Robert Stevens Email & Phone Number

Brisbane, Queensland, Australia

Rabobank NZ was operating a payroll system that did not comply with NZ Holidays Act from its Payroll team mainly based in Australia. The project was tasked with ensuring a replacement system was fully compliant with all NZ legislation as well as compliant with its employee collective agreements.

Australia

The Department of Housing and Public works (HPW) delivers a range of housing, building, procurement, sport, and digital services for Queensland. I managed the project to investigate options to deliver a business continuity plan and DR solution for their primary ERP system. I also managed the project to meet the Australian Taxation Office regulatory fortnightly payroll reporting (STP) and prepared the business case and initial planning for migrating their Payroll function over to Queensland Shared Services Payroll system (Aurion).

Wellington, New Zealand

A large number of New Zealand organisations were not fully compliant with the Holidays Act due to its complexities. I managed the project which required major HR process and payroll system changes to ensure that Fire and Emergency fully complied with the Act and remidiate their current and historical employees.I also managed a couple of smaller projects at the same time.

Brisbane, Australia

I managed the upgrade of the HRIS and payroll system, while at the same time managing a smaller project to enhance their financial system.Following the HRIS and payroll system upgrade, I managed the project to find a single system for the HRIS functions, which were provided over a number of various systems.

Brisbane Australia

Flight Centre were looking to replace its ageing travel reconciliation systems with one solution.I was responsible for:• Developed the requirements and design of a complex MS Dynamics financial and travel reconciliation system• Developing the reporting dashboard for senior management.• Developing test scripts and conference room pilots for global SMEs.• Performing extensive testing.• Preparing comprehensive user documentation.• Training the trainers and senior end users.

Wellington & Wairarapa, New Zealand

Wellington City Council is undergoing a programme of work to replace around 140 ageing applications onto a single platform. I am responsible for defining the business requirements and leading the business through the process of assessing the options for Finance, HR (including payroll, L&D, Recruitment, Performance Management, Remuneration and Rewards), Governance, Policy and Planning, Portfolio and Programme Management, External Relations, Event Management, Risk and Assurance and HSW.

Wellington & Wairarapa, New Zealand

I was responsible for upgrading the Wellington City Council’s PeopleSoft Financial Management System. The Financial System had around 400 users and I was responsible for a core team of seven people and around 20 business representatives who were involved in the project. The project’s budget was circa $800K. In addition to the upgrade of the Financial System the project’s scope included delivering a number of process improvements, workflows, technical and new product features.

Wellington & Wairarapa, New Zealand

Parliamentary Service had implemented Microsoft Dynamics NAV and a review of the implementation revealed a number of issues including a high-level of manual processing; poor delivery of the financial reports to the business; and a number of issues with the accuracy, timeliness and accessibility of the financial data. I was responsible for managing a small team of five analysts to deliver and complete the original implementation, deliver process improvements and system enhancements, which included re-implementing and new chart of accounts.

Wellington & Wairarapa, New Zealand

I was responsible for managing the implementation of NZTE’s replacement Financial System from JDE to Microsoft Dynamics AX. The FMIS and reporting system had around 60 global finance staff users and around 300 global managers and administration staff users. I was responsible for a core team of ten people and around 50 people who contributed to the project from super users, business representatives and IT. The project’s budget was circa $3M. In addition to the standard FMIS functionality the project’s scope included the development of a new data warehouse, Business Intelligence (BI) Portal and reports. The data warehouse was used as the prototype and basis for other core business systems to use in the future.

Bachelor Of Commerce - Bcom, Accounting And Business/Management

Bachelor Of Commerce And Administration