Stephen O'Gorman Email & Phone Number

Melbourne, Victoria, Australia

Primary Purpose of the role:To lead the provision, development, delivery, and adoption of procure to pay (purchasing methods) processes ensuring that services are delivered in an efficient and controlled manner whilst reducing complexity for users of these services.Key Responsibilities:• Own the development and deployment of the purchasing methods strategy ensuring mission appropriate purchasing channels are available and used effectively• Lead the development, deployment, implementation, and maintenance of effective systems and processes for managing purchasing across the organisation, currently consisting of:Accounts Payable | Corporate Credit Cards | Imprest Debit Cards | Imprest Bank Accounts | Coupa Online Purchasing | Coupa Personal Reimbursements | Centralised Billing Aggregators• Ensure key controls are developed and working effectively to ensure timeliness, accuracy, and completeness of payments by the organisation and compliance with all relevant legislation• Develop a plan, with key stakeholders, to fully extend the shared services model for purchasing methods across the organisation improving quality and increasing efficiency• Provide effective leadership to the team through coaching and mentoring, to build and grow operational capacity• Proactively identify, establish, and build sound networks across TSA developing robust SLAs with key stakeholders• Establish support channels and feedback mechanisms to enable improved alignment with frontline operations focused on continual improvement of processes• Actively participate in the FSS leadership team ensuring key deliverables are achieved in line with strategic outcomes

Melbourne, Victoria, Australia

Responsibilities:• Stabilise the team after the recent departure of the AP Team Leader and Finance Shared Services GM,• Develop and deliver regular statis updates to the CFO and Salvation Army leadership,• Lead to resolution all AP escalations for the organisation,• Oversight the successful processing of 18,000 invoices per month,• Recruit, train and develop a team of 20 Accounts Payable Operators,• Develop strategies to rationalise all internal payments processes,Achievements:• Redesigned the AP Operator roles and responsibilities to increase invoice processing,• Developed and implemented an organisational redesign of the AP Team,• Established daily, weekly, and monthly invoice processing metrics• Increased invoice processing from 500 per day to 1,200 per day • Reduced the daily invoice backlog from 10,000 to less than 500 within 3 months.• Implemented ServiceNow workflow automation for invoice processing• Reduced the number of AP Operators by 40% within 9 months.

Melbourne, Australia

Responsible for:• Leading the process to acquire funding approval for the proposed Program of Work.• Managing the financial performance of the group to the annual $20M CAPEX and $3M OPEX budgets.• Development of a new financial reporting framework• Engagement and management of onshore and offshore externalvendor staffAchievements:• Designed, developed, and deployed a simplified financial management framework in SAP / INTEGRAL based on the AGILE team configurations.• Established monthly reviews of actual costs to forecast spend by Platform and Agile Team.• Met regularly with Platform leads to review and undertake corrective action as required to maintain financial benchmarks.• Executed vendor management reviews of onshore and offshore IBM, WIPRO and INFOSYS resources and implemented timesheet management by the 100+ staff in SAP Field Glass.• Developed and implemented a governance framework for the $1M per month forecast cost of external partner staff.

Melbourne, Australia

Telstra, NBN Operations, (2013 – 2017)Responsible for:• Leading the management of all power consumption, billing, and True Up activities to NBN for power usage in Telstra exchanges.• Alignment of massive and complex data sets to ensure accurate power charges.• Receipting, processing, analysing and archiving of power metering files from NBN Co.• Analyse invoicing and cost datasets provided by Telstra Property and prepare supporting documentation for NBN Co to substantiate power charges.• Develop and implement billing, forecasting and True up protocols between Telstra Property and NBN Delivery that comply with Telstra's obligations under the Infrastructure Services Agreement.• Development of an automated solution for the Power billing function.Achievements:• Developed a new Operational Protocol for Pro Active analysis which led to a 90% reduction in monthly disputes.• Led the development & implementation of the True Up process solution and was awarded the Executive Director Award for innovative design and development of the NBN Power Billing solution• Established the management of the Power Billing and True up process for each month and quarter.• Managed the Power Forecasting rates update process for each billing quarter and annual cycle.

Telstra, Corporate Accounting (2008 – 2013)Responsible for:• Depreciation management for Telstra Group, $3.5B - $4.5B annually.• Impairment management for Telstra Group, $40M annually.• Principle liaison for Ernst & Young during the biannual audit.• Meet all requirements for each monthly financial close by Working Day 9• Implementing the Service Life Review changes and managing D&A impacts.• Provide independent assessment of the NBN business case financials.Achievements:• Developed Depreciation & Amortisation impact scenario analysis for NBN rollout with associated impairment risks for the Telstra Chief Finance Officer and Ernst & Young.• Managed depreciation and Impairment for Telstra Co within agreed budgetary thresholds.• Managed all Audit issues to an acceptable conclusion each year.• Simplified the annual Service Life Review implementation process leading to a faster turnaround and adoption.

Telstra, OSS IT Operations, (2003 – 2008)Responsible for:• Establishing financial envelopes for the new OSS, (Operational Support Systems), group and implementing a financial management framework.• Lead a cross program review to reduce OPEX expenditure• Develop a resource utilization capability to enable the most efficient usage of team member’s time.• Managing the implementation of the Resourcing Supply & Demand Management tool.Achievements:• Identified issues and risks to achievement of full year CAPEX & OPEX budgets and resolved within available envelopes• Led the process to transition contracts, vendor relationships, budgets, payment procedures and processes from various Network Engineering groups into the new OSS group.• Established OPEX & CAPEX forecasting within each of the teams, met with the Solution Delivery Centre managers each month to review the results and manage issues as they arose.• Led the development, planning and execution of the project to reduce external vendor spend by the OSS SD by $17.145M, (32%) YoY.• Developed & deployed a tool to report on weekly timesheet approvals, capitalisation, unapproved timesheets, unsubmitted timesheets and hours on unapproved projects.• Implemented the resource tool into the OSS group and manage its function. Led the supply & demand resourcing process for the OSS and represent the OSS position to the CIO on a weekly basis.

Telstra, CCIT Operations, (1998 – 2003)Responsible for:• Developing and managing a team of 7 staff.• Financial management of the $133M Budget across CCIT’s program of work• Total Cost of Ownership for all Corporate IT Applications• External vendor management• Resource Management & reporting• Business Operations costs and physicals• Development and publishing of the CCIT Business Plan• Management of the CCIT Health & Safety planAchievements:• Reduced staffing by 2 by standardising, streamlining, and rationalising the activities within the team.• Established financial management and governance across 100+ separate projects.• Developed and implemented a Total Cost of Ownership, (TCO) model for all Corporate IT Applications.• Identified and resolved charging issue with Deloitte that benefited Telstra by $2.3M in cost avoidance.• Effectively managed the engagement and payment processes for our external vendors with an annual cost of approximately $45M and resolved all aged disputes• Developed and deployed a process to monitor and manage staffing resources within CCIT.• Developed and delivered monthly reporting, physicals, and usage patterns on CCIT’s business operations costs including Mobile Phones and their usage, PC Lease Physicals & Costs.• Published the CCIT 3-year business plan and subsequent versions based on data derived from the OPEX and CAPEX planning cycles.