• Currently project managing the rollout of a Challenger upgrade solution to 140 substations within the MTM network• Delivered a VOIP refresh for Electrol who are responsible for managing the electrical network that the rail network utilises. I developed the business requirements, collaborated with procurement in initiating the RFQ, managed the development of the contract to signing then took the project through the delivery methodology phases to closure. These deliveries involved Stakeholder management and communications, weekly and monthly reporting to senior stakeholders, budget management, Resource constraint management, Risk management, meeting governance and change requirements, escalation where required and motivation and collaboration with Internal operational functions as well as external suppliers .• Led the delivery of a SCADA (Siemens based) refresh for Electrol from pre-project, through RFQ & contract signing to delivery and testing (Value $4.5m) • Completed the migration of Electrol VOIP (VicTrack provided) services from ISDN to SIP whilst managing delivery of the larger SCADA refresh project.• Project manager for the DTRS (Digital Train Radio System) IP workstream where the dispatcher sub-system was upgraded from an SDH/FMX network to a new Nokia based Openscape based system. This required me to manage system and infrastructure upgrades at the primary and backup control rooms used by Metrol (who manage the rail network).• All projects required me to collaborate with vendor partners such as Victrack, Nokia, Siemens and IPFX as well as engage with other projects that had a dependency with my projects, such as Metro Tunnel Project and the Electrol control room refurbishment project.• Temporary manager of a team of 4 in the digital delivery function during a re-structure during COVID

Working within the SCRR program dedicated to mitigating Level 9 Risks across on premise, Cloud, network, Infrastructure and Application environments. Responsible for the delivery of the uplift of a Business Lending Application to the Azure Cloud from a shared on-premise environment, that had stalled due to a number of roadblocks that were not being cleared utilising ScrumAlso responsible for initiating six projects through the Discovery phase to explore and select delivery solutions as well as define project initiative features, epics, timelines , resource and budget requirements.

Lead Project manager responsible for the delivery of a global Network transformation project for an international Engineering Consultancy. Objective of the project is to migrate from a primarily MPLS based network to an SD WAN solution over an Internet services based solution that also transports voice and video over a reduced number of MPLS sites. The project is broken down into 4 workstreams – SD WAN, Security ( Firewalls and Zscaler), E-Bonding and Service management. I was responsible for the day to day interaction with the customer Project Manager. Providing steering committee updates to senior stakeholders in OBS and the customer organisation. The Weekly reporting of progress, upkeep of plans and schedules, risk, issue and action registers. I was leading the workstream Project manager and Design consultants as well as working closely with the BAU function and the customer account and professional services teams. I was also responsible for leading and working with the back end offshore resources based in India, Europe and South Africa that were responsible for order management, configuration and delivery of the solution in their local region.

Engaged on the SCRR Program dedicated to mitigating Risk Level 9 scenarios across On prem, Cloud, network, Infrastructure and Application environments. Actively utilising Agile based methodologies within the Bank (NWOW) as well as traditional waterfall and hybrid project delivery incorporating tools that support these Agile Methodologies (JIRA and Confluence). Responsible for the budget management of these projects and engagement with external partners (IBM, BT and Telstra) Project responsibility:1. FX Global Telephony upgrade - Scope includes AU, NZ, Hong Kong UK and US. This is a back end technology refresh of IPC product that is required due to existing Alliance product reaching end of life as well as the bank needing to meet higher levels of regulatory requirements (MIFID II and MASP), particularly new regulatory requirements around Voice recording.2. Migration of a key business application from a shared on-premise environment to a dedicated Microsoft Azure cloud based service. This was to be the 1st CATA product to utilise Microsoft (Azure) services in Production the project has to navigate extensive internal Governance and External Regulatory body ( APRA) requirements before migration.

Delivered Transition and Transformation projects for Orica and Global Mining Services and ABB Achieved Certified Scrum Master & Prince II practitioner accreditationActively participates in the process of developing and winning new business by leveraging his personal network and participating in bid development activities with account Directors/ManagersCall Centre delivery for Australian Power companiesExtensive collaboration with offshore order, delivery and service management functionsNotable firsts delivered on behalf of BT Australia - The delivery of a Riverbed WOS based solution across multiple timezones.Delivery of a Prolexic DDOS protection solution that enabled our customer to claim to be the first in their industry sector to have a production tested protection service in place.Led a Professional Services Engagement at NAB where I was seconded to fulfil an internal Project Mgmt role acting as a primary interface between NAB, BT and third party delivery teams.Successfully Project Managed implementations for BT customers (ABB, NAB, HBF,Orica and Kraft) of Managed services on a managed GWAN.This has included deployment of managed IPTEL (Cisco CUCM) WAN and LAN services throughout Asia Pac utilising MPLS and ADSL services provided by Partner Telco organisations as well as in-country partner organisations providing Field engineering resource.Responsible for weekly reporting to BT executive team as well as customer stakeholders focusing on the monitoring and management of project Finances, schedule and quality criteria.Member of the High Potentials & High Performers ProgrammeAn active BT Representative at the Australian British Chamber of Commerce

