As Chief Technology Officer at Tottenham Hotspur Football Club, I oversee the development and implementation of technology strategies across our world-class stadium, business operations, high performance facility and digital platforms. My role focuses on enhancing the fan experience by delivering cutting-edge digital solutions to engage and connect with our over 150 million fans globally in addition to leading technology in Europe's best stadium - the 62,062 seat Tottenham Hotspur Stadium in the North of London

Responsible for providing technology stewardship to the AFL and Marvel Stadium, I have navigated the business through COVID related challenges through to what is today, an exceptional position of growth and performance. Architecting and delivering a three-year transformation touching all aspects of enterprise systems, IT operations, infrastructure, and football technology while playing an active role in advancing innovation and revenue growth opportunities through fan engagement, experience and connectivity. This has involved managing a sizeable budget and large team of FTE, contractors and third parties to deploy first to market tech to a high standard.· Modernised and built capability including large-scale tech deployments to the AFL/club ecosystem that have unlocked value, improved fan experience and set new benchmarks in best practice.· Transformed corporate infrastructure backbone, driving implementations including Salesforce for CRM/marketing, MS Dynamics 365 for united finance/procurement, Workday for reporting, SuccessFactors for HR and MuleSoft for streamlined data transfer and carry over from legacy platforms.· Significantly enhanced fan experience (CX) and created (as well as realised) the vision of Marvel Stadium being the most technologically advanced stadium in the Southern Hemisphere.· Implemented the Southern Hemisphere’s first Amazon Just Walk Out Store and first in-world augmented reality (Google) wayfinding system in a stadium, showcased at Mobile World Congress in 2022.· Navigated the business through and out of COVID while stabilising the tech team and driving 96%+ employee engagement for over 3 years.

Joining one of Australia’s largest superannuation funds, I have led a multimillion-dollar digital transformation that has established a sector leading in-house technology, cybersecurity, digital and data capability. Setting clear vision in a greenfield environment, I have operationalised strategy in line with the board’s agenda to align digital experience with member expectations, while simultaneously establishing a platform for growth. Today, I provide leadership to ~100 across technology support, digital, release and test, architecture, cyber security, data and information services, ensuring the IT operating model supports our colleagues and members.• Revolutionised member and employer touchpoints via the on time, budget and high quality delivery of the digital transformation, building an in-house technology capability (incl. DevOps) in less than 8 months;• Enabled the efficient scale of the organisation through the migration of internal infrastructure assets to the public cloud, while embedding agile to ensure the optimal delivery of future tech initiatives;• Strengthened cyber security and risk capability, developing the business’ first cyber security strategy, delivering the first ISO27001 certification in Industry Super and presenting to committees and the board on cyber security posture;• Set a compelling vision for teams during a period of significant change, supporting a significant increase in staff engagement scores to +90%;• Listed number 12 on the 2019 CIO50 and number 17 on the 2020 CIO50

A turnaround role with Australia’s leader in online higher education delivery, I matured the IT operating model following the organisation’s decision to focus on its core business offering, transforming digital platforms to both enable the strategic direction and facilitate student growth. Setting the technology and digital strategy, I led a significant uplift in capability, executing a suite of transformational projects across the technology stack. My team included 6 direct reports, a wider team of 40 and up to 60 contractors during project delivery, and working in partnership with senior stakeholders, we elevated the quality and reliability of technology services.• Established the world’s first truly multisided education platform business, increasing new leads by 100% and re-enforcing the brand promise, leading a whole of organisation digital transformation in just 12 months;• Delivered millions of dollars in savings by right-sizing the IT operating model, improving the alignment of business objectives to technology outcomes;• Oversaw the relocation of Open Universities Australia to a new facility, including a significant technology uplift and migration to cloud;• Overhauled assisted customer experience channels to lift NPS scores by +50%, implementing omni-channel customer experience on a Cisco Contact Centre platform and AI powered chat bots;• Received Sitecore Global Experience Award for ROI, 2018 in recognition of transformation.

