Peter Rizoglou Email and Phone Number

Whilst at TAFE NSW I reported into the Director of Workforce Services and was accountable for the delivery of multiple HR & IT projects through all project phases using agile and classical project methods as required. I led a team of 14 consisting of business analysts, change analysts, knowledge managers, test analysts and a process modeller.Most recently I implemented the ServiceNow HR case management system, which is now being used by 17000+ employees and over 150 HR agents to manage HR queries and resolve issues. This included the implementation of the ServiceNow Employee Centre, a feature which enables TAFE NSW to have a portal that all employees use for HR, IT, facilities and other assistance.Concurrently I managed the standardisation, improvement and redesign of 19 payroll processes over 15 months to enable the restructure of payroll teams handling 17000+ employees. The project required my team to capture the as-is processes, develop a standardised solution, identify opportunities for automation, reach an agreement on the to-be process with stakeholders, and test, implement and embed the new process.I also digitisated and automated the TAFE NSW recruitment process, saving over 2400 man-hours per year and improving employee engagement by 5% year on year. This required the introduction and adoption of new automation technology in the organisation.

In this role I supported the end-to-end management and delivery of the Enterprise Bargaining Agreement (EBA) negotiations project for Qantas' domestic cabin crew agreement during the challenging COVID-19 pandemic. I worked collaboratively with stakeholders, from Executive Managers through to Supervisors, to develop and implement project governance, collected and summarised actions, reported on progress, and ensured the negotiating team was prepared for each negotiations. I used my strong written and verbal communication skills to ensure all key stakeholders provided input in developing and refining Qantas' claims list, and sought and managed their feedback on the project.

I worked within the Business Improvement (PMO) team in Qantas' Workforce Planning business unit consulting on workforce planning and business improvement initiatives including digital innovation/transformation. As well as consulting, other work included forecasting crew resource requirements, initiating, facilitating and recommending improvements to processes such as inter-departmental communications. I also used the design thinking methodology to provide solutions to crew resourcing challenges, automate work using Microsoft Power Automate and act as business lead for outsourcing a large logistics process.I also did business analyst work for a logistics function of the business to assist in outsourcing, such as documenting user stories, process mapping, data analysis in Excel and Power BI, business case development, communicating with internal and external skateholders, powerpoint pack development and requirements analysis.Key achievements include the development of a forecasting tool in Power BI for crew resourcing requirements that would result in a reduction in delays and overtime cost, and enabling process governance through the development of automated ticketing systems using Microsoft Power Automate.

I was responsible for discovering, analysing, measuring and documenting current and future state processes to enable innovation through automation of those processes. Once discovered, I was responsible for process mapping, process re-engineering, engaging senior and junior stakeholders on the project's potential, running solution-design workshops, and then scripting, testing, training and implementing the automated process. Software automation was a new IT stream at Qantas at the time, and I had to be comfortable with working in ambiguity and filling multiple roles to ensure the outcome was achieved.Key successes were the automation of crew accommodation and transport logistics and travel (bookings), saving >$2m per annum and 3 FTE's of work.

As Operations Supervisor I ran Domestic Crew Operations for Qantas, a scheduling operation and contact centre for cabin crew and pilots (a >$200m p.a. cost centre). I developed, coached and led a team of 22 Coordinators to drive an efficient and high-performing work environment and managed numerous stakeholders, from executing strategy set by senior leaders to business partnering. Team engagement was a challenge due to frequent management changes, but together with my team we managed to increase engagement substantially over the two years I was Controller. Other successes include using my industrial relations experience to remove an old process that was part of the cabin crew EBA, reducing weekly workload by 35 hours per week whilst also boosting cabin crew engagement, implementing a 'walk in my shoes' program to boost the relationship between my team and cabin crew, and introducing the first KPI performance-management program in crew operations with quarterly reviews.

Crewing of cabin crew open time on a daily basis; Monitoring and appropriate allocation of reserve crew to maintain the integrity of the flying operation;Application of and adherence to the Flight Attendant Awards;Evaluation and improvement of department processes;Communication with team members, disruption seniors and other stakeholders to overcome operational challenges and ensure customer satisfaction;Primary point of contact for all domestic cabin crew in relation to operational matters;

Formulating a constructive plan for each bid period to support the Short Haul flying program, including, but not limited to planning of leave to determine resource availability; working in conjunction with other departments to ensure efficient construction of rosters (flying and non-flying duties) for Flight Crew to support group flying requirements; meeting of agreed customer service delivery levels; being the primary point of contact for all Flight Crew queries in relation to their rosters; and upholding compliance with all regulatory, statutory and industrial award obligations.