Customers: Siemens/Sysec - Providers of IT security solutions and professional servicesEngaged to: Manage the implementation of the NPIA,PND upload workstations & participate in installationsManage the production of Deliverables and resources for the IAM/CMSImplement Governance and reportingProduce SOW'sResource mgmtExtensive stakeholder managementBluesource - Providers of IT professional services/PC solutions.Recovered a failing project who’s objective was to enable vPro on 25 customer networks by the end of 2009. Activities:Project status reviewDefined and communicated a delivery process Engaged with all customers Identified “quick win” implementations Initiated weekly project, team, risk & issue reviewsImplemented an escalation and reporting regime The project was extended enabling Lenovo to realise revenues of $500k & Bluesource to realise additional projects with Lenovo. Jardine Lloyd Thompson - Successfully recovered and Project Managed the rollout of a Managed Print/Scan solution SITA - Provided Project Office Project management support of the Airline Relocation Programme at Heathrow Airport.Royal Bank of Scotland – Delivered:vPro - A PC management solution utilising the Intel vPro product MFD - The implementation of an MFD managed service solutionMcAfee - Project management of a McAfee Anti-Virus replacement rollout to 110,000 workstations and 8000 servers as well as ATM’s. Aperture - Project managed the implementation of the Vista product into Credit Suisse and Reuters, and a methodology for the Aperture PS team.Virgin Holidays - Provided Project management service for two projects1. To drive a business critical project in order to form an alliance with an international travel agent. 2. Project managed a Content Management implementation project. Developed an RFI and engaged Vendors in a tender process

Project management of identification, development and implementation of new and existing accounts as well as project management methodology, process and procedure development.

Responsible for the selection,welfare & performance of up to 19 consultants. Managed business unit P&L resulting in a contribution of $2.9million Led a Network Management Technical Practice. Oversaw an increase in membership from five to twelve individuals. Cultivated partner relationships resulting in free training worth approximately $15,000Successfully fulfilled the role of Project MC for the following, resulting in extensions to the original scopes of work worth approximately $700,000.GTS (Ebone) – IP services provisioningEli Lilly – European Windows 2000 rollout Cable and Wireless – Global Data Operations Centre with a project team of 50 consultants and external contractors Ipsaris (Easynet) – IP services provisioning Centrica – Cisco network implementationInitiated a cost reduction programme in the business unit, saving approximately $15,000 over a twelve-month periodContributed to a re-structuring programme resulting in a 25% cost reduction to the business

Project scoping, Planning, Risk assessment, design, implementation, operation, handover & closure Managing multi skilled project teams Communication of Project monitoring and feedback Contributing to the continuous development of the organisations methodologyInternal knowledge sharing Successfully project managed the following:BT: The implementation of performance management client software across 10,000 PC’s.Controlled the project by • Driving the 3rd party to participate in problem resolution• Introducing formal monitoring, control • Cultivating the relationship between the product support & the client project team COLT:• Project managed the delivery of a business case promoting savings of $31m over 4 years. GTS:•ISP provisioning project• Process & procedure development• NOC design• Management the project team• Weekly reporting • Account development and “up-scoping”• facilitated an engagement extension from 6 to 20 weeks

• Successfully project managed LAN/WAN infrastructure implementation projects ranging in value from $700,000 – $2.25million for:DTIMorgan StanleyOne to One & Vodafone The Disney CorporationKings College LondonCap GeminiUndertook took a proactive role & was involved in some lower level technical tasks in order to ensure my technical knowledge remained up to date as well as attended internal technical courses (Cisco Routing).• Launched and promoted the Corporate Year 2000 project.• Collaborated with a colleague to devise a methodology based around British Standards and the PMI body of Knowledge. Introduced it into the organisations processes and procedures, allowing the organisation to bid for (and win) higher value work.

Project managed and took part in the implementation of Voice & Data communications products (such as Bridges, Routers, structured cabling Time Divisional and Statistical multiplexers). Responsible for the scope of requirements, planning of the project, motivating of project team, implementation and handover.Managed projects to the value of $450,000 for:• GMB• Museum of London• Customs and ExciseVolunteered for auditor training and contributed to the organisation retaining is BS5750 Certification.

Manager responsible for a team providing Project management/Implementation and support services to the Lloyds of London Insurance Market. This involved the Planning and installation of BT Telecomms circuits, Case DCX Statistical Multiplexers as well as Timeplex Multiplexers and Racal Modems. In addition I was responsible for the management , development of and motivation of my team as well as the offering of support services to said client base post implementation as well as internal Network support to Sherwood users