Responsible for the development and delivery of MTIA's I&T Strategy, and management of the PMO within the Office of the Director-General (ODG)

Responsible for the development of MTIA's Enterprise IT Strategy, and the delivery of various complex projects including Ecosys Project Controls, Victorian Protective Data Security Framework (VPDSF), and SAP SuccessFactors

Employed in an advisory capacity to stablise and assist with the IT delivery of two large, complex, and problematic M&A projects - a mine acquisition and a mine divestment. Duties included, obtaining buy-in from various senior stakeholders and operational-level staff (both site and head office), reviewing existing practices and progress, recommending and implementing good governance, detailed project planning, and driving key decision-making activities across various areas of the business.This resulted in the stablisation of both projects and the establishment of a clear path to success, including well-defined scope, cadence, outcomes, roles, responsibilities, and a happier and more productive workforce.

Marketing Automation and Personalisation ProgramsAs a member of the Leadership Team, the Portfolio Management role involved the establishment and management of governance frameworks and standards, senior stakeholder management, benefits management, strategy development, contract negotiation and management, vendor management, dependency management across multiple complex programs of work, managing the Portfolio Change Management function and overseeing the general health of the portfolio. Accountable for the delivery of a complex Marketing Automation and Personalisation technology solution utilising Adobe Experience Manager (AEM), Adobe Campaign, Pega, Microsoft Azure, and various mail house and SMS platforms, I was responsible for securing funding for key strategic marketing platforms in a budget-constrained environment. This was achieved through well-constructed business cases, targeted stakeholder engagement, and establishing governance and accountability between the project portfolio and various other functions, including Marketing, Digital, Technology, Finance, Value Office, Procurement, Legal, and other programs of work. The portfolio of work successfully delivered the industrialisation of key foundational platforms, establishing the path forward for a multi-year strategic business transformation.

Digital Asset Management ProgramEngaged through ASG Group in a project rescue capacity by PCCW to deliver an integrated Digital Asset Management (DAM) system for a Hong Kong Government Authority utilising Adobe Experience Manager (AEM). Responsible for managing 25+ Project staff from 4 different vendors, including Project Managers, Change Managers, Business Analysts, Trainers, Developers and Testers. Successful delivery led to ASG being selected as the preferred vendor on an exclusive panel of three, for future projects at the Government Authority.Upon commencing the engagement, the relationship between the HK Government Authority and PCCW was approaching litigation. The DAM Program had been running for over two years, and had reached an impasse over requirements, methodology, responsibilities and governance. Through careful negotiation, planning, restructuring and communication, I aligned C-Suite stakeholders to a shared outcome, resulting in the successful delivery of all components of the DAM strategy and solution, to an agreed schedule and budget.

Manager and Practice Lead specialising in large, complex Banking, Insurance and Government Programs across Asia.As a Member of the Asia Leadership Team, I was responsible for contributing to overall health of the business, including strategic direction, sales lead generation, staff retention, and consultant development activities. Above and beyond billing roles, in my role as Practice Lead I engaged with the consulting group to provide the first line of consultant care. This included the support and development of consultants, including career path development and mentoring, engagement oversight and support, performance management and reviews. Following ASG Group’s acquisition of SMS Management & Technology, my role within the leadership team included transitioning our consultant group through a period of structural changes and uncertainty. By employing leadership and change management techniques, I supported the consulting group through the transition period, allowing them to focus on their delivery roles, resulting in strong retention within my practice during the acquisition, and minimal impact to our clients.

Vendor-side Project Manager (Finantix) responsible for the delivery of an integrated customer centric digital POS solution. My role involved overseeing the establishment of the Manulife and DBS Multi-year $2b bancassurance partnership in Hong Kong. In this role, I managed a team of Business and Technical Leads and offshore systems developers in Italy and India. Whilst overseeing the management and delivery of tender requirements, I also managed the build and delivery of an integrated POS solution, designed to increase customer engagement and promote Manulife insurance products. I worked closely with the business sponsors, managed senior stakeholder relationships and ensured overall governance of the program. My role involved maintaining a strong planning and delivery focus, whilst simultaneously leading challenging contract negotiations between multiple vendors and Manulife. The resulting contract agreement led to the successful delivery of the platform, to budget and schedule.

AXA Asia Regional General Insurance Target Operating Model (GTOM)Regional IT Project Manager in a complex digital transformation program of work spanning 6 countries, based in Hong Kong. Delivered three digital POS insurance product platforms, enabling AXA’s agents and brokers to deliver the business benefits of quicker process renewals, new business offers and approvals via a single online portal, eliminating manual paperwork, improving response times and enhancing operational efficiency. This role involved overcoming significant governance and stakeholder challenges with the country entities, as well as managing five different technology vendors simultaneously building the platforms and associated integrations.

Anti-Money Laundering (AML) & Counter Terrorism Financing (CTF) Technology Upgrade ProjectResponsible for managing infrastructure and middleware builds for 15 production and test environments, as part of a compliance-critical project to meet ANZ’s AML and CTF obligations. My role included the procurement, scheduling and management of staff resources across 10 technical project teams spanning multiple global regions.

Technology Services Foundation (TSM) ProgramDelivered a number of critical compliance projects as part of a $100mil per year program to re-baseline ANZs core infrastructure, security software and technology operating model. This included the implementation of Global Server and Database Automated Patching, Global Database Activity Monitoring, and Privileged Access Logging. I established a reputation for cultivating unity, alignment and teamwork in a challenging, vendor-rich environment.

Business Analyst working across three projects within the Business Enablement and Regional Commercial Banking Business Units. Primary focus on delivering project solutions within the M&A, compliance, operations and vendor management spaces

Business Analyst within the Products and Projects Office, focusing on trading platform improvements and the streamlining of business processes

Business Analyst working within Merchant Services Europe. Based in London. Managed the restructure of data solutions for the AMEX UK Merchant Services frontline. This included the conception, development and implementation of an integrated single-source data management solution, which shifted the way data was leveraged by client managers within a data-driven business model

Business Analyst working across the Forensic Data and Survey Production Departments