The role of Chapter Lead for Privileged Access Management within CBA has been a wonderful journey on developing, training and mentoring the technical and service management staff that support the PAM Operations Squad with the backlog being managed by our Product Owner. In 2023 CBA identified a need to move from our Waterfall way of working into an Agile design that is called PACE within the company. This gave rise to new opportunities within the company, and I was successful in placing a role as Chapter Lead – Privileged Access Management (CyberArk). The task I was given was to drive the team and build a collaborative engineering and operational support team. Some of these activities included:Part of the SquadSME for our JIRA implementation including creating processes for card compliance, regulating ceremonies, input into backlog refinement and sprint planning.Retrospective ceremonies to take on feedback and actions for the squad.Process Improvement.Service Management – Capacity, Vulnerabilities, Platform Compliance and Risk.Managing delivery of automation.Chapter LeadPeople Management including reviews, allocation, development plans, regular 1on1s, collaboration and performance improvement.Upskilling and training plans and skills matrix.Development Plans.As a result of this experience, I have grown in understanding of security product management, improving our services to be cloud first and automation first, improved vulnerability management and growth as a leader for engineering to add to my repertoire of already existing leadership skills. Within this role I have had the opportunity to reduce the time to deliver on many of our services from Months to merely days through analysis of business and technical functions to remove blockers. I believe my time at CBA has been a personal success.

CyberArk Privileged Access Management• The role of ODM for Privileged Access Management within CBA has been a fulfilling and enjoyable journey of incident management, continual improvement, team synergy and leveraging multiple areas for expertise.• My task as Delivery Manager was to assure the stability of our platform and deliver on process improvement, problem management and continual service improvement.• During my time as a Delivery Manager at CBA we delivered multiple upgrade projects for our platform, managed major incidents successfully, built many relationships that benefited our delivery and delivered many process and service improvements. This role allowed me to work with onshore engineering teams and offshore support teams to deliver high quality results through Platform Upgrade projects as well as improving process efficiency. The biggest success we had in this role was the upgrade of our platform from CyberArk 11.7 LTS to 12.6 LTS.• As a result we built a well rounded matrix environment that enabled growth, process and delivery improvement and better collaboration. Now that CBA has progressed into an Agile delivery environment, this role truly set me up to be successful in the Chapter Lead role.

This role encompasses 2 different squads including Cloud Operation Engineers and the Kapish Service Desk. I am responsible for the delivery of end-to-end support for our cloud-based delivery of Micro Focus Content Manager. Citadel has recently become the preferred cloud-based deployment of their product internationally with many highly recognised customers. The role had the following key responsibilities.• Preparation, delivery, and discussion of monthly customer reports across many customers for Kapish and the Citadel-IX product.• Budget maintenance and delivery of cost saving initiatives through design changes, automation, and process efficiencies.• Change management and ownership including CAB meetings, decisions on risk and scheduling.• Problem Management from problem identification, managing root cause analysis and driving tocompletion through change.• Major Incident Management including root cause identification, resolution, and post incident reports.• Day to day Case management and process improvement for our Kapish Service Desk includingownership of Cases across multiple teams.• Leave management including TOIL, overtime, and scheduling.• Continual Improvement initiatives from conception through to completion and transfer of ownership.• Goal setting across both the Cloud and Service Desk teams.• Recruitment across both the Cloud and Service Desk teams.• Developing a productive team culture.• Developing and securing great customer relationships at the account level for ongoing contractrenewals and customer success.• Key communication of changes, upgrades, projects, and initiatives to better the experience for ourcustomers.

This role encompasses 3 different squads including Network Engineers on and offshore, Data Centre Facilities Advisors. I am responsible for the delivery of the end-to-end network platform for all branches, corporate office locations and data centres across all of Suncorp. The role is defined by not limited to the following: People management of 15 staff across all three squads Ownership of contracts up to $5M.• Ensuring that delivery within my squads is clear and aligns to the broader group’s vision.• Translate business objectives into streams of work, aligning technology and business strategy.• Coach and empower delivery teams to take accountability for delivery, risk and issue management andassisting by removing blockers.2• Application and Platform ownership including facilitation of critical incident management and technical roadmaps.• Ownership of risk through identification of vulnerabilities and ownership of change.• Provide technical advice and direction to teams and customers with a view to inform business strategy,and deliver technical solutions.• Provide advice and thought leadership to ensure successful design and implementation of technologystrategies.• Manage team operations, including portfolio planning, resource, financial and risk management.• Key stakeholder relationship building.• Application Management.

• High Business Impact Incident Management.• Team Leadership and Mentoring.• Problem Management and allocation.• Day to Day Operational Management.• Major Change Awareness and Resource Allocation.• Finding initiatives and allocation the “right” resource for the task.• Managing Leveraged Services and Resource.• Client Management.• Infrastructure Management.

• High Business Impact Incident Management.• Accountable for the planning approval and operational risk assessment of IT changes along with thenegotiation of change windows across functional and business teams.• Responsible for the Problem Management process across IT - Resulting in reduced risk of incidentoccurrence.• Build and maintain strong partnerships with vendors and operational teams.• Coordination of support team priorities with each IT portfolio.Accomplishments (Combined roles)• Gained cross divisional knowledge in the entire Replenishment and Store Delivery process of Woolworths and related brands.• Gained knowledge in all areas of replenishment across Masters, BIGW and Supermarkets.• Refined my skills on influencing a desired outcome and negotiation.• Transitioned the Masters Connect project into Business as Usual support.

(Current Construction White Card)• In my role as a Project Coordinator I was accountable for the installation, refurbishment and closures of many different images within the Woolworths Group including Petrol, Liquor (Dan Murphys and BWS) and Masters (Now retired) Home Improvement.• My tasks in this role included budget management of all IT components required for store changes including vendor engagement, engaging with internal and external contractors for project planning, travel and management of work sites, design of electrical and data requirements including Wi-Fi design and ad-hoc escalated support for stores.• My biggest activity within this role that I am extremely proud of to this day was the support to the company and community for the 2011 floods. I was key to the recovery of over 10 stores during these floods ranging from Bundaberg to Toowoomba, down to Northern NSW and Brisbane CBD. During thisApril 2014 - October 20173time I also gave my free time to help the community in recovery efforts to help restore a level of sanityto a rather insane time for people that were less fortunate than I.• My time as a Project Coordinator taught me many valuable things like how important a steadywork/life balance can be, how important engaging and understanding people can be when influence is required to achieve a common goal. Planning and Prioritisation was a key learning from this role within Woolworths and setting expectations with other teams. This role helped formed the person I am today and the type of manager I am and can be.

• This role was my first major company role outside small business in my IT Career and launched me into the career path that I enjoy to this very day. It had many responsibilities from day to day phone support to major warehouse implementations and small projects.• My goal in this role was to build a career path that would set me up for future success in IT so I took on any activity that would provide personal or career growth.• Within this role I saw many changes in the way that we work, tools that we used and the type of work we completed. I was responsible for improving the device handout in our Warehouse by creating a database system with exception reporting for management and staff leaders, implementing multiple large scale projects in our warehouse, office support and even a response to a major incident of our automated crane system caused by a flood generated from a burst mains pipe. There were so many challenges in this role that I took on without hesitation and I still carry this attitude to this very day.• I believe this role has been fundamental in my strive to be the best I can be as a person, leader and family man. I gained technical knowledge, process knowledge, improvement knowledge and out of the box thinking.