* Lattice Energy has been formed to float the Conventional Oil & Gas business of Origin Energy in 2017* Overall responsibility for separation of Lattice Energy from Origin Energy* Responsible for full end-to-end operational review and optimization of Lattice Energy Value Chain* Emphasis on cost effectiveness, productivity, accountability, process standardisation & compliance* Responsible for establishment and delivery of Lattice Energy Information Technology function* Vision and leadership for business performance, innovation & digital strategy, financial management, governance & control, resource and performance management, infrastructure & application management, operations & service management * business partner supporting the planning and delivery of lean, sustainable enterprise IT solutions to support the Lattice Energy business strategy, priorities and ongoing operational excellence.

Overall responsibility for Transformation Program (Planning & Assessment Phase) covering delivery of enterprise wide business and technical solutions supporting Supply & Logistics, Asset Management, Finance, Human Resources, Payroll, Planning and Operations including:> Potential business projects and sequencing rationale (objectives / scope / approach / timing / dependencies / costs / benefits / risks / resources) to focus on delivering the future state view of Oil Search. > High level proposed system architecture incorporating: - Focus on use of cloud based applications (SaaS) rather than hosted on-premise investment - Align to strategic vendors such as SAP and their recognised partners - Vendor maintained product integration rather than developing or maintaining in-house integration - Minimise interim solution building during the program to reduce business & technical complexity - Progressive delivery of solutions that the business can realistically adopt> Sourcing and commercial negotiation of external services to assist the implementation and ongoing system support services. > Commercial negotiations with software (SaaS) and infrastructure providers (Iaas) for relevant infrastructure products and services> Options for early commencement of data cleansing. Undertake legacy system data profiling to confirm current data sources, data quality, and approach to early commencement of data cleansing> The structure and approach to group wide data and process governance (prior, during and post-implementation)> The approach to Change Management and business sustainability across the roadmap> The approach to disciplined overall Program Management and GovernanceOil Search is currently assessing its overall investment priorities across the group to determine the timing and approach to the ERP Program.

> Reporting to Toll Group CFO, responsible for delivery of the Global Finance Transformation (GFT) Program. Includes all aspects of re-planning, re-scoping, mobilization of the program to define and implement a single global Group Finance operating model and processes enabled through SAP S4HANA technology. > Define/agree/establish a global Finance business model and associated business processes (to Level 4)> Ensure alignment of scope and business priorities across Toll business stakeholder community> Establish a progressive implementation approach and governance structure to ensure highest likelihood of success and sustainability > Assess agreed scope against SAP S4HANA suite - current capabilities and future road map> Source required internal resources and external partners to assist in end to end program execution > Assess solution hosting and operational options against market;> Establish clear EXCO accountability and ownership for achieving planned Business Benefits. > Define required IT Support model/structure to handle ongoing GFT enterprise support services

* responsible for Orica's global information technology services (operations in 53 countries)* vision and leadership for strategy & architecture, financial management, governance & control, resource and performance management, infrastructure & application management, operations & service management* business partner supporting the planning and delivery of sustainable enterprise IT solutions to support the Orica group wide business strategy and global operations. * emphasis on cost effectiveness, service quality, process standardisation & compliance* IT team of 250 globally, covering 13 languages and budget responsibility for $200M annual spend* Delivered major transformation programs for single global WAN/LAN infrastructure; enhanced IT security; server, data centre and application rationalization; migration from Lotus Notes to Enterprise Microsoft O365; SAP consolidation and optimization across Finance, Supply Chain, Manufacturing functions; Salesforce.com for Mining Services; de-merger of General Chemicals business (IXOM)

