Glenn S. Email & Phone Number

Adelaide, South Australia, Australia

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

Adelaide, South Australia, Australia

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.

Adelaide, Australia

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.

Adelaide, Australia

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.

Australia

Doing various ITSM consulting and assistance for small business.

Geelong

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.

Melbourne, Australia

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.

Tooronga

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.

Melbourne CBD.

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.

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 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.

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.

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.

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.