Brought together IT Organisations (previously distributed across three divisions) under a centralized model and established a contemporary Operating Model that governs how IT engages with the business, delivers IT services and maximises business benefits and the value of IT investments. Matured the Program and Project delivery framework, reporting accuracy and PMO services to effectively deliver the portfolio of IT and OT projects to the Business. Established Enterprise Architecture and Cyber… Show more Brought together IT Organisations (previously distributed across three divisions) under a centralized model and established a contemporary Operating Model that governs how IT engages with the business, delivers IT services and maximises business benefits and the value of IT investments. Matured the Program and Project delivery framework, reporting accuracy and PMO services to effectively deliver the portfolio of IT and OT projects to the Business. Established Enterprise Architecture and Cyber Security Maturity roadmaps and IT/OT governance frameworks. Lead the convergence of IT and OT leader’s governance frameworks. Established Data and Analytics technology platform and services model, Data governance framework and development of self sourcing capability across the business. Matured the ITSM processes and work practices and strengthened analytics around IT Service demand and resolution SLA’s. Delivered roadmap for Next Generation Network Operations and replacement of energy management system. Show less

This role included a 6 month short term assignment to BG's head office in Reading UK. Key responsibilities in this role include - developing high level merger transition plans for BG's acquisition by Shell. Acting as central liaison and governance point for global IT transition planning activities, focused on alignment across global IT teams and keeping BG IT leadership informed of delivery responsibilities, resourcing risks, issues and status leading to company acquisition.Leading a team of… Show more This role included a 6 month short term assignment to BG's head office in Reading UK. Key responsibilities in this role include - developing high level merger transition plans for BG's acquisition by Shell. Acting as central liaison and governance point for global IT transition planning activities, focused on alignment across global IT teams and keeping BG IT leadership informed of delivery responsibilities, resourcing risks, issues and status leading to company acquisition.Leading a team of transition resources involved in data capture and preparation of responses to acquiring organisation. I established a governance model to control and communicate activities being generated by the wider transition team that impact Global IT BAU activity. Show less

The major responsibility of this role was to take accountability for delivery of the IT Portfolio to the QGC business as its physical plant, operating model and supporting systems were built. My teams delivered all major applications for the new business, and for a period of time I also held accountability for infrastructure delivery and applications architecture teams.I was accountable for the design of governance and assurance across the IT programs. Success in the IT delivery space… Show more The major responsibility of this role was to take accountability for delivery of the IT Portfolio to the QGC business as its physical plant, operating model and supporting systems were built. My teams delivered all major applications for the new business, and for a period of time I also held accountability for infrastructure delivery and applications architecture teams.I was accountable for the design of governance and assurance across the IT programs. Success in the IT delivery space enabled my team to take on several business projects on behalf of the operate program. I designed and took accountability for a financial management framework that budgeted, forecast, reconciled and reported on eight separate funding streams with direct accountability for more than $50m spend annually. I built a high performing team of contract resources (>150 at peak delivery)and progressively moved delivery elements offshore, whilst providing appropriate support structures to ensure the teams were capable of rapid adoption of changing processes to deliver to the expectations of a continuously evolving global IT delivery model. In this role I was accountable for vendor performance, relationships, contracting strategy, and negotiations. Delivering savings between 12% and 18% each year. I assembled a PMO to support my delivery team with on-boarding of large numbers of transient personnel, and provide assurance over the delivery process. I was also heavily influential in maturing the services provided by solution architecture, Infrastructure delivery, contracts and procurement, IT service transition, Global IT PMO and other teams that I identified as having potential to impact project delivery success. Show less

Responsibilities- Managed the support for and evolution of QGC’s Corporate Applications estate.- Accountability for multiple outsourcing relationships delivering Applications Management, Service Introduction, Environment and Release Management and Project management functions to QGC.- Managed a transformation project across outsourced service teams to deliver consistent repeated quality services by working to build clarity of roles, process and responsibilities, and imbedding an… Show more Responsibilities- Managed the support for and evolution of QGC’s Corporate Applications estate.- Accountability for multiple outsourcing relationships delivering Applications Management, Service Introduction, Environment and Release Management and Project management functions to QGC.- Managed a transformation project across outsourced service teams to deliver consistent repeated quality services by working to build clarity of roles, process and responsibilities, and imbedding an ongoing culture of continuous improvement.- Accountability for the delivery of a portfolio of small projects utilising a team of outsourced project managers. - Re-engineered service delivery processes that integrate with local and global functions. Built an applications register and knowledge content workspace that services commercial, financial, licence and application management functions.- Provided leadership and guidance across all QGC applications teams in the areas of stakeholder management, people management, service delivery, application development and project delivery.Achievements- Achieved an escalation score of 3 per month – down from 3 per day in a 6 month window, by effectively managing a service improvement transformation program across the outsourced applications support teams. - Designed and implemented Support Model and Operational Readiness handover documents and accompanying processes for safe transition of applications projects to IT Operations.- QGC lead on the global team to transitioning application services to a global outsource vendor and managed the handover from local outsource partner to global model.- Managed a SharePoint 2010 upgrade and site information governance project Show less

