Working with a large IT Managed Services and Contact Centre CX provider to continue their RAP journey and assist in an indigenous procurement strategy.

The creation of the new CX Service Hub and move into the Datacom Connect business sees the Service Desk joined by our CX Platforms teams in this new role for me. Our role is to bring the latest offerings in the CX space such as conversational AI and HyperAutomation, the latest from our telephony partner Genesys, and the various ITSM tools in our space to improve the overall customer experience. In my last 12 months in the role we doubled the size of the desk to almost 300 agents Nationally… Show more The creation of the new CX Service Hub and move into the Datacom Connect business sees the Service Desk joined by our CX Platforms teams in this new role for me. Our role is to bring the latest offerings in the CX space such as conversational AI and HyperAutomation, the latest from our telephony partner Genesys, and the various ITSM tools in our space to improve the overall customer experience. In my last 12 months in the role we doubled the size of the desk to almost 300 agents Nationally. During this period we were able to obtain our "Reflect" status in the RAP program and work continued towards the "Innovate" level of RAP, focussing on relationships, respect, and opportunities for greater indigenous participation and involvement in the products and services Datacom provides our customers. Show less

Accountable for the National Service Desks. Initially 6 independent businesses, brought together a single business unit that enabled greater leveraging across sites, introduced automation and enablement. I was also lucky enough to be one of the leadership team involved in mobilising Datacom's RAP working group.

Accountable for the overall Operations of Datacom's SA Managed Services business.As part of my role here I have introduced an ITIL based Continuous Service Improvement program focusing on People, Process, and Technology, in that order.

Doing various ITSM consulting and assistance for small business.

The TAC is at the tail end of a multi year transformation program aimed at changing how the TAC supports its clients. The largest project within this program was the Client Service Platform replacement. As the technology project director I was accountable for the delivery of the underlying platforms involved in supporting the claims business. To do this I completed an RFT process on boarding several delivery partners involved across the SDLC practice augmenting our internal capabilities… Show more The TAC is at the tail end of a multi year transformation program aimed at changing how the TAC supports its clients. The largest project within this program was the Client Service Platform replacement. As the technology project director I was accountable for the delivery of the underlying platforms involved in supporting the claims business. To do this I completed an RFT process on boarding several delivery partners involved across the SDLC practice augmenting our internal capabilities. Included in my role was the responsibility for TAC's solution architecture team, the development and configuration team, and our internal technical test team. Show less

Telstra Super is Telstra's corporate superannuation fund. It provides service to over 100K members and is accountable for the administration of over$17Bn of FUM.During my time at Telstra Super I was fortunate enough to be able to co-create the Technology Strategy, and specifically focus on the target operating model for the Build and Run functions of our technology teams.During the first year of the program we implemented a new Service Mgt tool, introduced ITIL processes to… Show more Telstra Super is Telstra's corporate superannuation fund. It provides service to over 100K members and is accountable for the administration of over$17Bn of FUM.During my time at Telstra Super I was fortunate enough to be able to co-create the Technology Strategy, and specifically focus on the target operating model for the Build and Run functions of our technology teams.During the first year of the program we implemented a new Service Mgt tool, introduced ITIL processes to Telstra Super, restructured the IT teams to better enable the operating model and protect the BAU processes, whilst enabling more change for the business. Covering People, Process and Tools, the program was a critical enabler for not only the Technology capability, but assisted the PMO in improving their processes, and provided a vehicle for improved risk management for the organization.I was also accountable for the day to day running of the fund's technology. This included but was not limited to Service Management, Development Services, Support Services, Service Desk, Infrastructure Services, Service Transition.During this period of change for the Technology teams, we also had a massive business change agenda, and my teams assisted in the delivery of a new CRM capability, Financial Planning tools, and for the first time in 25 years, a change of Custodian to name a few.An excellent company and a great opportunity. Show less

Initially a 6 month contract to help set up a newly created team and define/enhance operational processes that fell within the role's remit, I was asked to extend and continue to assist the Leadership Team with ongoing organisational change and process improvement. As this was a newly created team, I recruited several key personnel whilst working with existing team members on the transition to new ways of working. I'm quite proud of the team I built and our achievements.The role… Show more Initially a 6 month contract to help set up a newly created team and define/enhance operational processes that fell within the role's remit, I was asked to extend and continue to assist the Leadership Team with ongoing organisational change and process improvement. As this was a newly created team, I recruited several key personnel whilst working with existing team members on the transition to new ways of working. I'm quite proud of the team I built and our achievements.The role covered several core functions spanning ITIL, SDLC, and Project disciplines. It was also accountable for ensuring scheme compliance obligations were met, and that 28,000 terminals across several Wesfarmers brands were certified. My time there also included managing the Payments Enterprise Applications team for a brief period whilst recruiting for a permanent manager was carried out. This team supported the terminal fleet and associated EFT front end systems. Show less

During this period I provided internal consulting and problem solving to several key initiatives and major projects, including NextGen and UBank customer migration on to the new Oracle platform. I also provided coaching and leadership guidance for a key operational area of the group, as we'll as assisting in building the relationship between this area and their critical internal service partners.

As Head of Service Management Office NAB, I was accountable for many critical Service Management processes and practices within NAB which included Service Strategy & Design, Service Transition, and Service Reporting. During this time my team managed, and co delivered, a continuous service improvement program that saw greater than 40% reduction year on year in high severity incidents through my tenure in the role and beyond.

In response to a CIO request to provide a material improvement in service levels, I completed an assessment of Wholesale Banking IT service delivery processes and outcomes. Using available data from operational processes across system life cycles and project delivery, I identified several key focus areas and worked with the relevant business unit heads to improve systems and service. This resulted in a 30% reduction in incidents across the portfolio.

Application Development Head for NAB Asset Servicing (formerly National Custodian Services).Accountabilities included people leadership of a team of 80 - 100 staff. Delivery of a program of works in the order of $7M per annum, and circa $20M annual budget.SDLC ownership of all NCS IT applications underpinning the services offered by Australia's leading Custodian.

Essentially a Client Service Manager, this role was created to improve service stability to this critical banking portfolio which included NAB's Business and Private Banking Division. Key services included NAB Payment systems, EFTPOS & ATM, as well as branch network for the Business Bank.As a result of increased controls and QA in the change management space, I managed an unprecedented period of 5 consecutive months of change without service interruption.

Incorporating both Service Level Management, and Service Delivery for various internal Business Divisions, this was a foundation role for NAB and required the creation/negotiation of SLA's for my portfolio, as well as being required to provide Major Incident Management for critical issues. My portfolio through this period included several key business units such as MLC, BNZ, NAB Wholesale, International Trade & Finance and Payments Systems.