Driving change by engaging with the business to deliver projects from definition to deployment and post implementation support. Recent achievements are as follows:Enabling the complete integration of the CSG business into Fujifilm through decommissioning the entire CSG IT network saving $4m per year in IT costs. This was achieved by data and document migration and archival, closure of contracts with vendors, creation of new processes allowing the transition to Fujifilm systems. B2B integration with Fujifilm Dealer network through augmentation of 3 common ERP platforms, removing need for Dealers to manually key data, and allowing the decommission of an unsupported system.Direct API integration with a Government client which entailed integration of Fujifilms back end systems to allow automatic responses to be sent to the client on demand. Reducing overheads at both companies. Also responsible for:Software implementation and adoptionRisk Identification, Analysis and ManagementProject Funding Requisition and ManagementVendor relations for SystemsInternational Resource Hire and Management for ProjectsProcurement activities related to projectsDevelopment of Project Documentation and SOPs (Standard Operational Procedures)Running Steering Group MeetingsAudit preparation and participation While the CSG IT network was still in place I undertook the following activities:Switched to a 'keep the lights on' operational model for the CSG IT Team and on-boarded a Managed Services Provider, saving over $850k per year in IT Staffing costs.Developed a 3 year System Transition and Cost Reduction Plan for CSG Systems.Significantly reduced licenses for Salesforce, Financial Force and other business critical systems and renegotiated contracts with providers, saving $2.1m per year in operational costs.Implemented 'Marketo' for the Marketing team, to automate processes and enable the creation of complex campaigns using Salesforce data.

Reporting directly to the CIO, I was brought in after a change of the 'C' Suite, to introduce structure, governance and compliance to the Organisation. Some of my key achievements are as follows: Implemented an IT Operational Model and Project Management Framework leading with a formal IT Engagement Process. Reinvigorated the IT Team, through new role hires and redundancies.Formed partnerships with a number of consulting companies to deliver top priority executive initiatives.Compiled and Managed an IT Budget and a Project Portfolio Budget.Ran a Salesforce Optimisation Program, updated all test classes, improved speed of system, switched from Classic to Lightning and reduced data storage from 114% to 67% through the decommission of an integrated legacy system.Delivered a company wide Transformation Program using Salesforce and Financial Force to automate 90% of manual processes, reducing Lead 2 Order time from 11 days to 1 day and reducing Order 2 Cash processing time through the implementation of Salesforce CPQ. Achieved 100% uptake of the system from Sales. In conjunction with Sales staff, designed and implemented a dashboard displaying comprehensive customer data at the click of a button, allowing Sales to individualise customer strategies and effectively convert leads. Took on Role of Business Systems Head and 8 staff members in addition to my own after the sudden departure of the encumbent.Implemented a ticketing and reporting solution on Salesforce for the Print Support Call Centre.Deprioritised a multi-million dollar program of work planned by Marketing after analysis revealed that the program was not aligned with the company's strategic initiatives and the cost, risks and time to execute were outside of the Executive Forum's tolerance levels.

Seconded permanently from the PMO to manage the next phase of this program as it sought to take an internally developed digital product to market. Achieved ATO compliance to become a registered provider of STP services. Met rigorous risk and compliance standards enabling the marketing team to hold events, develop external communications and produce promotional material. Collaborated with external service providers and newly onboarded customers to extend product offerings. Undertook a program Benefits Assessment, and realigned targets to meet new expectations. Achieved approval from the Board and secured further funding for a program extension. Implemented a cross company Program Steering Group containing a Financial Approval sub-committee to authorise all program expenditure. Produced monthly Program Status Packs for Snr Executives and the Board. Reviewed contractual agreements between vendors and implemented standardised toolsets and practices across external vendors and internal program team.

Employed to review, revitalise and improve the Project Delivery Lifecycle including all processes, tools, artefacts and frameworks used in the end to end delivery of a project such as; Business Analysis, Technical Architecture, Risk and Compliance, Procurement, Solution Delivery, Release Management and Change Management.

Operating in a fast-paced environment, I manage multiple projects with shared resources, to meet hard deadlines and create new revenue streams. I am directly responsible for one Project Co-ordinator and I run the company's R&D Program consisting of IT and digital initiatives, achieving a substantial tax benefit for the company each year. Wearing many hats in a day, I work closely with clients, vendors and in-house staff to deliver be-spoke IT solutions to meet client needs and embed them into CLH operations.Working closely with IT, we currently practice agile processes to deliver the highest value end product to clients in the shortest timeframe.My project team working to implement a solution for a top end government client won Team of the Year, after onboarding the client in the shortest timeframe they had ever experienced. This was the first time a project team had won an award.I proactively contribute to on-going process improvements in project delivery and all aspects of the project management discipline.

As part of a small project team I was responsible for establishing a PMO and a skilled Project Management function within the business. Through the provision of a tailored Project Management Methodology, Framework, toolsets and regular reporting I provided Executives with visibility of the suite of change happening across the company. I worked with Executive stakeholders to develop and implement cross company processes designed specifically to increase Organisational Project Management Maturity within our company. I also managed the projects making up the company's R&D portfolio.

Hired independantly by a mine site who was struggling with the Phase 2 implementation of an EDRMS and failing to meet safety targets. This appointment was as a direct result of having worked with all BHP minesites in a previous role to customise and implement a new EDRMS. I lived locally and was based full time at the minesite. I worked closely with Brisbane IT team to advise of system issues and devise workarounds. I implemented new processes on site and held meetings with cross sections of the workforce to ensure uptake of the system. I also worked closely with miners to rewrite outdated mining documentation such as Standard Operating Procedures, Work Instructions, JSA's and training manuals. Coached staff on site in the use of the EDRMS and changes made to Operational processes.

Managed budgets and global logistics of a project portfolio worth roughly 20million per quarter. Worked closely with Project Managers to ensure projects were completed on time and in budget. Reported to Management on the Project Portfolio, including accurate estimates of expected future profits. This role was almost entirely performed through a global SAP system.

Production of eLearning material for government bodies and mining companies.

Employed to manage Residency projects in order to optimise revenue across the ANZ region. This was achieved by redefining reporting requirements for Residents and understanding Residents skillsets. Forming a relationship with Sales, I aligned our Residents availabilities with the project pipeline thereby optimising billable utilisation. I also educated Sales staff in our Resident skillsets enabling them to tailor their approach to clients, thus increasing sales of Residencies throughout the region.

Working within the ANZ Regional PMO, I drove improvement across the ANZ Services Practice as a result of transition to new corporate finance system. I managed a portfolio of small client projects and resolved a number of project management process issues. I provided transparancy on our projects, project managers and project management practices through portfolio reporting to Regional Executives and the Global PMO.

Worked between IT and the business as a business facing Business Analyst to implement a company wide EDRMS. Held discovery sessions and data cleansing workshops with key personnel before running a successful awareness campaign and pilot projects. Managed key stakeholders at nine minesites to ensure sucessful implementation and uptake of the system at each site. Once implemented, assessed compliance to the Mining Act through use of the EDRMS and assisted key users at each site with developing work arounds to emerging issues.