Design, implement and continuously improve Fujitsu's risk management framework which sets out and operationalises the risk appetite, models, policies, processes, standards and enablers for management of risk throughout the business in support of the achievement of corporate objectives. Report on the management of major risks to the Fujitsu Executive Risk Management Committee and ensure that the potential impact of any deviation from the company risk appetite is… Show more Design, implement and continuously improve Fujitsu's risk management framework which sets out and operationalises the risk appetite, models, policies, processes, standards and enablers for management of risk throughout the business in support of the achievement of corporate objectives. Report on the management of major risks to the Fujitsu Executive Risk Management Committee and ensure that the potential impact of any deviation from the company risk appetite is communicated.Manage a program of employee communication and training on risk and business continuity-related issues to enable risk and business continuity management to be understood and operated effectively across Fujitsu. Lead or champion all risk and business continuity initiatives and improvement programs across the company.Confirm that major risks identified from assessments and audits, incidents and industry information are managed correctly by the risk owner and stakeholders. Embed lessons learned and a continuous improvement culture in the management of risk and business continuity.Articulate a consistent description of Fujitsu's approach to risk management and of key business risks to external stakeholders (customers, current and future, certification bodies and regulatory authorities) as required. Design, operate and continuously improve a best practice Business Continuity Management System (BCMS) which sets out and enforces business continuity planning and management mandates, standard operating models, policies, processes, standards and enablers for business continuity throughout all business layers in support of the achievement of corporate objectives. Show less

Management of a team of project co-ordinators and project administrators to support the 120 project managers delivering infrastructure projects for Fujitsu’s clients in Australia. Provision of project compliance and governance across the 400 in progress projects. Ensure operational, delivery and financial metrics and key performance indicators are monitored and achieved.Review and recommend for approval or rejection project proposals and commercial agreements with… Show more Management of a team of project co-ordinators and project administrators to support the 120 project managers delivering infrastructure projects for Fujitsu’s clients in Australia. Provision of project compliance and governance across the 400 in progress projects. Ensure operational, delivery and financial metrics and key performance indicators are monitored and achieved.Review and recommend for approval or rejection project proposals and commercial agreements with clients.Manage and maintain the suite of Information Dash Boards used by senior management to monitor business performance.Act as an escalation point to support the business with negotiations / resolution on complex issues for areas of responsibility.Ensure delivery of strategic operational plans to agreed budget, within timescale and meeting internal/external customer/stakeholder expectations. Show less

Lead a team of project managers, engineers and architects to deliver IT infrastructure projects to client organisations. Clients I worked with included Victoria Police, Toyota and Amcor.Manage the account Profit & Loss to ensure the overall portfolio of projects delivered the Budget Revenue and profit margin.Identify opportunities to grow the revenue base by increasing our share of client spend across the IT landscape.

I led a team of senior Business Analysts, Business Managers and Business Support staff to provide commercial and business leadership to the technology teams and senior management that constituted the Network Engineering division.Provide business and commercial leadership to the Lines of Business in Network Engineering (NE).Leadership of a team of project and business specialistsProvide NE leadership as required with stakeholders, e.g. Finance team, Procurement and the… Show more I led a team of senior Business Analysts, Business Managers and Business Support staff to provide commercial and business leadership to the technology teams and senior management that constituted the Network Engineering division.Provide business and commercial leadership to the Lines of Business in Network Engineering (NE).Leadership of a team of project and business specialistsProvide NE leadership as required with stakeholders, e.g. Finance team, Procurement and the corporate business planning groups. Monitor operational, delivery and financial key performance indicators and identify reasons for any variance to target.Manage the Capital Program Investment Life-cycle to ensure provision of funding and expenditure is optimised and tracks to budget.Ensure resource allocations are aligned to the Program of Work, identify and resolve resource and skill shortfalls and bottlenecks.Review and endorse all business cases and change requests requiring Executive Director approval. Deliver cost savings by reducing expenditure with suppliers of technology support.Manage the project-reporting dashboard to ensure accurate and timely reporting of project status.Conduct project quality reviews on nominated high priority projects and programs.Provide the Executive Director of NE with a consolidated view of business risks and issues that may affect the delivery of the program. Show less

Provision of project support (both resources and processes) to the 200 project managers delivering the key IT & Network development and support projects across Telstra.

Provision of Program Management support to an application development and support group (80+ developers). Responsibilities included, risk management, resource allocation, program of work prioritisation, cost tracking and status reporting.

Responsible for all project related activities in the IT Department. Key activities included the 3 year IT transformation project which replaced or upgraded the IT applications used to support the business.

Responsible for the preparation of the management accounts for the New Zealand Division. Accountable for the completion of the New Zealand corporate accounts and the annual stock take process.