Scott S. Email & Phone Number

Sydney, New South Wales, Australia

Sydney, New South Wales, Australia

Sydney, Australia

• Reporting to the APAC Managing Director and Global VP Engineering, Scott leads a team of over 105 Engineers and technical PM’s across the APAC region (Sydney Brisbane, Singapore), delivery and operational support of.
• Consolidated separate engineering teams in Brisbane, Sydney, and Singapore into a single APAC Engineering organisation.
• Successful Program and Project Technical leadership across large System and Software Engineering programmes and presales activities, delivering in both Agile and Waterfall methodologies to successfully deliver programs.
• Organisational budgetary control and management,
• Resource and career management of the Engineering team. Manage growth of the Engineering organisation to meet regional business plan including delivery and budgetary targets
• Technical leadership through commercial negotiations leading to contract award and ongoing governance and steering committee responsibility during delivery and transition to operations of major programs in APAC

Sydney, Australia

• Lead a team of ~50 Engineers delivering engineering projects and support for the NSW OPAL AFC ticketing system.Key achievements:
• Grew team from 19 engineers to 60 over 4-month period and maintained close to zero attrition.
• Implemented Engineering structure across the engineering team disciplines of Systems Engineering, Software and Test Engineering and Technical Delivery Management.
• NSW Engineering team successfully deployed worth of enhancements and modifications to the OPAL system over this period ensuring continued alignment with enterprise architecture and bring new technology to the platform.

Sydney, Australia

• Cubic are the prime vendor delivering the OPAL transport smart card and supporting systems to Transport for NSW. Scott joined Cubic to assist with the formation of the portfolio of variations work that has been.
• Formation, prioritisation, and road map scheduling of the Variations programme of work
• Formation of a release management strategy (based on 2 monthly releases) and subsequent recruitment of a Release Manager to drive process implementation.
• Introduced Agile (Scrum) framework to Cubic Sydney and utilised it to successfully deliver a key project for the OPAL system
• Key projects managed: - Open API – Deliver capability for the OPAL back-end system to be consumed by Mobile devices and other third party systems - Tertiary Concession cards – Development and launch of Tertiary.

Town Hall House

• Scott joined the City of Sydney (CoS) to manage the newly formed IT Project Portfolio reporting directly to the Chief Information Officer. The FY 12/13 IT Portfolio had over 70 projects identified ranging from the.
• Procurement, deployment, and champion widespread use of a central IT portfolio/project management reporting tool.
• Development and nurturing of a team of project-based professionals with close to zero attrition over a two-year period.
• Reporting on-going project progress to executive and senior management steering groups.
• Development of strong working relationships across all areas of the business who have been involved in IT project delivery – from project working groups through to executives.
• Working directly with CoS finance teams to put in place better visibility across project financial management and tracking.

Sydney, Australia

When Scott joined the bank, the principal objective was to prepare and submit a business case to drive a self-funded collaboration strategy across all business units within the Bank. Upon acceptance of the business case, Scott continued to focus on delivering components of the business case and driving adoption of the collaboration products. While at CBA.

Sydney, New South Wales, Australia

• As Delivery Manager at Avanade, Scott was responsible for the portfolio of Avanade customer and internal projects within the Sydney and Brisbane regions. The projects were principally application development projects.
• Implementation of regional Customer Satisfaction surveying process and directing corrective action where required.
• Streamlining and automation deal review process.
• Implementation of junior PM development program to provide a path for technical consultants to move into PM roles.
• Growth and development of PM and BA team – Career and line management responsibility for 15 PM’s and BA’s.
• Achievement of agreed KPI’s for team charge ability, headcount, delivered margin and the Cost of Quality (CoPQ).

• Scott was a Program Manager and was responsible for delivering the following projects:
• BT Financial Group – Database migration for BT’s Wrap Platform – $1.5M
• Australia Post – Desktop and Infrastructure Refresh program - $5M
• Department of Employment and Workplace Relations (DEWR) – PMO restructure and Microsoft Enterprise Project Server implementation - $1M