I am very proud and humbled to have worked with an amazing team at Triple Zero Victoria. During my engagement we successfully delivered a global search, complex procurement and contract engagement stage to position Triple Zero for the future Next Gen CAD solution. This will position the program to structure a successful delivery execution stage. Next Gen CAD is the most critical system build in the history of emergency communication and dispatch services within Victoria, and will be designed to serve the Victorian community well into the future.The Computer Aided Dispatch (CAD) system underpins the Triple Zero service. It is a vital part of the call-taking and dispatch process and getting emergency services to Victorians in times of need. Triple Zero’s operators care deeply about the critical emergency service they provide the Victorian community. They work closely with partners in all emergency service organisations to ensure people get the help they need in their emergency.

National role to initiate a Digital Health practice for RPS. Coupled with business development of the Victorian based project management practice.

Lead role in the establishment of the Body Worn Camera project. Pivoted to academic research and analysis on the benefits that a body worn camera delivers to reduce occupational violence and aggression.

Lead Delivery Director for the following programs:- Intelligence Management System- Mobile Technology platform- Body Worn Camera In excess of $250m governement investment to modernise Victoria Police. Mutli award winning program of work

As the Executive Director of Delivery and CIO, I not only established this successful consulting and technology services firm but I was also the influence for the success and growth over the 10 year period. As the sole Director I had oversight of successful programmes and projects delivered during this period demonstrating a strong capability to produce results and tangible benefits. An example of the types of programmes and projects delivered for large Federal Government, State Government, Local Governement and large blue chip organisations are listed below:• ERP implementations and business change programmes;• Enterprise Architecture Future State and Transition Plan development;• Microsoft SOE Desktop upgrade and legacy systems migrations;• Network Upgrades and VOIP Upgrade planning;• Major security and systems outage recovery for a large essential service;• Governance and PMO development, establishment and ongoing execution; • Business aligned ICT Strategy development and Investment planning ;• PC, Server and Infrastructure upgrade planning and execution;• Strategy to Benefits realisation planning and reviews;• End to end 24/7 Managed Services implementation delivery for multiple clients; • Staff and Team development and mentoring;• Vendor and Contract management strategy and ongoing management; • Stakeholder engagement and Relationship development;• ICT Services assessment and transitioning; and• Data Centre provisioning and business continuity planning.

I was approached to lead the RFP evaluation of the Digital Metering Programme within South East Water. This was to ensure full probity and consistency of work effort resulted in fair and considered assessment of all the responses. Key responsibilities and achievements included:• Developed the assessment process to assess the market responses;• Coached and mentored key personnel in tender processes and probity adherence;• Developed and executed the Evaluation Plan signed off by all the key stakeholders and assessors; including Victorian Government probity office;• Conducted vendor Q&A sessions;• Managed the evaluation team’s assessment of the responses; • Facilitated scoring workshops ensuring a “1 seat, 1 vote” open dialogue that removed the seniority of individual influence; and• Developed the staged maturity scoring that allowed operational weightings then strategic consideration applied to separate teams reflective of participant’s role within the organisation.

I was approached by the CIO to recover 2 complex projects in trouble (Call Centre Replacement system and Enterprise Data Warehouse). Early in the engagement I was then requested by the CIO to undertake the Head of Solutions Delivery role reporting to the CIO. This included overall accountability for all ICT projects with programme and project managers reporting directly into my office, including the establishment of the PMO. Key responsibilities and achievements included:• Member of the IT Leadership Team that developed the new operating model for ICT;• Identify capability gaps across all delivery streams and introduced improvements; • Oversight of all the projects and programmes of work, including 12 programme and project managers;• Strengthened the PMO following assessment of the current PMO and provided oversight of the development of the new PMO model;• Vendor and Contract Management;• Internal service provider engagement, portfolio and relationship management;• Establish appropriate governance structures and reporting processes, in particular working with the EPMO management team to initiate improvements in visibility, reporting and business engagement;• Quality improvements across all PMO management services;• Stronger stakeholder engagement and recover business relationships; and• Key input into EDPR (funding) submission.

On invitation by the Head of Project Delivery and as a short term assignment I initiated the Widows 7 Upgrade project in preparation of the establishment of the broader project team. Key responsibilities and achievements included:• Developed core artefacts and governance overlay for use by the broader project;• Guided the development of the business case; and• As the lead resource for the contracted vendor, Eventra, I had overall accountability and oversight of the highly successful Microsoft SOE upgrade initiative across the Health Department.

The PCEHR system is a key element of the Australian Government's national health reform agenda, designed to provide better health services and outcomes for all Australians. I was invited to undertake a role to assess delivery and agile capability, current processes and practices and then implement capability improvements to reduce the overall risk of this high profile national eHealth programme. My efforts resulted in significant capability improvements including active engagement with senior cross agency stakeholders. Key responsibilities and achievements included:• Identify capability gaps across all agile streams and mentor / introduce improvements; • Vendor and Contract Management (Accenture and Department of Health and Aging);• Improved Internal service provider engagement and relationship management;• Established appropriate governance structures and reporting processes;• Quality improvements and PMO management services;• Led the engagement with the Federal Department of Health and Aging to ensure consistency of information flow, executive decision making and Ministerial reporting;• Led the daily scrum brining greater engagement and connection within the broader teams• Stakeholder engagement including trusted advisor to NEHTA executive; and• Key liaison with medical professionals and practitioners to facilitate clearer understanding and benefits of project disciplines and processes.

