Transformative digital solutions take more than IT expertise. They take a partner you can count on. With an eye for precision and the vision to help you progress. Who can move quickly to find the right ways forward – so that you’re always ahead of tomorrow.We’re that partner for countless businesses. Designing, implementing, and managing digital solutions that are as personalised as they are progressive. That open the doors to greater digital success – across business, government and beyond. We deliver everything from business strategy and consulting through to infrastructure and managed IT services.We’re backed by a global reach that makes us a truly game-changing alternative in the digital services space –with local decision-making and authority. And we’re powered not just by technology, but by passionate people who are fearlessly committed to getting it right for our customers. Transformative digital solutions take the right team, making the right moves at the right time. You’ve found yours with NRI.

Invited by the Chief Executive Officer to manage and deliver quality IT services across the Sensis business units, during a period of organisational strategic change and leading in to the implementation of the SalesForce Lightning upgrade for the Yellow and White Pages Business Units.

Reporting to the Chief Information Officer, responsible for delivering a business critical IT programme of work managing 10-15 concurrent projects across the Sensis Corporate and Yellow Pages business units, engaging with a diverse group of stakeholders and utilising both internal onshore teams and numerous onshore and offshore outsourced IT vendor resources.

Establishment and ongoing end to end management for the Digital, Operations and Sales business unit portfolios of programs and projects to agreed time, budget and quality expectations and the single point of engagement for the Digital, Operations and Sales business units for technology advice and consultancy, acting as the bridge between Sensis IT and its business unit teams.

Reporting to the Telstra Account Director, responsible for a large programme of work across Telstra’s Billing and Credit portfolios. Ownership of the setting and attainment of revenue and margin targets, growth of both the development and maintenance functions, and accountability for all delivery of services to the client using a core team of around 10 delivery managers, approximately 100 leveraged onshore staff and 400 leveraged offshore resources. Lead client relationship owner within the Telstra Billing and Credit space from the Executive Director level through to numerous Telstra project managers as well as other delivery partners including Accenture, Infosys and Cap Gemini to enable successful delivery of multi-vendor projects using various delivery models.

Reporting to the Telstra Account Executive, responsible for the Production Support and Maintenance of all Telstra applications in EDS’ scope and later across Telstra’s newly transitioned OSS and Mobiles space. Responsibilities included the profitable delivery of services, setting of revenue and margin targets, growth of both the development and maintenance spaces and accountability for all delivery of services to the client. Member of the successful sales team which not only retained all existing scope of work, but also won considerable new work in the Mobiles, OSS and Data Warehousing spaces.

Reporting to the Solution Centre Manager, responsible for the Production Support and Maintenance regionally for all client applications managed within the Australia South Solution Centre. Clients included Telstra (Telecommunications), General Motors Holden (Manufacturing), Australian Taxation Office and VicRoads (Government). Responsibilities included all PS&M services for Mainframe, Midrange and Desktop applications over a wide range of service levels and methodologies.

Manager – Tables Management – As part of Telstra’s move from a largely paper driven company to one using IT systems, created and managed a large team implementing changes within Telstra’s DB2 systems including FLEXCAB, PMA and Telstra’s Customer and Address Databases of Record. Changes ranged from small overnight emergency changes, through weekly and monthly planned tables changes and updates of major quarterly releases. During this period, I learned the importance of all forms of Release, Change, Configuration and Risk Management which I still use to this day.National RASS Coordinator – RASS was Telstra’s main OSS application and as National Coordinator I was required to liaise between state coordinators, application users and Telstra’s newly formed IT group for improvements, fixes and major changes. During this period I developed my first team leadership skills.Application Coordinator – Operations and Customer Support Systems Unit (OCSS) – with the end result being the delivery of application handbooks and follow up end user training for newly introduced Telstra systems, this role liaised with IT, end users, printers and distributors to achieve the desired outcome. During this period, I developed the skills of Business Analysis and Stakeholder Management as the knowledge gap between the two parties at this early stage of Telstra’s IT systems was enormous.