I am currently on sabbatical travelling through Europe and Africa. I will be returning home to Sydney at the end of September

• Managed a core large scale business analytics program which was taken on as an inflight project• The key outcome enhanced the business analytics capability across Transport divisions (Ferry’s buses, trains etc.) in the SAP BW environment which resulted in achieving significant analytical business benefits• Managed a team of up to 15 people including external ADS Panel suppliers for the creation of Business Requirements Documents, the development of several key functional… Show more • Managed a core large scale business analytics program which was taken on as an inflight project• The key outcome enhanced the business analytics capability across Transport divisions (Ferry’s buses, trains etc.) in the SAP BW environment which resulted in achieving significant analytical business benefits• Managed a team of up to 15 people including external ADS Panel suppliers for the creation of Business Requirements Documents, the development of several key functional specifications and subsequent build and deliver of the intended data sets• Required core knowledge included having a thorough practical understanding of Project Management skills, the engagement of senior business stakeholders as well as having a high-level understanding of SAP Business Warehouse structures• Program benefits included the delivery of a refreshed and revitalised data landscape for the business to conduct advanced analytics with consumption through tools such as SAP Analytics Cloud, Power BI etc. Show less

• Executed phase 1 of the University’s BI Roadmap, moving from on premise to Cloud. This is a 3-5-year plan. It included • Establishing a more detailed business case for this phase of the roadmap • Managing the selection of the System Integrator. • Project set-up including establishing PMP’s and appropriate governance structures for execution • Delivery: transitioning the reporting function from existing infrastructure (OWB, HDW) to the new … Show more • Executed phase 1 of the University’s BI Roadmap, moving from on premise to Cloud. This is a 3-5-year plan. It included • Establishing a more detailed business case for this phase of the roadmap • Managing the selection of the System Integrator. • Project set-up including establishing PMP’s and appropriate governance structures for execution • Delivery: transitioning the reporting function from existing infrastructure (OWB, HDW) to the new infrastructure (Talend, Snowflake) to relieve dependence on the End of Life OWB ETL and commence adoption of the University’s strategic direction of movement to the cloud - Providing management with an improved Power BI reporting functionality. • Finalised a major Proof of Concept for Activity Based Costing and implemented the productive solution. The initial focus was to meet statutory reporting requirements (DET and ABS). This was adopted internally to determine short- and long-term budgets and then to more effectively and efficiently allocate funds for both teaching and researching purposes. Show less

• Developed and implemented the transformative business strategy for Force Fire, a midsized construction company (+$90m t/o). The strategy was required due to extensive growth over +15 years and triggered by a private equity buy-in. • Deliverables included business case preparation for board approval and release of funding.• Following funding approval produced multiple RFP’s (ERP, DMS and ECM solutions) to support and deliver the initial key recommendations of the strategy… Show more • Developed and implemented the transformative business strategy for Force Fire, a midsized construction company (+$90m t/o). The strategy was required due to extensive growth over +15 years and triggered by a private equity buy-in. • Deliverables included business case preparation for board approval and release of funding.• Following funding approval produced multiple RFP’s (ERP, DMS and ECM solutions) to support and deliver the initial key recommendations of the strategy. • Assessed, and selected solution included Microsoft Dynamics as well as several ECM tier two solutions (Procore, Kofax EDI) and the Dialog Payroll solution. Other activities included full value based KPI definition and measurement for post implementation and value assessment.• Project set-up and delivery, including the project plan / scheduling, communications plans, risk management, and other project hygiene factors Show less

