Responsible for the development and implementation of a new Enterprise I&T Strategy based on five key themes: Data & Insights, Digital Engineering, Capability & Knowledge, Platform Value, Innovation | AI | Machine Learning. Advocating and instilling the I&T Guiding Principles across the organisation: Value Driven, Responsibly Governed, Enterprise-wide, Talent Mobility, Data Driven, Secure & Resilient, Continually Improve and Utilise our Scale.Shaping the CIO Office and I&T Leadership Team to mature organisational technology investment, capability, governance, delivery, and enablement of business-driven outcomes.Leading the I&T Enterprise Technology stream for the integration of the Victorian Health Building Authority machinery of government change (M&A) into VIDA.

Responsible for I&T Program Delivery, PMO, Enterprise Architecture, Business Analysis & Change - aligned to implementing a target state (I&T Strategy & Business Operating Model) as approved by the Executive Committee in 2020 (completed). Key achievements: • Built a high performing team during Covid, under my leadership to deliver multiple Enterprise Programs centred on enterprise systems uplift, digital enhancement & transformation, automated integration, and standardisation across the key business pillars of Finance, Procurement, People, IT Security, and Program Management & Controls. • Built a central PMO capability to facilitate robust and effective oversight and management of Program Delivery, enhanced further through the implementation of an automated PPM "Digital PMO" built on PowerBI / PowerApps Microsoft Platform. • Defined and implemented an enterprise architecture aligned to the IT Strategy target state.• Contributed to the human capability build within a new Corporate Technology function across MTIA including PMO, project delivery, enterprise architecture, IT security & information management and change management. • Provide expert advise and leadership to the CIO and Executive Technology and Business Leaders on effective delivery of organisational strategic objectives

Enabled the delivery of a global strategic partnership with a joint partner on a high profile digital automation Program within BHP Technology R&D. Led and provided expert services to the Executive and Program governance bodies and the alignment to the corporate risk management framework. Developed the routines, rituals and ceremonies to gather, synthesise and communicate the disparate technical information required to enable effective Program delivery and governance.Delivered an integrated, automated, dynamic digital platform and application suite with BHP’s partner, Dassault Systems that incorporated advanced decision automation capabilities and is extensible across the value chain. Key users of the solution included geoscientists, mining engineers, metallurgists and supply chain planners. The programs aim was to deliver:• The ability to automate and optimise the design of pit and ramps on site, to maximise the tonnage, whilst reducing design timeframes and waste• Ability to in near real time to monitor and manage deviations from plan using lead indicators, and implement corrective actions in place to achieve targets• Ability to view and plan mine sites in 2D, 3D and 4D views to play forward and back the historical and proposed mine excavation plans• For the first time, create a seamless view of information to inform, analyse, predict and automate decisions to optimise outputI also developed the routines and practices to enable a visionary team to implement a key organisational strategy to ensure that fully integrated and highly automated (FIHA) solutions were a key priority for implementation. Impact and endorsement attained by the Board, cascading across a global operation.

The Customer Transformation Program was a significant investment in a series of Programs aimed to increase customer centricity, agility and analytical capability of the organisation. I had a key leadership role to work with the Executive Sponsor and Program Director of Transformation and the Team through the design, development and approval of the investment business case by the EnergyAustralia and CLP Boards, and execution of projects including:• Implementation of a product, service and experience incubator, where, using scaled agile, the business could germinate, iterate and liberate new concepts against commercial and customer viability• Established a human centred design practice, delivering actionable insights for the business for new revenue and retention initiatives• Delivery of a credit decision engine, and a meter data management platform to enhance the customer onboarding and billing capability• Completed a RFI/RFP in the selection of CRM and billing product solution, and appointment of the Systems Integrator for implementation• Led the development of effective governance and managing a highly-complex contract with a Tier 1 ERP vendor. • Developed a Quarterly Business Review (QBR). • Key liaison and interface with the corporate functions within the organisation, including EPMO, Investment Committee, Procurement, Risk, Finance and Internal Audit. Ensured the Program was delivered within required frameworks and compliance requirements.• Developed the future ways of working to move to more agile work practices, encouraging collaborative, consultative environment and ran a series of program increments to embed these practices in to the business.