Responsibilities- Lead a team of 43 employees and 20+ Contractors servicing the SAP user community, consisting of 5000+ named users spread throughout Australia relying upon a broad range of the SAP suite of integrated applications.- Accountable for BAU service delivery and a portfolio of major Business and IT Projects across SAP and its integrated enterprise, maintenance and engineering applications. Delivering quality solutions to business problems with effective Organisational… Show more Responsibilities- Lead a team of 43 employees and 20+ Contractors servicing the SAP user community, consisting of 5000+ named users spread throughout Australia relying upon a broad range of the SAP suite of integrated applications.- Accountable for BAU service delivery and a portfolio of major Business and IT Projects across SAP and its integrated enterprise, maintenance and engineering applications. Delivering quality solutions to business problems with effective Organisational Change.- As a member of the IT leadership team provide input to the strategic direction of technology in Caltex and the overall governance and operational models for IT. Act as a trusted advisor to Caltex leadership.- Personally accountable for assuring architecture and design of the integrated SAP suite of applications and associated infrastructure.- Accountable for commercial negotiations and relationships with Application and Outsource vendors targeting increased business value and operational reliability.- Charged with effective financial management of $10m operational expenditure and up to $20m capital expenditure annually.Other Achievements- Participated as a key member of the IT Leadership team in designing the Organisation structure, governance and operating model for consolidation to One-IT team across the Caltex Organisation. - Formed a single enterprise applications team, providing services to whole of Business that were previously serviced by four separate teams spread throughout the organisation.- Built an operating model for application support and development. Key success metrics being reduced cost to serve, flexible resourcing levels and standard processes to support and deliver a large portfolio of high priority Business initiatives to the organisation. Show less

• Manage a small team of SAP professionals (Employee and Contract) whose key responsibilities include:o Delivery of quality solutions that target process improvements for Caltex, in the SAP - PM, PS, MM, FI/CO, CATS, ABAP and BI application and Non-SAP – Primavera, Impress, COGNOS applications.o Core customer base included plant operating, plant maintenance and engineering teams.o Provide daily Business as Usual support to SAP users across three Refineries, Caltex seaboard… Show more • Manage a small team of SAP professionals (Employee and Contract) whose key responsibilities include:o Delivery of quality solutions that target process improvements for Caltex, in the SAP - PM, PS, MM, FI/CO, CATS, ABAP and BI application and Non-SAP – Primavera, Impress, COGNOS applications.o Core customer base included plant operating, plant maintenance and engineering teams.o Provide daily Business as Usual support to SAP users across three Refineries, Caltex seaboard terminals throughout Australia and Caltex Corporate Project Managers.• Personally provide key SAP integration knowledge to the Caltex business for the entire SAP suite and act as liaison between Refining and Corporate SAP teams.• Provision of quality SAP solutions that include re-engineering and documentation of the business process; design, testing and delivery of the application solution; and planning, design and provision of support to business owners in the delivery of training packages, help documentation and change management.Relevant Project Deliveries I have Managed include:+ Delivery of a Plant Shutdown Planning and Reporting model that integrates Primavera and SAP for planning, scheduling and financial management purposes.+ Build a Refining Financial and Reliability reporting model in COGNOS and later manage the migration to SAP BI+ Implement SAP Plant Maintenance solution for Caltex terminals.+ Refining lead and Project executive for SAP (4.6c) upgrade, managing functional and change management streams of this project.+ Manage the build of a Maintenance planning and scheduling solution in SAP. Show less

- Lead the MM, FICO and Security teams while providing overall integration and change management guidance to the Reliability 2000+ project that was responsible for re-engineering and migrating Plant Maintenance, Procurement and Inventory Management functionality from Trident and Mpac to SAP- Lead a project team to analyse and select the CMMS (Computerised Maintenance and Materials System) that the merged Caltex Refineries should move to.- Refining design and integration… Show more - Lead the MM, FICO and Security teams while providing overall integration and change management guidance to the Reliability 2000+ project that was responsible for re-engineering and migrating Plant Maintenance, Procurement and Inventory Management functionality from Trident and Mpac to SAP- Lead a project team to analyse and select the CMMS (Computerised Maintenance and Materials System) that the merged Caltex Refineries should move to.- Refining design and integration representative for Corporate led BPR projects 1 to 5 staging the implementation of SAP R3.- Re-engineer the inventory numbering and naming conventions across refineries and build a single inventory listing. Show less

- Deliver procurement and inventory management process improvements and build application acceptance in warehouse.- Design and Deliver condition monitoring tool for rotating plant equipment.- Support the Artemis and later Primavera planning tools for Refinery Shutdown planning.- Team member of project to design and deliver Trident Maintenance Management Application.- Involvement in three major (whole of Refinery) turnarounds (shutdowns) – Scoping, Planning and… Show more - Deliver procurement and inventory management process improvements and build application acceptance in warehouse.- Design and Deliver condition monitoring tool for rotating plant equipment.- Support the Artemis and later Primavera planning tools for Refinery Shutdown planning.- Team member of project to design and deliver Trident Maintenance Management Application.- Involvement in three major (whole of Refinery) turnarounds (shutdowns) – Scoping, Planning and logistics.- Refining design and integration representative for Financial systems cutover to SAP R3. - Lytton Refinery design representative for Financial systems cutover to SAP R2 and Ampol / Caltex Merger activities.- Lead the Procurement and Spares Inventory process improvement program - Trident- Provide support and identify improvement opportunities for all Reliability Department applications and operational processes.- Design and integration input to Trident CMMS (Computerised Maintenance and Materials System)- Design and build solution for condition monitoring of rotating plant equipment.- A number of Accounts Payable and Financial management activities.- Manage Administrative services team across whole of Refinery.- Refinery financial and equipment data key punch operations.- Refinery Credit Union support and key punching. Show less