This role was a Director level engagement leading selected vendor, Eventra, in the broader technology (SAP upgrade) and SAP competency initiative on behalf of the Bureau of Meteorology. This also entailed providing advisory services across a broad range of business functions being introduced into the Corporate Directorate (specifically Enterprise Architecture and EPMO) and recovery of a separate programme to upgrade the Bureau’s SAP system. Key responsibilities and achievements included:• Programme Director EBS Programme;• Led an investigation into the programme progress being led by the external vendor;• Led negotiation with the external vendor to deliver the programme;• Led development of alternative delivery options;• Develop programme governance, support team structure and delivery approach;• Negotiate with key service providers to compliment the Bureau’s internal team;o Develop the new business unit to support the merged instance of SAP;o Implement the Go/No-Go approach as part of the key programme governance; ando The programme was delivered within the time-frame agreed and budget with the steering committee 6 months from time of approval.

I was invited to undertake the lead role of the first phase of the $750m Joint Project 2077 (JP2077) 2B.1 to replace the current logistics system within Defence. Responsibilities were the day to day delivery of the programme together with PMO establishment and operations.The objectives of the programme were:• Develop and implement a new logistics system, MILIS, for all Defence including integration with financial systems and 30 plus disparate critical legacy systems;• Incorporate current ADF specific modifications into the baseline; • Train 9000 Users (9000) to a proficiency level measured against this proficiency; and• Transform the business operations to conform to the new business model and processes.Key responsibilities and achievements included:• Management of the overall JP2077 2B.1 project budget of $135m;• Contract Management with values ranging from $millions to $10’s of millions; • Vendor Management across multiple key suppliers (Mincom, KPMG, SMS, Deloitte);• Internal IT service provider engagement and relationship management including CIOG;• Established appropriate governance structures and reporting processes, including reporting through to Ministerial and Prime Ministers office’s;• Develop programme governance, support team structure and change programme;• Quality improvements and PMO establishment and ongoing PMO services;• Senior Stakeholder engagement and management across a very complex and hierarchical organisation and government related agencies;• Manage the delivery of all aspects of the programme including programme scope, risks, integration, issues, benefits and financials;• Direct management and coaching of more than 20 Portfolio, Programme and Project Managers; and• Ensure 30 plus legacy systems were upgraded, and in some cases reverse engineered, to interface with the new logistics system.

• Analysed business requirements and realigned proposed technology investment;• Developed White Paper on ICT service provider’s capabilities and maturity within the Aged Care industry; and• Board presentation on ICT service provision, risks and challenges within Aged Care ICT.

This engagement had responsibility for all IT programmes and projects within Post and incorporated many Portfolio, Programme and Project managers. Key responsibilities and achievements included:• Mentoring and coaching of the internally assigned group manager;• Significant uplift to the PMO capability and performance;• Oversight and accountability of the 3 year $250m programme of works;• Develop and implement portfolio approach to delivery;• Revised the governance framework and execution to increase transparency, accountability and surety of roles and responsibilities;• Engaged executive and board members to capture and manage expectations;• Established the Corrective Actions forums and project management community of practice;• Realigned the IT core capability of project delivery, introducing stronger governance and improved PMBOK compliance;• Each delivery stream, led by a Portfolio Manager, was aligned to each business division to ensure better stakeholder engagement and scope clarity and control; and• Successfully developed a culture of face to face relationship with the business.

• Undertook the role of Infrastructure Architect;• Acting as the Enterprise Architect when requested;• Co-wrote the IT Strategy and subsequent IT Implementation plan that was considered a benchmark at Board level and provided the framework for future strategies and corporate IT implementation plans; and• Engaged with all streams of the business at General Manager and Group Manager level to ensure IT Implementation and investment underpinned business plans for each division.

As IT Delivery lead project manager, delivered multiple projects within the overall programme such as:• GST Compliance and Y2K;• Wildfire (top end HP Unix m/frame) system implementation;• Ported, tested and migrated 29 critical business legacy applications to the new Wildfire system with no business downtime; and• Successfully led a critical project recovery for Change of Address that was the Boards priority one initiative.

Initiated and implemented the IT Services Division with the charter of design, implement and support all technologies outside of the IBM 3290 mainframe;• Developed and delivered the centralised services model allowing the introduction across the organisation of standards, common processes and consistent servicing and reporting;• Established ICT event analytics and trend analysis that provided greater insight to support investment decisions and benefits analysis; • Developed the first 3 year plan and aspirational goal setting for where ICT would bring significant benefits to local policing;• First IT Manager to implement Microsoft Exchange (MSMail) within Victorian Government;• Sitting member of key ICT forums within Victorian Government including technology standards and direction;• Strong advocate for the establishment of an ICT shared services model for all Victorian Government;• Established the provision of 24 x 7 high availability technology services and platforms to 12,000 members throughout Victoria;• Developed a community of practice of local support to achieve consistency of standards and support the centralised service provision approach;• Addressed the limited ICT appreciation of the local policing challenges when using technology; • Managed the IT Services division growth from 3 to 30 plus project managers, engineers and support personnel;• Lead member of the first outsourcing process and subsequent transition programme to IBM;• Three commendations from the Ethical Standards Department; and• Representative and guest speaker at international conferences on behalf of Victoria Police.