I've recently embarked on a journey with one of New Zealand's foremost telecommunication suppliers, renowned for its innovation in design, construction, and cabling solutions. Taking charge of their Australian projects and design team, I've had the privilege to lead and collaborate with a really talented group.In this role, I directly reported to the executives and board, shouldering the responsibility of overseeing project staff, design managers, and our Land Access & Stakeholder manager. Moreover, I diligently managed the financial aspects, ensuring optimal cash flow and monitoring profit/loss metrics for each project undertaken in Australia.Guiding such a diverse and agile team was immensely fulfilling. However, despite our collective efforts, the Australian arm of UCG faced insurmountable challenges in late 2023, leading to its closure. Throughout this period, my priority remained steadfast in supporting our team members and the company as we navigated through this transition and onto the next chapter.

Retained at nbn to deliver industry strategies and review Tier 1 contracts. Smoothly launched a new contract model within first six months, which led to a new multi-million-dollar Tier 2 operational strategy in 2022. Currently leading multiple commercial workstreams a plan to overhaul customers’ fibre connections, targeting over $260 million of savings from 2023; a key part of nbn’s 12 Key Outcomes.

Invited by the Executive General Manager to run a delivery group, responsible for 40 FTEs, two multi-million dollar external contracts (both on and offshore) and the full ownership of business-critical processes and targets for the company in FY20. Successfully and effectively engaging with GM, EGM and above across the company, on a day-to-day basis, and accountable for workforce restructuring, modelling business needs/change and budget.

• Selected and now leading the data completions group consisting of two service providers (contract value $58m over two years, and 250+ resources offshore) and a further two onshore teams.• Accountable for the day-to-day operational management of four level 3 processes, covering all FTTX data premise data from the field to Ready-to-Connect, for Operations and Sales within nbn. Covering Design, As Builts, Quality Inspection, Asset Transfer with Telstra and Remediation work. • Consistent month on month delivery of targets against Telstra and nbn SLAs, without fail.• IN Q4 FY18, asked to lead the delivery work streams to ensure the FTTC product launch and then went on to exceed the EOY target by 25%. Tasks involved, establishing from scratch a virtual team and working in a high intensity (three stand ups a day, two steering committees a week) environment. Recognised by nbn’s CEO Bill Morrow as the most successful product launch to date.• Engaged and support directly the IOP, forecasting and reporting of the FTTX program to the EGM and COO level not only for my own department but also the Regional Deployment group• Act as mentor to one individual and have joined nbn’s formal mentoring program, whilst maintaining my own outside of nbn.

• Established and led a large group of four different teams/functions across two countries, accountable for all recruitment, development, H&S and achieving nationwide SLAs and targets for all RD programmes.• Instigated Right Shore, a structural change to NDQ through developing offshore capability, which saved nbn $1.2m in FY17 and doubled capacity for not only Telstra as builts but also its FTTX data programs.• Accountable for the realignment and improvement of business processes, transforming two disparate functions of as builts and Qi Desktop into one group, and being seen by Executives and GMs as the sole individual accountable for their performance and keeping them off the critical path for all programmes of work.• Expanded the scope of NDQ in FY16 by over 30%, driven by a GM target to keep the functions relevant to the business, thus developing a wide network of productive relationships.• Raising employee engagement scores for the NDQ group from 48% two years previously to 85% in June 2017

• Sought out by a previous manager to set up and manage the national roll out of fibre-to-the premise, based on previous successes and skill set. Then later asked by NT regional director to launch their Drops programme on top of BAU role. At handover to the local team, the programme had surpassed its FY15 target early.• Responsible for executive level reporting for the programme and on the panel for contractor selection, standing in a managerial level for the programme in periods of absence. • For FY14, led the regional teams to exceed the national Drops target by 12.8% from a standing start in 2013, budgeted at $27.8m, within the approved average premise/unit cost.• Instrumental in establishment of the nationwide programme with 14 different delivery partners; leading and owning the entire on-boarding process and ensure 100% started on time and to contract.• Scoped, managed and successful delivered two SC2 initiatives, both now operational and delivered value/tickets months ahead of the baseline (releasing over 14,000 new tickets into the Drops programme FY15

Portfolio Manager for Telstra's Professional Services, within Network Applications and Services• Starting in late 2011, hit the portfolio’s stretch target of $24million in revenue for FY12, two months ahead of year end• Lead a team of 20 professional project staff ranging from program managers through to project coordinators, permanent and contractors, in both NSW and QLD. Fully accountable for their performance, development and customer engagement at a senior level• Successfully manage the delivery of 88 concurrently running projects, valued at over $50 million, through the team and supporting third parties. Tracking to achieve the 21% growth required by the business for FY13.• On two internal surveys of employee engagement, rated over 90% for majority of KPIs by my own team and management• Have thrived in the group without a general/line manager since starting for the first six months and have been asked at director level to fulfil a number of sensitive general manager activities, including the full review of contractors across the group• Was asked to be part of the succession plan for the Professional Services General Manager, as their preferred stand-in/replacement

