Lead the product roadmaps, linked to OKRs to link strategy to delivery.Lead the prioritisation process to ensure high value work each quarter is in line with the roadmap.High engagement with customers and prospects to win new, onboard and maintain great customer experiences.Lead a team of Product Owners who provide strategic leadership to their squadsLead an engineering function to ensure we innovate with our technologies to solve our customers problemsPrioritise funding to ensure we work on the most important things, with the highest ROIEnsure the customer and speed of delivery is at the heart of our decisionsEnsure key stakeholders (internal and external) know our roadmap and direction and feel part of the process

People manager of the development team (~35 BAs, developers and testers) that forms squads to promote agile ways of working. This involves supporting each person informally and formally through training, chapters and guilds. Account Manager for key supplier chain partners to ensure alignment with Genworths culture and processesPart of the agile transformation squad to support Genworths business agility aspirations

People leader for Project Managers in Genworth.Program Manager for a multi year IFRS17 regulatory program encompassing finance, actuarial, investor relations, data and analytics and implementation of a new sub ledger solution.Lead an agile project team to remediate customer and operational data resulting in significant capital savings for the organisation and new self serve capabilities for operations team.Lead the project formation, RFP and approvals for a new enterprise risk, compliance and customer complaints solution.Program Manager for Finance Transition, leading a number of technology and business teams for a new General Ledger, new Investment Administrator, Derivatives management solutions and Internal Audit partners and tooling solutions. This involved team formation, vendor selection, approvals at Board and implementation.

As program manager, I have - I recovered a number of digital transformation projects (1 a series of fixes to the existing Policy & Billing solution, 1 a new Policy solution and a new claims solution) by consolidating and recovering them as 1 program of work. I was asked to develop a business case, develop a schedule, budget and risks and lead the team. These projects are built on icare’s strategic platforms (Guidewire PC/BC, Sitecore, Mulesoft, Salesforce CRM, Okta, HP Exstream and onbase). After forming the team, I developed the schedule to be waterfall in structure but with agile cadences to improve productivity and collaboration. This meant completing sprint plannings, leading the scrum of scrums, develop vendor agreements (which were milestone and waterfall by nature), financial management and executive reporting to the SteerCo and portfolio management. All projects are now live, delivered on time and under budget.2. Lead a large culture and technology transformation project to introduce release management processes, automation and introduce DEVSECOPs into the organisation. This involved a large discovery on re-engineering how we utilise non production environments and manage deployments to those environments. Redefine release management in line with the Scaled Agile Framework (separate deployments and release on demand)Increase test and deployment automation, develop and communication associated processes , Introduce CICD and DEVOPS to the organisationIntroduce info sec into the CICD pipelineDevelop a tooling strategy that connects IT Ops tools (service now) to project management tools (Jira) and utilise release and environment tools (Enov8), andRemoving technical debt (which will impact our technical agility) by rebuilding the existing network utilising AWS native tools.This program is delivered in a full agile manner with a number of scrum masters and a project manager across 6 streams of work.

I lead a team to create and embed an enterprise release management cadence, environments management and delivery optimisation.The delivery optimisation stream provides executive reporting, analysis and metrics on project performance and embed the PMLC into projects.The environments team build, decommission, triage environmental issues and allocates environments to projects.The release team manage enterprise releases and supports agile release trains (ART) with environment, deployment and transition support. This is a role working with executives to monitor the pipeline of work and ensure it is feasible to implement the technology, work with portfolio, project and scrum managers and Release Train Engineers on progress and blockers. We utilise exisiting and dedicated scrum of scrums to ensure design, build, test and transition to run partners are considered and on track.

