- Lead delivery of business transformation and system capability to the CSD.- Develop and implement data strategies for CSD including deVining Data Governance and Data Quality Strategies.- Facilitate the role of Chief Information OfVicer for CSD as part of the ACT Government agenda.- Create broader ICT strategy for CSD and development of CSD Enterprise Architecture for delivery of services for vulnerable communities within the ACT.- Create and implement an Investment Committee governance structure with support from a Project Management Framework to be utilised across all project delivery.- Increase security capability for CSD including the implementation of a new security framework.- Delivery of digital capability include Housing and Homelessness, Child Protection for citizens and service providers- Responsible for creation and delivery of Protective Security Framework : inclusive of information, personnel, physical and governance security requirements- Develop strategies and fulfil obligations as the Security Adviser for CSD.

- Lead on interim basis the Corporate team delivering HR, Property, Finance, Procurement, ICT and Governance including Government relations for CSD.- Facilitate new organisational restructure of CSD incorporating function modelling, service catalogues and change management needs.- Initiate Property Strategy for CSD incorporating external care centres for vulernable communities.- Initiate Financial systems review incorporating broader ERP strategies including housing construction valued at $400M and facilitating grant management and supplier contracts for services valued at > $200M.

- Lead delivery of strategic policy and business transformation to Housing ACT as part of the CSD.- Manage delivery of the Housing Minister’s agenda relating to the Government Housing Strategy.- Coordinate the strategic management of scarce resources to a large, diverse population andimprove the client experience.- Lead corporate capability, change management, business solutions and transformation, strategicand operational policy, quality and risk, and insight and analytics.- Develop an Enterprise Risk Framework for Housing ACT and the Directorate, including ablueprint for risk management and evolving capability in everyday decision making.- Develop the Digital Strategy Program in alignment with the broader ACT Government strategy.- Create Housing ACT’s Enterprise Architecture including formulation and implementation of theDigital and Enterprise Solution Strategy, which involved working with ACT Government sharedactivities (ICT and Human Capital) to achieve greater efficiency.- Manage Business Process Engineering Programs that consider key interaction points withcustomers and stakeholders to improve outcomes.- Sponsor the Change Management Framework to support a people-centred leadership approachto organisational change.

This position bought together the General Manager, Business Solutions & Technology and Operational Strategy responsibilities and the General Manager, Corporate Affairs role to create the position of General Manager Business Enablement. This role expanded accountabilities to include oversight of the corporate services function and drive the strategic restructure of two key business units within the organisation. Specific responsilities included:- Operational management and accountability for a team of 95, providing a corporate services function for DHA including business solution functions, ICT, corporate affairs including functions of Human Resources, Learning and Development, Work Health and Safety and Shared Services. A total OPEX budget of ~$25M and yearly CAPEX budgets up to $45-50M.- Development of an integrated strategy incorporating people, process and systems for the organisation focusing on a people and capability led organisation with deliverables for talent management, organisational development and workforce planning.- Strategic oversight of the restructure of the Shared Services facility. Outcomes of the included the delivery of cost reductions (15%), increased service quality and implement the Corporate Affairs re-organisation to deliver increase customer satisfaction levels by 20%

- Operational management and accountability for a team of 50, delivering accelerated business solutions with a total OPEX budget of ~$15 million and yearly CAPEX budgets ranging from $12.5 million to $40 million.- Development and implementation of ICT strategic direction, including sourcing arrangements, vendor contracts up to $40 million, and the transition to in-sourcing of those functions deemed critical to delivery of business outcomes.- Management of Business Solution delivery within the organisation, developing appropriate change management methodologies across all aspects of the Service Delivery Live Cycle (SDLC) in an environment strongly focused on enterprise asset management- Instigation of an extensive Business Process Architecture Review program that provides clear and consistent whole of enterprise process views informing both the staff learning/development and on-going solution design and delivery.- Management of Business Process Engineering Programmes delivering both tangible and intangible benefits to the organisation considering key interaction points with both customer and suppliers across all business units. - Development of DHA’s Enterprise Architecture, including the formulation and implementation of the organisational E-Business and Enterprise Solution Strategy. This involved a major shift in the groups’ strategy, moving from a wholly out-sourced solution to in-sourcing of selected software development and infrastructure delivery within the organisation.- The delivery of organisational strategies digital and e-business in creating both internal and external organisational collaborative environments with over 45,000 specific external stakeholders engaging with DHA electronically.- Management of all ICT components including initiatives such as server virtualisation, core network replacement, archiving and backup strategies and data centre consolidation and transition.

Formed a consulting company focused on Enterprise + Solution Architecture, Risk and Development Management with both government and private enterprise clients in NSW and ACT. Clients included ActewAGL, TransACT, DHA, Link Web Services, National Archives Australia and Australian Railways Association. Major project responsibilities included:- Providing Enterprise Architecture services for a client in the Property Management industry that had struggled in previous large-scale implementations. This $25 million enterprise system project was on-time, on-budget and successful.Creating an internal development capability to transition from an emphasis on out-sourcing. XPoint established appropriate methodologies, processes and mentoring along with delivery of a suitable 18 month IT strategy.- Creating a completely revamped web presence for a government agency, partnering with a Web Design Company to enhance CRM and billing capabilities. XPoint was focused on back end capabilities for appropriate e-commerce solutions and generating personalized content to site-visitors.- Creating an automated work-flow solution for a client in the Telecommunications industry using solution architecture and risk management practices suitable for a diverse vendor supply chain. The strategy being implemented is emerging as the de-facto standard for IT development across partner companies working with this client.