A senior leadership role supporting the delivery of Australia’s largest ICT infrastructure program targeted to bring world-class internet connectivity to 8M homes by 2020, I was initially appointed to lead a team in the delivery of the Definitive Agreement, a revised deal enabling the network to take ownership and upgrade multibillion-dollar assets. I led the development of PMO processes strengthening delivery in a rapidly growing environment, establishing a methodology to support the multimillion-dollar portfolio of projects in my remit. I built and owned the commercial relationships with Telstra for the DRSI program of work, growing relationships across the organisation to ensure that all components of the agreed multibillion-dollar asset transfer were delivered. • Achieved all deliverables relating to the Definitive Agreement, successfully managing a multifaceted stakeholder environment to lay a strong foundation for a successful program;• Delivered required IT program plan to enable the implementation of the MTM National Broadband Network, with millions of households already connected, ready for service and forecast for 2017;• Established a documented, consistent and repeatable process to agree IT statements of work with Telstra to drive program delivery.

1. Appointed to a leadership role on the $100M+ ‘WorkOut’ Program tasked to replace over 140 legacy systems with SAP (integrated Enterprise Asset Management/Enterprise Resource Planning) platform, I developed and enhanced governance processes in the greenfield environment, building a PMO capability to takeover and deliver PwC recommendations. In addition to providing day to day leadership to 8 project staff as 2iC, I led quality assurance on risk management, building a culture of accountability through daily meetings that encourage honest and open discussion. • Supported the delivery of the SAP program against all specified milestones and to time expectations, successfully going-live in April 2015;• Enabled a high performance business utility through the implementation of SAP, an initiative that is forecast to realise multimillion dollar OPEX benefits;• Delivered an improved asset management tool to support the objective of having a zero LTI rate.2. Entrusted to support the recovery of the Government mandated AMI program to deploy 722K smart meters across Victoria, I led the selection and implementation of an end-to-end IT solution and infrastructure to support successful delivery. In addition to establishing a PMO capability, my critical focus was to improve engagement with IT teams and consultants so that requirements were fully understood and resources were committed to the project. Having identified an alternative IT solution, I defined a new project plan and implemented a best practice PRINCE2 and MSP tool kit to support delivery against the business case. • Delivered a major IT solution in 12 months, laying a foundation to support the scheduled implementation of smart meters;• Increased the accuracy of reporting by 25% and reduced the resource effort through near full automation;• Became established as a trusted advisor to the Program Director of process improvements.

In this role, I provided strategic leadership to improve the delivery of enterprise wide change programs and introduced PMO governance rigour to maximise the productivity and efficiency of IT solutions. Leading PMO planning, I created a dedicated resource for the business case development and prioritisation of projects and recruited a team of 23 IT and business professionals to support the multimillion-dollar annual capital portfolio of work under my management. I also participated in senior management committees to improve strategic, operational and risk governance processes across the organisation. Key projects and achievement include: • Successfully delivered a complex ERP system implementation to realise an e-enrolment and e-initiation capability, enhancing student experience and bringing the University into the modern era;• Worked actively and sensitively with the academic community to develop a business case and IT system foundation for e-learning, managing all project governance, the tender process and delivery schedules;• Built a capable PMO capability, providing 1-1 mentoring opportunities to junior staff to proactively champion the education, learning and development ethos of the organisation.

• Manage multiple project managers, project teams and business stakeholders.• Manage the integration of strategic business processes through technology related projects within a program.• Manage IT programs and projects ensuring they comply with approved financial, quality, risk, change management and benefit realisation processes to ensure individual projects are delivered on time and on budget.• Responsible for the development and implementation of a Program Management Plan (based on MSP) and all associated program documentation.• Provide authoritative planning advice to organisational leaders on all matters related to the management and operation of IT programs and related organisational change.• Planning and designing programs and proactively monitoring its overall progress, resolving issues and initiating corrective action as appropriate.• Consulting and liaising with technical and business project teams, both internal and external, to ensure projects comply with the University’s current IT architecture, program management framework and where necessary modify this architecture so the University strategic technical and business requirements are met.• Monitoring and reporting on the realisation of program benefits.• Providing strategic recommendations to governance committees.• Providing program management leadership, meet identified targets, consultation, extensive financial and resource management / forecasting.• Acting as the Associate Director PMO during times of absence.• Developing and maintaining the PMO Charter.• Manage and co-ordinating the ICT Portfolio monthly reporting process.• Working strategically within the PMO and ITS departments to deliver the ICT Strategy and Action plan.• Providing expert support and advice to the CIO.