Portfolio Manager for OBP Northern Region, Optus Business CS&SAfter successfully managing the team of project managers, asked to move into a Portfolio Manager role at a key client of Optus. First year's revenue target was AU$6.6m which my team and I exceeded by AU$1.9m at year end.Scored "1", the highest possible score within Optus individual review process, for my business and leadership achievements for the financial year 2010-11.Currently accountable for the entire portfolio covering business cases, recruitment, project management governance and escalation point/mentor for the team - which includes permanents, vendors, contractors and sub-contractors.Vendor management for the portfolio, covering Cisco and NICE, to ensure customer requirements and expectations are met.Selected to head up the team of 10 professional project managers for NSW and be key in constructing a productive and successful department.Regularly stepped in for the Regional Manager, representing OBP NSW at senior levels.Within weeks of starting at Optus, implemented a radical review, which resulted in my project manager team now consistently delivering twice as many services and revenue compared with the previous year. My team managed over 120 projects valued at $60 million p.a. in that year.

Leader in managed networks and hosting for blue chip enterprises and the public sector. Acquired by Sky in 2005 for its advanced DSL network, to provide next generation broadband, for domestic and commercial markets.Project Manager for Complex & Public SectorHead hunted to join the high revenue project management team, firstly to personally manage the then largest single customer project in Easynet - a 416 site bespoke network for a Surrey County Council, providing broadband to schools, worth £24 million in revenue over three years.Managed the ramping up of work to complete the 416 site roll-out programme, working with rival telecom provider BT and selected a new installation contractor ahead of the in-house team. Successfully liaised with individual schools, the client's project board and Easynet's own Managing Director to move the project forward. On leaving Easynet, all schools had broadband connectivity with 98% of them having a second back up broadband connection in place and upgraded routers.Successfully delivered the company's first global IP network for SSL International. Covering China, USA, Europe and the world's largest condom factory in Bangpakong, Thailand. Contract valued at £12 million over three years.Successfully project managed the trial of roadside/bus shelter DSL services, never done before in UK, to support CCTV for a transport company, GMPTE. Now a large 100+ network is being planned.Covering a colleague's extended leave of absence on a Transport for London's project, utilising cutting edge DSL technology. Was able to hand back with the project ahead of schedule.Supported the development of documentation within the project office and mentored one of my own team members who is now a successful project manager for IBM.Lined up to move into Senior Project Manager role in 2007.

Dynamic pan-European telecommunications company providing voice, data, bandwidth and hosting solutions.Project Manager for Customer ServicesAsked to join the Customer Services Project team, delivering bespoke and large customer contracts/programmes across Europe, USA and China.In final year, successfully delivered 16 customer solutions and three internal projects with a combined revenue of £3.8 million and was able to bill clients £58,500 in project manager charges.Delivered a project for Royal Bank of Scotland ahead of schedule, resulting in a customer commendation and a score of five out of five on the customer satisfaction survey. Also enabled earlier billing of the client.Asked by senior management to be the first in the company to complete the APM's accreditation process. Successfully completed the APM Professional examination and Practitioner Qualification, a three-day assessment with a 50% failure rate.Customer Project Manager for European Network & Services Promoted to Customer Project Manager, covering a range of technologically complex projects (IP, SDH, MPLS).Successfully project managed the move of two repeater sites on COLT's Long Distance Network. A highly technical project involving a large amount of co-ordination/control of contractors and engineers, within a 12 hour window in the middle of the night.Project Co-ordinator for New City Builds Personally managed COLT's first pan-European customer project, DANTE, €80,000 under cost and on time. Managed a virtual team across Europe, latest technology testing (10 Gigabit), and developed the customer relationship for the benefit of operational continuity.Responsible for the on time and to budget delivery of a 21km fibre optic network in Copenhagen, Denmark, at a cost of €4 million (£2.5m). Covered all stages of the project and managed local resources in Copenhagen.

Promoted after successfully completing the TW graduate programme to Projects Manager for the company's Metering Contracting Group. Oversaw three teams, their group leaders and 62 employees to deliver TW's Metering Strategy and objectives; covering the group's forecasting and performance reporting. Plus representing the group in strategic discussions Delivered all ten capital metering projects worth £6 million in both 1999 and 2000, ranging from large commercial customers to individual domestic housing, and managing the four related installation contractors. Created detailed operation information to aid infrastructure planning and strategy for TW's commercial venture to provide clean water in Indonesia.

Quickly offered a permanent position and funding for a nursing degree.Highly responsible role, covering one-to-one care, report writing and preparing patients' cases for tribunals.Quickly accrued a working knowledge of nursing and the Mental Health Act.Excelled in an efficient, close knit team with nurses, doctors and managers, in a range of mental health wards.