• Managed an infrastructure portfolio comprised of up to 30 projects running concurrently. Projects ran from between 3 months and 2 years, depending on the nature of the infrastructure (with a Network focus).• General project hygiene improvements resulted in a 15% increase in project throughput and a corresponding reduction of very high/high core banking infrastructure risk.• Completed a full review of CBA’s IS department’s $100m infrastructure portfolio. Recommendations included… Show more • Managed an infrastructure portfolio comprised of up to 30 projects running concurrently. Projects ran from between 3 months and 2 years, depending on the nature of the infrastructure (with a Network focus).• General project hygiene improvements resulted in a 15% increase in project throughput and a corresponding reduction of very high/high core banking infrastructure risk.• Completed a full review of CBA’s IS department’s $100m infrastructure portfolio. Recommendations included restructuring key activities to more effectively enable backlog prioritization, scheduling, and change management. Infrastructure risk at the time had significant focus and there was a need to close out related risk initiatives in a timelier manner.• This included developing a process to recognise and measure business benefits (risk buy-down) as they were delivered. Show less

• Generated the full solution requirement definition for the ScentreGroup shopping centre refurbishment maintenance approvals solution selection• Developed and distributed the associated RFP document• Produced the corresponding business case for board approval. Managed the selection of the System Integrator and solution. The solution was replacing “home grown” system.

• Accountable for vendor management including managing contract and associated delivery issues. Fully responsible for the Nissan Global Warranty Explore phase for the implementation of SAP on HANA ACS Warranty solution.• Teamed with senior Nissan Warranty Management and IS management globally to plan, scope and deliver the explore phase of the project. Achievements:• Full logistical set-up and delivery of project scope, requirements, training, global resource allocation, design.… Show more • Accountable for vendor management including managing contract and associated delivery issues. Fully responsible for the Nissan Global Warranty Explore phase for the implementation of SAP on HANA ACS Warranty solution.• Teamed with senior Nissan Warranty Management and IS management globally to plan, scope and deliver the explore phase of the project. Achievements:• Full logistical set-up and delivery of project scope, requirements, training, global resource allocation, design. This included delivery of Warranty workshops for the identification of inputs, outputs, high level schedules, and risk and issue identification.• Provided full solution availability including Workshop environment (“as is” Warranty VPT system plus 2 ACS Solutions), training environment and associated system access. Show less

• Provided comprehensive PMO based governance assistance and process advice for projects executing and scheduled to commence in the current quarter. The object was to help bring projects back on track in a very immature and unstructured project delivery environment. This included reviewing and upskilling/adopting scheduling and presentation toolsets.• Portfolio size: approx. $200m. Individual project budget management $2m - $25m• Showed leadership across the team targeting broad… Show more • Provided comprehensive PMO based governance assistance and process advice for projects executing and scheduled to commence in the current quarter. The object was to help bring projects back on track in a very immature and unstructured project delivery environment. This included reviewing and upskilling/adopting scheduling and presentation toolsets.• Portfolio size: approx. $200m. Individual project budget management $2m - $25m• Showed leadership across the team targeting broad professional improvement and reviewed all account management activities for SAP China. Achievements:• Recovered +300 days previously non-billable work converting unprofitable accounts to margin making (single project).• Adjusted program timelines for 2 key Greater China accounts enabling both accounts to meet deadlines and contracted commitments.• Completely reworked the key China PMO processes resulting in increased rigor and improved governance. Show less

• Delivered a 3-year IT Strategy linking the business’s strategy and vision to business KPI’s and the associated IT program necessary to achieve those goals. • This included a mechanism to measure value delivered along with process to adjust as required and a high-level prioritized business value roadmap (3 year). It focused on performance management, Inventory & Procurement, Supply Chain, Human Capital Management and Finance areas. Achievements• Acknowledgement that the… Show more • Delivered a 3-year IT Strategy linking the business’s strategy and vision to business KPI’s and the associated IT program necessary to achieve those goals. • This included a mechanism to measure value delivered along with process to adjust as required and a high-level prioritized business value roadmap (3 year). It focused on performance management, Inventory & Procurement, Supply Chain, Human Capital Management and Finance areas. Achievements• Acknowledgement that the roadmap was aligned to FMG’s requirements.• Customer requested further engagement, for assistance in executing the value initiatives which resulted in additional license and consulting revenue. Show less

