousands of PCs to all Fonterra sites and users. The final project with HP was for a District Health Board, to End to End Manage the replacement of existing Unix Servers into a resilient and clustered architecture and the migration of applications onto this. The project was primarily working with DHB IT staff but also contracting and managing DHB vendors for the migration and formal proving of the applications into the new environment. Achievements• 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• Customer staff management for project related activity• Delivery to agreed budgets and strong change management for scope or design changes

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 for the end to end management of the computerisation of Land Registry of Northern Ireland Registry of Deeds and digitisation of their entire service set.Achievements• 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• GIS / Mapping and digitisation of paper repository• Customer and stakeholder

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 and Customer Relationship Marketing departments within the airline industry. The most significant project featured the roll out of a complete Supply Chain solution based on best of breed products, where my team were responsible for the integration to existing systems and development of a data warehousing capability.Key points:• 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• Seconded to support customer rollout of Supply Chain solution by analysing and troubleshooting problems

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 14 plus rolling out an operating model for use of PRINCE, SSADM (Waterfall) Development and ISO9001 standardsKey points:• 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