Rubaiyat Haq (Ruby) Email & Phone Number

• Prime for developing a capex model for all portfolio (Business Segment, New Developments & Build Augments) for stakeholders in Tableau using Alteryx to view:o Actuals and projected forecast capex as compared to IOP Budgeto CPP Variance trends across programs and Delivery Partnerso Estimated cost at completion (EAC) phase variance trendso Costs of work orders at Schedule of Rates (SOR) level and trends with outlierso Costs based on technology type Solution reports based on actual SOR’s claimed and exceptionso High costs associated with Dirty Ticket of Works (DTOW) or cancelled orders• Ensure contractual compliance and penalties associated with costs due to aging work orders for WBA• Contribute to developing lean canvas business benefit framework for initiatives with focus to creating business case and link artefacts, plan, owners, data sources, costs & benefit impact reporting.• Proactive governance through thorough analysis and reporting of program performance versus delivery partner performance for providing valuable insights to L5 forums for Build Augment programs. Programs include Held Orders, Wholesale Broadband Agreement (WBA), FTTX Augments Capacity, Relocation Works, & New Demand Build (NDB).• Promoting alignment and transparency across the business through the provision of accurate, aligned performance data and visualisations (in tableau) that meet E2E customer requirements. Provide data driven program insights that inform the business on emerging risks /issues to support corrective and preventive action. Performance issues addressed to accountable stakeholders with action plans as required. Larger problems resolved through collaboration and cross team solutioning.• Increasing collaboration and efficiency by:• simplifying WOMS workplans and SLA’s• clearly identifying and aligning accountabilities and responsibilities across E2E processes

• Monitor and govern Build program performance and bring the business together to consistently and efficiently achieve program goals.• Coordinating stakeholder engagement across Build teams during the establishment of processes, systems and tools for new products and programs. Involved in the establishment of the WBA (Wholesale Broadband Agreement) Program.• Analysing program data that allow to govern program performance against agreed and aligned program objectives and measures.• Independently and transparently monitoring, analysing and reporting on program performance.• Identifying deviation from program objectives, reviewing program trends and providing valued insights that support Build delivery teams in addressing issues and mitigating risks.• Promoting simplicity and efficiency by ensuring accountabilities and responsibilities across teams are clearly defined and agreed and supporting improvements that simplify how we work.

• Report and manage financial performance in line with IOP using governance tools like: JIRA, Confluence, SharePoint & MS Project.o Track budget vs actuals on all FTTn Projectso Manage cost accrualso Validate vendor payment claims/Invoice• Perform root cause analysis to identify problem and develop solution• Conducting bi - weekly project governance calls with relevant stakeholders regarding compliance with the approvals for payment claims by delivery partners.• Impairing training to teams on tools features and functionalities

•Ensure proper governance of 3rd party carriers is operationally maintained through operational relationships, communication of carrier issues, network trade-offs, including commercial agreements, resourcing &operational plans.•Accountable for managing the performance of third party carriers (Telstra, NBN, Vocus) engaged in the delivery of service orders in alignment with the regulatory policy. Work closely with the business units/Clients to identify priority orders and create escalation matrix and procedures to enhance delivery timelines with third party carriers.•Delivering performance improvements by closely working with key management and senior leaders in third party carriers to improve the timeliness and quality of their delivery.Achievements:•Standardised priority reports of critical customer orders for internal/external stakeholders & carriers. •Work closely with 3rd party carrier executives from NBN, Telstra & Vocus to improve delivery timelines, reports, manage risks and processes to achieve business outcomes for major customers.•Work closely with the regulatory key contacts & customer facing units to manage performance & changes in contractual agreements with carriers.•Negotiate with stakeholders such as 3rd party carriers, regulatory, customer facing units and commercial teams to deliver services on time and create reports for compliance focusing on delivery timeframes, roadblocks and process discrepancies.•Develop strategic processes for relevant internal stakeholders such as assurance and customer facing units to prioritise work, gaps in processes and issues hindering the delivery of Carrier services and issues impacting external Carriers that are directly influenced by Optus actions, process or procedure.•Delivered major key customer projects on time by chairing meetings with 3rd party and internal key stakeholders.•Continually maintain communication & relationships with key stakeholders and management with carriers up to executive level.

• Report to relevant Finance Teams and all Stakeholders and identify opportunities and implement solutions based on the use of new technologies to streamline the existing capitalization process. • Coordinate resolution of complex issues with various stakeholders (Networks, Networks Finance and Group Finance – various levels from Project Managers to SLT and ELT) with limited resources, limited time and competing priorities.• Manage controls, reporting and procedures for the continual maintenance and management of fixed assets for Property, Plant and Equipment (PPE). • Identify opportunities to increase the effectiveness and efficiency of Capitalization Process. Develop, document and implement process improvements.Achievements:• Developed weekly and monthly reporting and presentations on depreciation to ensure the stakeholders are complying with legal requirements to process capitalization of assets on time without impacting tax implications.• Reduced the Capital Work In Progress (WIP) Balance (Future WIP and Backlog WIP) down by $1 billion by:• building an understanding and identifying the current issues of the capitalization process with the stakeholders• building a governance structure and monthly reports to monitor the WIP capitalisation • developing a manual / training for existing and new project managers on the capitalisation process• Completed the audit for the fixed asset register (FAR) verification exercise with all stakeholders and compile detailed analysis and report for top senior management and Singtel for sign off. This included negotiation skills and a lot of coaching stakeholders in bringing awareness of the process and implications of non-compliance for the business.• Demonstrated change management by developing process, compliance trainings, presentations to all stakeholders and guidelines for approved asset disposals and maintaining SAP FAR master data controls: asset class, location code, cost center.

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