Where C-level digital executives and Boards go first to drive business success on their growth or mission priorities.As Senior Executive Partner, I bring insight and targeted advice to bear to support Executives charged with accelerating their digital initiatives. A key focus is helping senior executives consider what digital means for their organisation and the ecosystem they operate in and how to improve the return on IT and digital investment. This includes facilitating and accelerating CxO and Board agendas such as digital transformation, strategy, operating models, data and analytics, cyber and cost optimization.As Lead Partner for the Higher Education sector I am also responsible for delivery of value and insight to our ANZ University clients.

Member of the Advisory Group providing independent strategic advice and guidance to the Directors of Method Recruitment. Key aspects include the refinement of strategic goals and the achievement of goals and business plans in focus areas such as employee attraction and retention, market proposition, digital branding and corporate strategy.

When CIO Whisperers talk, technology and business leaders listen. The CIO Whisperers Podcast is designed to champion CIO's, empower their teams and influence the next generation of technology leaders. We believe in the power of sharing the untold leadership stories of CIOs as business leaders. They strive to improve their respective business and teams, and to make the world a better place through considered and sustainable technology investment.

Swinburne is a world-ranked university leading the way in innovation, industry engagement and social inclusion. Swinburne's education, high quality research and industry partnerships create positive change for students, staff and the community.As CIO, the IT team and I have accountability for the creation of value from IT products and services across all faculties and campuses.

Global Director of NDY Digital. NDY Digital was created with the goal of helping our clients connect and integrate their physical and digital assets to make spaces a safe, seamless and efficient experience for all users. We deliver digital advice and outcomes to client across all aspects of Smart Infrastructure including IoT, Smart Buildings, data integration, data governance, security/cyber security, data analytics, mobile applications and digital signage.Key Achievements• Creation of NDY Digital through amalgamation of four siloed service solutions• Facilitated strategy workshop combining Design Thinking and ‘Where to Play, How to Win’ principles delivering cohesive strategy and goals• Improved transparency of all reporting from opportunity through project closure• Delivering monthly project revenue at target profit margins

NDY is a global engineering consultancy, passionate about providing solutions that improve the value, reliability and efficiency of our clients' projects, and the broader built environment.As Director of Group IT, I provide IT leadership ensuring we develop, communicate and deliver on a clear IT strategy that supports NDY's 2020 strategic focus on people, clients and growth.Major achievements - 2017/18• Restructured IT to create first enterprise wide IT group to enable global collaboration• Conducted IT Strategy workshop utilising Design Thinking principles delivering IT vision and strategy• Migrated WAN to true global design to improve global performance • Migrated service desk to 24x7 service to support global mobility and collaboration • Upgraded desktop fleet to Office 2016 and migrated to O365 • In an environment of frenetic business delivery, also doubled our customer satisfaction rating• Brokered exploratory commercial meetings for NDY using industry networks

St Vincent’s Health Australia is the nation’s largest Catholic not-for-profit health and aged care provider and a clinical, research and education leader working in private hospitals, public hospitals and aged care services in New South Wales, Victoria and Queensland. I worked with the group executive to structure and progress a forecasted $450m of digital transformation. The transformation portfolio covered base infrastructure, IT operating model, HR, Finance and Shared Services, clinical systems and enabling technology (digital workplace).As a member of the Steering Committee I worked with the Head of HR and the HRIS Program Manager to drive the successful implementation of Workday throughout the SVHA group (divisions and facilities).Key Achievements • Successful completion of a proof of concept for RPA focusing on transactional finance activities • Working with the CIO and the IT Leadership Team to define a clear IT strategy and a fully funded IT Transformation proposal

Aurecon provides engineering, management and specialist technical services for public and private sector clients globally. As CIO I was accountable for the creation and successful delivery of the firm’s IT strategy which supported the key business goals of ‘meaningful information anywhere, anytime’ and ‘give time back to the business’. Managed a global team of 130 and a $55m budget. Major achievements include:Collaboration and mobility (meaningful information anywhere, anytime)1. Global implementation of Workday enabling a major business goal of having the ‘right people in the right place at the right time’2. Global deployment of Office 365 supporting a key business goal of mobility3. Established a prototype hybrid cloud platform enabling accelerated start up and decommission of major projects and JVs. The prototype lowers cost helping competitiveness, as well as reducing time for projects to become productive4. Negotiated a new Microsoft EA targeting cloud opportunities with a key goal of improving internal & external collaboration5. Completed a complex migration of the Wide Area Network to a new service provider improving all KPI's and introducing a structural cost reduction. This enabled an improved alignment of the network architecture to an increasingly global business strategyOperational Service Management (give time back to the business)1. Decommissioned regional service desks, establishing a 24x7 Shared Service Centre in Manila achieving significant uplift in service KPI’s coupled with a structural cost reduction2. Introduced automated cloud workflow tool for service management (ServiceNow) 3. Introduced people initiatives to improve performance in rolea. Clarified staff roles by introducing SFIA with goal of driving improved focused on business outcomes rather than technology 4. Reduced IS headcount from by over 20% through globalisation, standardisation and process improvement5. Achieved a 30% increase in the Customer Satisfaction Score

Achievements include:• Snorkelling on the Great Barrier Reef with the kids;• Catching the worlds smallest fish;• Learnt to cook some new recipes; and• Grew a beard (but shaved it off because of all the grey!)

As one of six (6) Senior Partners I was jointly responsible for driving the strategic direction of the firm, managing the business operations as well as engaging with client executives. In my time with the firm annual revenue grew from $18m to $36m. After being part of running and growing a business for 7 years in July 2012 I decided to seek a fresh challenge.

In partnership with one other DireXion Partners commenced in 2005 with the aim of providing high quality advisory and execution services to IT executives of medium to large corporations. DireXion Partners was merged into CharterMason in August 2008.

Full responsibility for all BCS advisory services to CIOs within a number of Melbourne based accounts, primarily in the utilities industry. Responsibility included setting strategy, achieving revenue and margin targets, project delivery and leading a team of Melbourne based consultants.

Full operational responsibility for the PeopleSoft practice across ANZ. Responsible for a team of over 20 consultants responsibilities included sales, revenue, profit and team development. Opportunities were generated through engagement with senior executives from clients and vendors.

Full operational responsibility for the PeopleSoft practice in UK & Ireland. With a team of over 30 consultants responsibilities included sales, revenue, profit and team development. Opportunities were generated through engagement with senior client executives and vendors.