> Overall responsibility for delivery of enterprise wide business and technical solutions supporting Supply & Logistics, Asset Management, Finance, Human Resources, Payroll, Planning, Studies & Projects, Mining Operations, Processing, Metallurgy, Geology, and Business Excellence> Included integration and deployment of integrated SAP ECC6 and associated business and technical systems across all Australian, Indonesian and Papua New Guinea (corporate and operating) sites to support the “one way of working” strategic direction of Newcrest > Responsible for budgets ($150+M) and resourcing involving all business units, IT and third party business and IT providers to coordinate all required business and technical activities> Multiple concurrent projects teams across Australia, Indonesia, PNG, USA and India (200 staff)> Complex integration with (and de-commissioning of) multiple legacy systems > Robust program delivery and post go-live support governance> Strong relationship management with CEO, CFO, CIO, ExCo and external partners> Assessment and delivery of significant new technology capability to support organic growth and Merger / Acquisition plans> Establishment of internal business and IT support capability, structure and processes to maximize service delivery across global business operations. > Substantial reengineering of legacy business and IT processes and organisational structures to optimise the new systems and drive business benefits. Included significant change management focus on workforce transition> Major improvements to accuracy and timing of individual business unit operational performance reporting and comparative analysis of Operational, Maintenance and Financial performance> Training for over 6,000 Newcrest and third party personnel> Management of competitive tendering and negotiation process for prerequisite IT systems and services from multiple suppliers (domestic & international)

Advisor to CEO and Executive Team(s) on strategy, approach, risk management and planning of a major global transformation initiative involving substantial investment in technology (SAP) and business re-engineering

Advisor to CEO and Executive Team on strategy, approach, planning and subsequent monitoring of greenfield Oracle ERP based business transformation initiative across all Ausenco global operations. This program was successfully completed in 2013

Overall responsibility for delivery and operational support of the Coles (Food & Liquor) Supply Chain Transformation Program, including:> Development, integration and deployment of integrated logistics system solutions (Manhattan Asociates) to support the new strategic direction for Supply Chain operations across warehousing, transport, B2B, yard management, international trade, asset tracking, & other related businesses) > Integrated project schedules, budgets ($300M) and resources involving Coles Supply Chain, Merchandise, IT and third party business and IT providers to coordinate all required Coles business readiness and IT activities during both the delivery phases and subsequent ongoing production support> Multiple concurrent projects across Australia, USA, UK and India (200+ full time staff)> Major improvements to accuracy and timing of individual business unit operational performance reporting and analysis of overall Supply Chain performance> Training for over 6,000 Coles and third party personnel

(a) Managed the transition of Shell Retail (Service Stations) IT and related third party products and services to Coles(b) Negotiated comprehensive systems development, integration and business re-engineering services agreement with Accenture to support multi-year implementation of Retek Merchandising software solution across Coles Food & Liquor businesses nationally(c) Negotiated outsourced services agreement to support the launch of a corporate Gift Card. Services included application hosting and telecommunications, internet, IVR, call centre, EFTPOS transaction processing, help desk and problem management, system development and disengagement services

(a) Responsible for implementation of Board decision to exit the Foodchain by David Jones business (5 stores and Head Office) including arrangements covering landlords, lease assignment, suppliers, IT systems, human resources, legal, finance, public relations, investor relations and marketing(b) Program Director responsible for development & implementation of new systems and work processes to support David Jones’ ongoing compliance obligations to the FSANZ Food Standards Code as well as ensuring no adverse impact on existing laws (eg, Trade Practices Act, Weights & Measures Act, State Food Acts) (c) Advisor to CIO regarding organisation structure, processes and resource capability requirements to drive improved IT service capability.

Overall responsibility for selection, acquisition, integration and implementation of a new Passenger Revenue Accounting (IRIS) system solution and related outsource services, in conjunction with the design and development of a corporate (revenue) data warehouse.

(a) Passenger Revenue AccountingOverall responsibility for implementation of a new Passenger Revenue Accounting (PANDA) system and related (outsource) business and technology services involving substantial business transformation of the Finance and Commercial business organizations and travel agency community. Management of teams across Canada, USA and Mexico(b) ERPResponsible for implementation of Dun & Bradstreet Software ERP solutions for General Ledger (DB2), Accounts Payable, Fixed Assets and Project Accounting.