Implemented a reporting and governance structure fit for a complex structure and to allow, project, program and portfolio reporting. Chaired the Program Risks and Issues & the Governance Committee and ran risk workshops for project and program risks to articulate their risk profile. Developed and implemented a tool to capture risks, issues, actions, assumptions, dependencies, decisions, change requests, project status reporting and a scope traceability matrix. This “PM Toolset” allowed the various project managers in the program to document and communicate. This included training documentation, initial support and then decentralising ownership of different components of the tool to the various stream leads. Production of dashboards for Project Controls and the NGIS Program Summaries for the Steering Committee. Developed and Implemented the QA Framework, associated process, tools and the Governance Committee. This also involved the management of internal and external audits, and ensuring relevant ICAC recommendations were implemented. Restructured the PMO to meet the changing needs of the program Responsible for the leadership of the resource management team involving a significant change to the approach, style, processes and systems used. This improved resource demand management and cross utilisation of resources. Project Manager - Activity Based WorkingRecovery Project Manager - recovered a high profile failing project, with a revised scope, schedule and org structure. This involved a high volume of executive (CIO and board) reporting and oversight. Represent the program at a number of Enterprise PMO forums and workshops (dependencies, tooling, reporting and project frameworks). Requested by the Portfolio Director to provide additional project management to strategic initiatives and failing projects in the program.

This risk leadership role reports to the Consortium Director during the tender and project delivery of the $3.2Bn project to design, deliver and then operate the North West Rail Link. My role involves:• Developing a common risk approach and implementation across all parties of the consortium.• Promoting a risk culture that is consistent across an international consortium.• Developing early warning indicators and KPIs across all processes and impacts (cost, time etc) to inform senior management of areas of concern and the impact of their decisions.• Running workshops and reviews to maintain the risk profile of the project. • Considering all the complex interfaces and understanding related events across the consortium to be able to highlight potential scenarios and challenge suitability of mitigation measures.• Working with the project leaders to understand and implement mitigations to key challenges.

This secondment as a Pre-Contracts Manager focused on helping the team develop and implement a number a new initiatives. This role involved:• Development of the first ‘Construction Company’ Pipeline and associated tools and processes. This involved collating data across a number of systems across the Group and allowed senior management visibility of the potential work volume, by explaining a number of indicators. • Work Volume Plan Analysis. Evaluating the strength of the pipeline against business plan requirements and highlight potential ‘hot spots’ to offer the Managing Director and Executive Management Team insights to make informed, strategic decisions on where to prioritise the company’s efforts.• Prospect and Tender Approvals. Reviewed potential prospects and tendering opportunities to provide insights and information on suitability to the MD.

This role was a functional leadership role working on tenders, projects and businesses across Australia and NZ to transfer best practices and implement sustainable enterprise risk management in the organisation.• Developing risk processes for the organisation. Working with the business on the creation procedures, template plans and knowledge for the management system and intranets. • Training and Support – Creation of standardised learning modules to train various levels of the organisation on risk management, tools and systems. • Implementation - supported a number of tender, project and operations teams to help support and plan how to implement risk management in their area, such as Oil & Gas, Operations & Maintenance and Construction Divisions. This often resulted in presentations to the Risk Committee and other executives.• Business Risk Management – Working with Business Functions to consider risks and opportunities in change management projects, IT projects and business initiatives. This involved presenting at steering committees, holding workshops and communicating technical risks to business managers.• Assurance – joined the project review and audit teams to ensure acceptable risk practices and decisions were undertaken by the project and operations teams. I developed a project risk maturity model to give formalised feedback on the projects approach. • Strategic Risk - Data Analytics to enhance the strategic risk approach and Business Planning Process – I worked with the GM Strategy to identify techniques to stress test the divisions and organisations business plan and develop analytics to support and give indicators on our ability to deliver. • Risk Reporting – Development of strategic and operations risk reporting to articulate the risk profile of the organisation to executives and Leighton Holdings.

As Group Opp & Risk Manager my role was to manage the Group Framwork for Opportunity & Risk Management (GFORM), ensure compliance to it and also help the 32 Operating Companies (OpCos) around the world that make up the Group improve their sub processes and procedures.I project managed the software update to a bespoke risk management tool and also aided projects or OpCos that required bespoke solutions (due to client requirements etc).