As the Principal of Fusion, I have Program Managed and driven with the client significant transformation programs. There is no repeating formula on how you succeed in enterprise transformations. At the heart it is a deep understanding of how a business operates, what drives it's relevance in the market and analysing the situation with clever techniques and real facts. To be a leader driving innovation you need to draw on any number of skills and experiences: business acumen, being insightful, simple language, challenging the way a business works, strong and trusted relationships and being practical, to name a few.Two examples of significant programs I have led since establishing Fusion are the separation of a state electricity utility and a significant Enterprise Resource Planning (ERP) based transformation.Separating four electricity organisations threw up no shortage of challenges given the diversity of the four businesses in their culture, corporate strategies and size of organisations. These four dis-aggregated businesses requested the services of a senior change consultant and Program Manager in Nick Gray and Fusion to complete their physical separation. The scope included all IT applications, IT services, commercial contracts, service agreements, infrastructure and personnel. Nick led a team of consultants responsible for delivering a complex change program for the four businesses including the splitting of a significant ERP platform.The second notable transformation program I have led was the transition of a complex heavy equipment business from a legacy ERP platform to an industry leading ERP product. Many of Fusion's engagements position our team on the client side ensuring that the technology product lands well in the business and that real value is realised by the organisation. The team I led worked between the business and the supplier configuring and customising the ERP platform using core ERP processes to drive a successful change program.

Nick has been leading the business, of a large Victorian Agency, through a major Digital Transformation Program. This government agency maintains significant scale and transacts approximately 50-60% of all of Victorian payment transactions, with major payment transactions exceeding 6m in number per year. The Digital Transformation Program is introducing a number of digital products and services through a customer portal offering. With the renewed focus on the core customer base, the Program is also implementing an industry leading strategic CRM platform. As the Agency have two broad divisions, operational and, registration and licensing, the Program has an opportunity to integrate many disparate customer processes ultimately for the direct benefit of the customer and their experience.As with many digital programs, the definition of what digital means to a customer cohort, and an organisation serving those customers, varies significantly. In the end, it is the many customer segments or personas driving different engagement experiences culminating in tailored products / services and preferred channels for generally time-poor customers. This Program has been challenged and succeeding with engaging both the Agency divisions serving the end customer and also the end customers, who are both businesses (150k) and individuals (3.5m).

Strategic Asset Management and Business optimisation - using VROC's unique ability to scientifically predict equipment failure, the opportunities for an organisation to benefit across its operations and corporate services are significant.VROC understands engineering is the engine room of large equipment operations. Understanding the links and how a organisation can benefit from predictive asset management means corporate costs can be reduced and profit improve. This applies across the entire operations of a business as well as direct benefit to staff through improved health and safety and risk management. Our experience across engineering and operational improvement programs uniquely positions VROC advisors to improve supply chain, asset investment and management, asset maintenance contracts and suppliers, corporate risk management and Occupational Health and Safety.

Four years with Ernst and Young (EY) in the Perth, WA based consulting practise provided a more formal setting to lift my program management and strategic advisory skills. Whilst at EY there were a number of signature engagements both strategic advisory and large scale transformational in nature. One such example was the Electricity Reform Program at Western Power Corporation in Western Australia which dis-aggregated a major utility into four separate energy organisations in nine months. In a blended team approach, I led the IT program made up of 10 projects creating or dis-aggregating 300 applications and databases (including a significant ERP platform), establishing transition service arrangements and establishing quasi-independent infrastructure for each new organisation. Over the four years with EY programs included significant advisory and strategic development projects, business improvement engagements and a major sourcing strategy development. This has provided me with a breadth of programs and direct client experiences with many organisational cultural challenges, highlighting the importance of and skills required to up-skill and grow client capability, and quickly assessing the issues critical to a program being successful.

My seven years with Merrill Lynch (ML) were highlighted by four years on global assignment in the New York area in the USA. ML had a desire to diversify its non-US revenue through a Global Expansion Program over three years deploying a three tiered client service strategy during the period the internet became a viable technology for financial service products. I was tasked with implementing a client information strategy supporting customer centric sales processes, regional contact centres (Siebel CRM) and new banking systems across three global regions as part of a program with a budget in the order of US$125m. Following this program I was asked to launch a parallel international Wealth Management Technology Platform Program to leverage the considerable investment in the US based program. The initial phase of this program completed a significant business case outlining a compelling case to implement a variation of the US platform to all international offices.