Byson Group is a boutique construction company with a portfolio consisting of a range of contemporary, provincial and architectural builds ranging from single homes to medium density projects.This role owns the ICT and PMO environments within Byson Group. The role is responsible for the creation and execution of the group’s ICT strategy including operational expansion and stability as well as running the Project Management Office to ensure all projects are co-ordinated, run to schedule and within budget expectations.Achievements: • Strategic Planning and Delivery – Developed short and long term technology roadmaps aligned to company strategy• Vendor Management – Managed commercial and operational relationships with external technology and construction vendors/suppliers providing commercial efficiencies of circa 28%• Project Management – Built consolidated holistic view of projects to streamline activities and trades – providing operational and commercial benefits

ZircoDATA is one of Australia’s leading Records and Information Management service providers, with 14 sites located across Australia.This role encompasses leadership of a small in-house team of IT and OT specialists as well as the management of multiple vendors. The role is highly strategic focussed, responsible for the creation and execution of the company Information systems and Technology strategic plan and technical roadmap.Achievements: • Strategic Planning and Delivery – Developed a contemporary and business-aligned Technology Strategy and enablement roadmap• Vendor Management – Managed commercial and operational relationships with all external technology vendors to ensure delivery and create financial efficiencies• Security – Created and oversaw delivery of enhanced IT security systems and applications across the environment, initiated and led ISO-27001 implementation project• Governance – Identified gaps in IT governance and implemented programs to ensure ownership, correct change management and commercial efficiencies across technologies• Training – Created and implemented a company-wide training program encompassing technologies used across the business to improve efficiency, capability and user comfort across IT&S.

This role encompassed leadership of an in-house team in addition to the management of multiple vendors to ensure stable IT and Communications across the entire environment supporting up to 4000 staff.Achievements: •Strategic Planning and Delivery – Led the development and implementation of the ITC strategic roadmap that aligned with corporate strategy and direction•Ownership of ITC support function – Enabled and supported a strong ITC support team to deliver outstanding customer service and maintain a stable IT environment. Led programs of improvement within the IT team to increase customer satisfaction by over 65%.•Vendor Management – Managed commercial and operational relationships with all external vendors to ensure delivery within contractual obligations and grew partnerships to support the ITC environment•Governance – Developed and led governance processes for all ITC systems and projects to ensure compliance and compatibility with the agreed ITC strategic roadmap•Operational and financial improvements - Led and implemented a considerable change in Microsoft licensing to provide a greater ROI and allow for greater in-house ability to deliver projects and functionality via tailored low-code solutions resulting in faster deployment speed and lower cost of delivery.•Business Stakeholder Management – Established and fostered strong relationships with all internal business units. Gained a strong understanding of the business requirements to develop plans to allow ITC to support the growth of each business unit. Acted as “interlock” between the business, ICT team and vendors•Fiscal Management – Developed and managed the ITC operating and capital expenditure budgets and ensured delivery met expected targets.•Project Management – Approved, prioritized, and managed projects and the project portfolio as they related to the selection, acquisition, development and implementation of information systems.

PLUS ES is a premium provider of end to end metering services and infrastructure solutions for both large and small markets across Australia Achievements: • Vendor Management – Managed relationships with all external vendors to ensure seamless delivery of ICT services into the Plus ES operating environment. Monitored and reported on vendor charges to maintain alignment with contractual requirements and business outcomes• Led Agile delivery – Performed the role of Scrum Master for identified feature products. Drove teams to complete assigned stories and assisted in solving issues preventing completion. Facilitated daily scrum meetings and ensured that all epics and features were delivered on-time and within budget• Contract Management – Established contracts with onboarding vendors and performed regular contract reviews with all vendors. Achieved cost savings for the business whilst maintaining, and improving, standards of service from all external vendors• SLA Management – Worked with all vendors to ensure that services were delivered within agreed timeframes and within agreed costs. Ensured that Service Level Agreements were adhered to by all vendors and that the SLAs were written to provide the correct levels of service to each business unit.• ICT Support Management – Provided a single point of contact for escalated ICT issues within the business and sought solutions from ICT vendors. Facilitated opportunities for collaboration between vendors to provide holistic ICT solutions that benefited the business units and streamlined operations• Continuous Improvement – Provided strategic solutions to business issues that enabled the business to thrive and grow. Ensured that all relevant vendors worked collaboratively to develop and implement strategic solutions and drove each vendor to be pro-active in their attitude to improvement.

This role and the one below were performed at CSC and into DXC following the merge of CSC and HP-ES. CSC Leadership role across client delivery and then regional leadership of Service Management at DXCAchievements: • Delivered YoY reduction in operating costs of 12% across region• Significant direct people management of over 80 staff located across ANZ & Asia with voluntary attrition of <3% across 3 years• Led the development and implementation of Strategic plans and initiatives resulting in increased client satisfaction of over 25% and reduced operating costs as per above (12%)• Designed and implemented the strategic improvements of Service Management components of Automation project providing an additional 7% cost reduction across operational delivery• Led major Transformation/Change Management - Merged Service Management teams from three large organisations (CSC, HPE-ES & UXC) across the ANZ and Asia regions to create a single organisation to provide consistent processes across all client environments.• Obtained operational efficiencies and cost reduction while leveraging the best skills from all groups to provide continual service improvement

This role and the one above were performed at CSC and into DXC following the merge of CSC and HP-ES. CSC Leadership role across client delivery and then regional leadership of Service Management at DXCAchievements: • Delivered YoY reduction in operating costs of 12% across region• Significant direct people management of over 80 staff located across ANZ & Asia with voluntary attrition of <3% across 3 years• Led the development and implementation of Strategic plans and initiatives resulting in increased client satisfaction of over 25% and reduced operating costs as per above (12%)• Designed and implemented the strategic improvements of Service Management components of Automation project providing an additional 7% cost reduction across operational delivery• Led major Transformation/Change Management - Merged Service Management teams from three large organisations (CSC, HPE-ES & UXC) across the ANZ and Asia regions to create a single organisation to provide consistent processes across all client environments.• Obtained operational efficiencies and cost reduction while leveraging the best skills from all groups to provide continual service improvement

HP Enterprise Services provides IT Managed services and systems globally across a broad portfolio of industries. Roles included leading MIM across Asia-Pacific and Service Management across A-NZAchievements: • Increased client NPS ratings within area of responsibility by an average of 35% across 42 accounts• Reduced Major Incident volumes by 47% year-on-year and reduced MTTR of Crisis events by 64% year on year• Delivered regional and cross-functional cost efficiencies of 32% YoY• Built strategic frameworks to create operational efficiencies and drive improvements of delivery• Using LEAN principles, developed and deployed a Daily Operational Review System. This resulted in stronger collaboration across functional support towers, reduced unplanned outages and improved speed of delivery for Resolution activities and planned change routines• Through the creation and implementation of delivery improvement programs, reduced Major Incident volumes by 47% year-on-year and reduced MTTR of Crisis events by 64% year on year