Senior Agile PM with MCA providing Project, Change and Service Management for customers implementing, upgrading or optimising their Oracle products, software and applications. Bridging the gap between technical experts and business functions to ensure successful business outcome for projects.

Design and implementation of an end to end integrated Salesforce-CloudSense-AMDOCS solution to replace multiple legacy systems within the Business and Enterprise business group and customer segment with the objective of transforming the customer experience from sales account management through product and service delivery and billing to maintain Telstra’s competitive advantage.Accountable for identification of business value with key business stakeholders, alignment of solution design and implementation to business value, prioritisation of functional build and implementation, change management, multi channel deployment, and for business adoption of Agile methodologies.Key accountabilities and deliverables included:• Stakeholder engagement across Executive and User groups including Executive status updates.• Business case development to identify and define business value for the program.• Development of scope, product roadmaps and release plans for early delivery of business value.• Identification and prioritisation of key features and functionality and business requirements.• Translation of business requirements to prioritised user stories.• Alignment of iteration plans and sprints to prioritised user stories, features and business value.• Test strategy endorsement and sign off and accountable for business and user acceptance testing.• Decision maker for key architectural decisions relating to business functionality.• Stakeholder and decision maker for data quality and data migration planning.• Decision maker and sign off for change management and deployment planning to 3000+ end users in a multi-channel environment.• Project Manager accountable for business risks, resource planning, budgeting and cost control.

Accountable for developing and implementing a multi project Customer Experience improvement program to address pain points across customers, channels, products and business processes across the $2.8b and 1 million customer Small Business division.• Designed and developed a customer experience analysis model including the rollout of the LavaStorm tool to link over 50 data sources and millions of records across sales and service transactions, multiple customer experience surveys, and call centre / IVR records. This model acted as the fact base that identified high priority customer pain points for development of the customer experience strategy.• Developed a comprehensive customer experience improvement strategy and program to address customer pain points identified by extensive analysis of customer feedback.• Project Management of the $12million customer experience improvement program and initiatives on time and under budget.• Significantly improved year on year customer experience and advocacy (measured by net promoter score).

Project Management and governance during the architectural design, installation, implementation, and upgrade of Oracle hardware and solutions to optimise availability and performance for customers and ensure technical solutions achieved business objectives. Projects included:• Large data centre: $3m Oracle server upgrade.• Large telecommunications company: server virtualisation solution architecture design and implementation; cloud transition.• National Health company: Oracle database upgrade and configuration for digital record transformation program.• Large government department: Super computer upgrade and deployment.• Large clothing manufacturer and retailer: server virtualisation solution architecture and deployment.• Large print media company: Brocade storage upgrade project.• Large government legal department: server virtualisation architecture design and implementation including increased levels of security and partitioning.

General Manager accountable for business operations, logistics and inventory, sales and financial performance. Key results and achievements included:• Delivered annualised sales growth of 8% through implementation of sales initiatives.• Project management of major retail refurbishment on time and under budget.• Negotiation of the sale of the business to maximise return on investment to shareholders.

Planned and implemented a Retention Program Strategy including the establishment of a team to resolve customer issues, retain customers and reduce revenue loss from the $2b base for the Small and Medium Business unit.• Design and implemented a detailed analytical framework to identify and prioritise high value customers.• Established a high value customer retention group of 80 business agents across Brisbane and Melbourne to increase customer service levels and retention.• Established a Small Business Complaints group consisting of 60 agents to identify and resolve customers issues to prevent customer churn and revenue loss to competitors.• Conducted detailed analysis of customer churn to determine root cause issues and identify at risk customers and aligned the Retention service model and processes to this segment of customers

Accountable for commercial and performance analysis and insights across all Small Business channels and customer segments to inform strategy development. Key achievements included:• Developed and implemented channel strategy, including a new Telstra Business Centre channel with dedicated focus on small and medium business customers, using market share analysis, geographic opportunity modelling, and channel performance analysis and insights.• Established a new channel performance model and leveraged this to implement improved budgeting, target setting and performance reporting aligned to the channel strategy and KPIs.• Developed a geographic opportunity model and database, combining multiple data sources and millions of records, to estimate market share by product and customer segment down to a postcode level that was utilised in conjunction with MapInfo graphical overlays to determine optimal Channel Partner coverage and identify gaps to be addressed by the channel strategy.• Implemented a prioritised geographic rollout program for Telstra Business Centres based on geographic opportunity modelling, optimal Partner coverage analysis, and Partner performance to deliver on the channel strategy.

Project Manager responsible for implementation of sales and service performance improvement projects within large corporate and government clients to drive superior business outcome and performance. Projects included:• Large Banking Company: call centre sales and service productivity improvement that delivered the target 25% productivity uplift by identifying and benchmarking best practice performance, processes and behaviours across multiple contact centres and teams.• Large Telecommunications Company: sales and service improvement program focused on delivery of streamlined training, induction and skills/performance based call routing.• Large Media Company: Account (Field) Sales Team productivity improvement to simplify customer portfolios and geographic territories to increase customer facing time and drive sales growth.• Large Energy Company: Energy Retail business unit performance and risk analysis to evaluate options for expansion into new product groups to drive revenue growth.• Large Parcel and Logistics Company: Account Sales performance review to drive sales growth across mail and parcel product groups.• Large Private Equity Company: Business analysis for private equity purchase of an international print and directory company providing guidance on benefits and synergies to inform deal value.• Government Energy Company: risk management evaluation of business strategy.

Developed and implemented business cases, strategic plans, budgets and managed key projects across demand forecasting and inventory management processes that increased growth and profitability.

Business Project Manager for a $10m SAP implementation across 30 metro and regional sales and distribution centres. Accountable for: business and stakeholder engagement; prioritisation of business functionality build; and implementation of change management strategy and risk management plan to increase business engagement and minimise risk.

National Senior Business Analyst working directly for the CFO and CEO to provide commercial analysis and insights to inform strategic planning, strategic initiatives and mergers and acquisitions. Key achievement was the design and development of a multi-dimensional model to perform profitability analysis and drill down from corporate P&L to individual general ledger items at a customer and product line level allowing for custom pricing and service strategies to be developed.

Sales and account management for key accounts in the automotive industry. Implemented inventory replenishment modelling and forecasting to meet the needs of automotive customer just in time supply chains.