Implemented Service Desk, now providing excellent service to users. Re-shaped our use of Microsoft products and solutions - shifting our Azure tenancy under Telstra CSP. Cyber security solutions for endpoint, web and email installed and configured to interoperate. Create our Cyber Incident Response Plan. Involved in modernising systems. Design, development and implementation of AusPayNet's first public-facing API. Improved team morale with a focus to always do their best and enjoy their successes. Vendor management for Data Centre services and Application Support services. Lead the development of our PayMent System Market Share (PSMS) application that automates the collection of member statistics.

Leading the CSDM stream within this major program at CBA. Managing both people and technical goals to meet a challenging transformation outcome.

• Creation of proposals tailored to organisation’s needs, realising the planned benefits through efficient & effective fixed-price engagements.• Measurement of the performance of individual team members to ensure a high quality of deliverables to our clients.• Leading the transformation of IT services by sourcing new providers to achieve better service levels whilst reducing costs.• Collaboration with 3rd-parties to deliver significant benefits to our clients, through selective sourcing and focused vendor management and onboarding.Major AchievementLeading the team to produce a comprehensive Unified Communications Strategy for one of our major clients. The strategy was endorsed by the business who engaged us to lead the sourcing of solutions to make it a reality. When fully delivered it will support their network of partners and also provide direct customer services, utilising leading edge AI in the customer service area.

• Management of the expansion of client & partner relationships, exemplified with the launch of advanced web technology with an increase in take up delivering multiple web projects in the first year. • Administered full P&L for the Asia Pacific region – driving cost reduction and increasing revenue through our professional services team. Restructured business to meet changing market conditions.• Negotiated with senior bank officials in Jakarta to run a proof of concept to modernise their legacy systems. This modernisation was rolled out across their current clients and the executive team saw it as an important capability in winning new corporate customers.Major AchievementManagement of our services team to produce a client portal for Elders Rural, delivering access to data and functions for their 35,000 farm managers. Awarded the best Business Project of the year. The project was delivered on time & on budget and has been instrumental in increasing business for Elders Rural.

• Established the Business Intelligence capability that provided reporting and analytics to their new national customer – ANZ Bank.• Increased the take up of the Business Intelligence function by producing daily insights for operational team members that improved their performance by providing insights into individual and team performance indicators.• Led an in-depth review of a SaaS platform for the Property Exchange vertical that allowed management to determine whether this would support their business outcomes.• Mentored the Lead Architect in Enterprise Architecture processes and artefact production that provided the development team with solid frameworks to produce superior application functionality and management.Major AchievementWorking with ANZ to produce the information they needed to manage the outsourced business at SAI Global. The ANZ team had not had access to such rich information when they ran this process in-house and believed it would allow them to make better business decisions in the future. Shaping insights to support real business value.

• Senior team member in establishing the new 5-year outsourcing deal with IBM, ensuring that the area of Capacity Planning & Management in the contract supported Westpac’s current and future requirements.• Collaborated with IBM & Telstra to determine the root cause of a complex severity one problem causing outages for the bank. The root cause was found, and a system change was successfully implemented to ensure that the issue would not recur.• Managed the cross-group Capacity team, and established a Capacity Management community, to drive clarity on future capacity needs. This was used to provide IBM with early planning information to ensure adequate infrastructure services were available when needed. This directly led to a reduction of capacity-related outages.• Took on the management of the Configuration Management team and the Enterprise Monitoring & Reporting team. Initiated reviews to determine the key result outcomes required to meet the goals of the organisation.Major AchievementCreating working communities within the bank for both Capacity Management and Configuration Management. In larger organisations, it is vital to have communities of interest where professionals can work together to implement what’s best for the organisation and look for opportunities for continuous improvement.

• Founded this organisation to provide consulting and services to medium-to-large organisations.• Enhanced the Enterprise Architecture approach at Goodman Fielder providing guidance to multiple IT teams and their outsourcing partners, delivering quicker solutions with reduced operational overheads.• Developed a comprehensive programme (9 projects) that transitioned AMP Capital from their in-house infrastructure to services provided by CSC.• Designed and established the Capacity Management function. Led the redesign of the Computer Centre infrastructure including new dark fibre CSC link.Major AchievementThe redesign of the AMP computer centre at Circular Quay removed the risk from outages they had suffered for the previous 2 years in peak Summer periods. This work spanned multiple disciplines including analysis of server usage, redistribution of cooling vents and rack usage, installation of additional air-conditioning on the plant floor (which necessitated a Heritage Impact Report), analysis and re-working of the SCADA off-loading design when power is lost, etc.

• Integrated the KAZ and Telstra teams to transform the Solutions & Innovations function to design and implement new products and services, opening new revenue streams in the marketplace.• Managed key relationships with Microsoft, IBM and Symantec, ensuring strategic alignment of service provision to support Telstra’s business goals.• Managed KAZ’s largest Business Unit team to provide managed services solutions to clients such as AMP, AAS, Nestles, etc to meet and exceed the revenue goals for the team.Major AchievementWorking with multiple internal functions to produce a SaaS product in 2004 that supported the automatic backing up of Domino Servers. This service utilised the skills and capability of both KAZ and Telstra to deliver a unified product to the market.

• Established the SDLC Architecture based in AMP UL’s Head Office in Peterborough.• Leading the Architecture team after the Chief Architect had been seconded on to a major business initiative.• Technical and Commercial due diligence on the acquisition of Tower Partners financial advisers.Major AchievementAnalysis of 3rd-party new processing platform, providing expert guidance on shortcomings to be addressed. The platform had been analysed before by Accenture, but they missed key issues in the overnight processing performance. My analysis and recommendations led to a vastly improved platform to drive the UK business.

• Established the CommerceQuest business in the region from the ground up.• Won major deals with the ASX, Medibank Private and AMP.• Ensured that our team of consultants grew by adding the right people in terms of capability and “team fit”.Major AchievementPartnering with IBM to design and deliver the MQSeries solution for the ASX. This was a critical new infrastructure capability that was required to underpin the reliability of services to the stock market.

Managed and developed AMP's IT architects - working with the business to improve the IT ecosystem.

Led the Technical Infrastructure Group who were responsible for maintaining the technical components/objects with which the Application Developers built the application solutions.Ran the initial Java project (1995) to be undertaken in order to understand how this technology may be used in the future.Managed the redevelopment the development building block objects, providing increased functionality and stability.