An interim role with Australia’s leading provider of essential utilities to fixed and mobile telecommunications and energy/water industries, I provided leadership across a 16-strong IT capability. A member of the Group Business Information Services management team, I was responsible for infrastructure, network, security and application development/support in an agile framework. During this period, I also managed the security response team, including security services aligned to ISO27001 and COBIT controls.• Realised cost savings while improving service delivery, championing simplification/rationalising vendors in an outsourced environment; • Led key projects including the migration of 1100+ users to Office365, including technical design, project management and implementation oversight;• Provided insight into a pending large scale IFS ERP deployment, assisting the project manager and business stakeholders with change management readiness.

Joining the executive team to head IT engineering and client service delivery, I supported a period of significant M&A growth, specifically leading the integration of four acquired businesses. With a focus on improving both client satisfaction and profitability, I developed engineering, product and marketing strategy, identifying internal operating efficiencies while redesigning offerings to optimise performance. My team encompassed more than 160 people across 17 locations, and with ownership of key and high value customers, I set and embedded a single, united culture for the national support function.• Transformed performance with +35% bottom line impact and +20% uplift in staff engagement, establishing improved communications, expectations and standards across the business;• Contributed to winning the Deloitte Fast50 on two separate occasions, also named one of the 50 largest managed services providers worldwide;• Oversaw ~15 integrations and 2 divestments including ASX listed entities, delivering operational efficiencies via rigorous systems and processes;• Created more attractive and profitable IT market offerings in partnership with tier 1 international vendors on innovative and market leading products.

Part of the senior global IT leadership team, reporting into the Global IT manager and responsible for all IT Outcomes within the Asia Pacific Region which also included a stint as an expatriate based in BeijingKey Responsibilities/Achievements included:* Developing, justifying, seeking approval and managing the IT budget across Asia. * Performed careful cost/benefit analysis for each purchase within tight budget guidelines. Negotiated contractor prices for outsourced work to maintain competitive advantage with minimal expenditures.* Development and standardisation of IT service delivery across the region, including the implementation of a Remote Management and Monitoring tool, a ticketing/helpdesk system and frameworks for support processes still in use today * Taking a lead role in the Global IT Steering committee along with the Global IT Manager,CFO and three Global financial controllers to discuss new directions and investment opportunities.* Designing of a business continuity plan for the entire Munters global group and design disaster recovery plans for all Asia Pacific offices ensuring data integrity and security* Managing several staff members in different time zones effectively as well as liaising with our Global Helpdesk and financial controllers in each country* Implementing ERP Packages in a number of countries without current ERP packages, designing business processes to reflect best practices and consulting the business to ensure smooth package integration using ITIL and Systems Development principles and best practices

Munters is a multinational company who deliver services to customers in the Humidification, Dehumidification and Property Damage restoration areas. The Australian operations turn over in excess of 35 million dollars and have offices in 11 locations.Key responsibilities/achievements included:* Sole Project manager for an ERP implementation of the Australia/NZ business* Day to Day troubleshooting, maintenance and upgrading of IT resources in a 11 site business with over 200 employees* Implementation of a vehicle tracking and navigation system that improves our dispatch and technicians productivity by 20% based on a Navman solution* Renegotiated our supplier telecommunication contracts to save us in excess of $100000 per year* Brought our Australian operations in line with the Global Platform Standard for Munters within 8 months* Implemented an electronic time-clock system for our factory saving our Payroll staff almost 20 hours per month in re-entering timesheets along with improved accuracy and oversight of timesheet payments * Implemented an Australia wide WAN with significantly improved connectivity between sites providing large productivity gains to the business

Aspirence IT were one of the biggest IT companies in New South Wales. Servicing clients ranging from 2 to 5000 PC's it was considered the fore runner of technology implementations in regional Australia. They were Microsoft Gold certified partners, Cisco Premier Certified Partners and IBM Gold Certified partners.Aspirence were acquired and rolled up into the Anittel group in 2010. Key responsibilities/achievements included: * Responsible in a contracting role for the maintenance of networks from 5 PCs through to 5000 PCs including all business process design and general troubleshooting for over 200 clients* The lead engineer on the provisioning of a 36 site 5000 PC network upgrade including the procurement, installation and configuration of 36 servers in a wide area network whilst directing junior staff to perform low end work all in a very tight timeframe* Responsible for a greatly improved relationship with our major suppliers and responsible for all IBM liaison and procurement during this time* Vast exposure to a variety of different problems in different scenarios including troubleshooting and repairing systems never seen before* Provide advice and recommendations to boards of large businesses and smaller business owners/managers