Robert Kane Email & Phone Number

Moranbah, Queensland, Au

Responsible for aligning IT strategy with Council’s rolling five year operations plan and for maximising return on investment from IT assets. Key points:• Position reports to Director Corporate Services and is responsible for IT strategy and the annual work program• Staff of 20 with functional responsibility for IT Infrastructure, Business Systems (including GIS), Records, TV and radio services.• Annual operating budget of around $6.6M and average annual capex budget of $1.6M• The IT desktop environment is a hybrid Microsoft Office 365 setup which includes MS Exchange and SharePoint. • IRC runs two data centres; infrastructure comprises VXRail hyper converge nodes with Juniper, Cisco and VM Ware. Citrix used for remote access• TechnologyOne ERP system used across all major business units for transaction processing and reporting with ECM used for document management and InfoCouncil for council agendas and minutes.• IRC has seven offices spread across 58,000 square kilometres of Central Queensland. Offices are connected to the data centres via council’s own region-wide microwave-based WAN.

Brisbane, Queensland, Au

Hired to implement a PMO in the QR Road Fleet department (responsible for maintaining a fleet of 1200 trucks and light commercial vehicles). Designed a Prince2-based environment that gave management an acceptable balance between risk mitigation, audit requirements and project management overhead costs.

Recruited to provide executive level IT leadership and to implement from scratch an IT environment (strategy, policies, processes, IT infrastructure and business systems) capable of supporting a full service international airline. The work program was developed in co-operation with business unit General Managers and consisted of ten major projects run in parallel over nine months using a head count of around 100 internal and external resources; service delivery was spread across six countries and remote sites in Australia using in-house, outsourcing and managed services models.

As well as being an airline, Emirates generates revenue by selling its portfolio of IT solutions to the airline industry. My role was created in 2004 to manage the growth of the portfolio.Details:• Sponsor investment projects to enhance the product portfolio: identify opportunities; develop business cases; prioritise; champion initiatives through the approval process; secure resources; report progress against ROI targets. • Sales support projects designed to map client requirements to Emirates solutions; identify customisations, match them to customer expectations/budgets and supply sales teams with cost estimates for the end solution; participate in sales presentations to customers and negotiate contracts.• Ensure that solutions were delivered to external customers in line with contractually agreed terms for price, time and quality. • Maintain a global network of key stakeholders in the 100+ airline-customer base to measure customer satisfaction and to get ideas for service improvement. • Identify project interdependencies and take responsibility for risk management at portfolio level. • Annual operating budget for 2010 was AUD32M and the capex budget was AUD30M• I had five product/program managers reporting directly to me and individual project teams were resourced from an internal shared services unit and from external vendors with. On average I had a total team size of around 130 with 10 to 20 projects going at any one time – a mix of software development initiatives, investment projects (e.g. product acquisitions) and sales support and implementation projects at customer sites around the world.Outside my main role I was:• A member of the Emirates Architecture Advisory Board responsible for evaluating and approving IT architectures used by the Emirates Group. • A member of the Emirates Group IT (EGIT) Investment Review Board charged with reviewing the business cases behind all major EGIT investments• A member of the EGIT senior management committee

Dubai, Ae

My implementation teams at EGIT implemented around 30 large finance, logistics and customer loyalty systems in six years at sites around the world and integrated them with customers’ existing legacy systems. The teams also negotiated contracts and service level agreements for data networks and data centre services supplied by third parties such as AT&T, British Telecom and NIIT.

Mba, General

Bachelor Of Commerce, Information Systems