Van Pho Email & Phone Number

Melbourne, Victoria, Australia

Australia

I finally decided to open a new chapter of my working life. I’ve accepted a new role working as a workplace chaplain - an unbiased and accepting person who can help with emotional, physical, mental challenges. The role focuses on developing long-term relationships with employees to allow for early intervention for people with work-related issues. I'm so.

Melbourne

The role is a direct report to the CIO. Being responsible for the completion of a transition program, which transitions the support of existing infrastructure and services into CSC as well as transform/modernise current suite of applications to reduce IT costs.In addition, I’m responsible for the development of a business case to select and implement a new.

Melbourne, Australia

The role is a direct report to the CIO and has a geographic span across Australia and New Zealand. Key challenges include managing the tension between aggressive improvement targets and ensuring appropriate levels of governance and control. This role primarily exists to develop and lead the delivery of the IS Strategy. This is facilitated in part through.

Melbourne, Australia

This role is responsible for the day-to-day operation of the SAP applications in BlueScope. This includes managing the SAP services and functions that are deployed across the majority of business units, and technical SAP services that underpin the ongoing operation of the SAP platforms. This entails to work with Business Partners to define the SAP.

Melbourne, Australia

I was engaged to review and establish an Operational Contract Management Model and Process to consolidate the number of service providers and effectively/efficiently manage the provision of services and hence significantly reduce ongoing operational costs. My accountability also included to provide assistance in contract renegotiation, contract change.

Melbourne, Australia

Reporting to both IT GMs (Retail and Wholesale) I was engaged to provide the primary interface between business and IT for identifying service delivery gaps and performance short-comings being delivered by service providers (ie IBM, Wipro, InfoSys) then to develop a Strategy and Action Plan to uplift the performance and service levels, and ultimately.

Tasmania, Australia

Reporting to the CIO I was engaged to manage the end-to-end delivery of the IT Transformation Program with the team size of 100+ and the budget of $50M+. This program was focused on the delivery of a new suite of software applications including billing and customer care, and required infrastructure (data centre, network, servers, storage, etc) to support.

Melbourne, Australia

Reporting to the GM I was engaged to establish an operational team of 30+ IT professionals with a yearly OPEX budget of $30M+ to provide system implementation and subsequent production support for the Victorian HealthSMART Program including the establishment of data centre(s), deployment of new infrastructures, negotiation and finalisation of outsourcing.

Melbourne, Australia

Reporting to the Director of Infrastructure Delivery (ITD) I was engaged to lead an IT team of 30+ to develop and execute the transition program from development to BAU to support Telstra’s Transformation Program. My responsibilities included the establishment of BAU governance and reporting metrics, and third party vendor management (ie Satyam, Accenture.

Melbourne, Australia

As a result of the sale of Myer I was appointed to head the process of separation of Myer IT from Coles IT and outsourcing. Later on reporting to the CIO I managed an IT team of 20+ and a yearly OPEX budget of $30M+. My responsibilities included providing a primary interface between IT, business, and external service providers; developing IT Transformation.

Melbourne, Australia

Reporting to the GM (PMO), I was responsible for end-to-end program management of the implementation of enterprise solutions (SAP, Oracle) in various Coles brands. Each project budget ranged between $10M to $50M and had a team size of up to 100 members (business and IT).

Melbourne, Australia

Reporting to the GM (PMO), I was responsible for end-to-end program management of the implementation of enterprise solutions (SAP, Oracle) in various Coles brands. Each project budget ranged between $10M to $50M and had a team size of up to 100 members (business and IT).

Melbourne, Australia

Lecturing in SDLC and project management methodologies.

Melbourne, Australia

Reporting to the PMO Manager I was responsible for the greenfield implementation of Oracle and SAP enterprise solutions for Petroleum, Minerals, Transport, and Corporate to replace legacy systems. Those solutions have become the foundation of BHP Billiton IT systems and are still in production.