• Engagement and collaboration with key business stakeholders for the successful delivery of all engagements across SAP AGS’ NSW portfolio. This involved hands on delivery, and escalation.• Built strategic partnerships with senior customer management and internal sales teams.• Delivery related to SAP’s Premium Engagements (AGS Support Max Attention) initially and grew to include both AGS Premium Engagement services and complex projects and large programs of work. • Key programs… Show more • Engagement and collaboration with key business stakeholders for the successful delivery of all engagements across SAP AGS’ NSW portfolio. This involved hands on delivery, and escalation.• Built strategic partnerships with senior customer management and internal sales teams.• Delivery related to SAP’s Premium Engagements (AGS Support Max Attention) initially and grew to include both AGS Premium Engagement services and complex projects and large programs of work. • Key programs included the Dept Education LMBR program• LMBR was made up of:o Finance for TAFE Institutes. Components:  Common build for SAP ERP 6.0 (with Public Sector Industry Solution), SRM 5.0, CRM 2007, BI 7.0, PI 7.1, EP 7.0 and GRC Users: 10 TAFE institutes o Finance for School Components were Same as above plus several additional new RICEFW and PSCD (Public Sector – collection & disbursement) Users: 2300 schools (deployment over minimum 2 years)o HR/Payroll for TAFE institutes. Components: SAP Public Sector HR/Payroll with Concurrent Employment  Users: 40,000 TAFE employees• Simultaneously accountable for the management, mentoring and coaching of a multi-disciplinary team of up to 25 senior SAP technical and functional architects engaged across Asia Pacific /Japan. • Identified and associated improved business performance opportunities that could be derived from SAP’s latest products. Delivered closed value realisation loop enabling measurable benefit from the roadmaps and projects delivered.Achievements • Delivery of over 3000 billable days effort ($6m) for the largest engagement in 2012 • Customer satisfaction levels exceeded KPI’s and hit their peak of 8.4 measured according to SAP’s standard requirements.• Achieved more than 15% of annual customer utilization targets while improving the team’s employee engagement score by 20% • Successfully launched and delivered throughout Asia Pacific SAP’s Innovation products including Value Assurance Services Show less

• Accountable for all contractual issues and associated delivery success of individual engagements for all SAP NSW Max Attention customers• Defined the engagement scope with customer along with the engagement focus areas, goals, KPI’s etc.Achievements • 100% contract re-signing across 4 years

Customer: Woolworths:• Team size: Direct team accountability for 35 people, 20 offshore indirect reports plus indirect contractors.• 6300 days development across 8 months extending to 12 months implementation through to go live• Accountability included Management of Service Level Agreements (SLA’s) as contracted, full account client reporting, issue and risk management, technical environment management specifically for the client’s software currency and delivery of environmental… Show more Customer: Woolworths:• Team size: Direct team accountability for 35 people, 20 offshore indirect reports plus indirect contractors.• 6300 days development across 8 months extending to 12 months implementation through to go live• Accountability included Management of Service Level Agreements (SLA’s) as contracted, full account client reporting, issue and risk management, technical environment management specifically for the client’s software currency and delivery of environmental health recommendations• Internal responsibility for Gross Profit and Accounts Receivable payment issue resolution. • Staff selection, allocation Show less

Customer: NDC Telstra• Team Size: 10-14 SAP Functional consultants and a further 10 local and offsite Basis consultants. • Full Account Service Delivery - 5-year contract, $12m support agreement• Project Management of multiple sub-projects including Major hardware alterations and upgrades, Migration from internal Telstra legacy systems, critical Installation of upgrade [patches, Disaster Recovery testing and upgrades, and adoption of Several major functional SAP… Show more Customer: NDC Telstra• Team Size: 10-14 SAP Functional consultants and a further 10 local and offsite Basis consultants. • Full Account Service Delivery - 5-year contract, $12m support agreement• Project Management of multiple sub-projects including Major hardware alterations and upgrades, Migration from internal Telstra legacy systems, critical Installation of upgrade [patches, Disaster Recovery testing and upgrades, and adoption of Several major functional SAP modifications and enhancements Show less