Wayne Roberts Email & Phone Number

Brisbane

My role at Cubic is to coordinate tactical and strategic planning for Corporate Systems across the Australasian Region in alignment with , and contributing to, overall Global directions. This includes managing a team of system and desktop specialists, contribution to regional planning committees and consulting with Business Directors to ensure ICT systems are a major enabler and contributor to business growth.In 2012, I was asked to extend my Project Management experience to lead the final… Show more My role at Cubic is to coordinate tactical and strategic planning for Corporate Systems across the Australasian Region in alignment with , and contributing to, overall Global directions. This includes managing a team of system and desktop specialists, contribution to regional planning committees and consulting with Business Directors to ensure ICT systems are a major enabler and contributor to business growth.In 2012, I was asked to extend my Project Management experience to lead the final 6 months of the delivery of the production installation of the OPAL public transportation card in Sydney, This project was delivered, successfully and on time for the 7th of December, go live date.In addition, I provided Business Analysis and requirement gathering for major organisational change strategies, including ISO certifications (9000, 20000, 27000), ITIL compliance (ServiceNow implementation) and global ERP integration (SAP) Show less

I transferred, with CSC, to Australia and undertook the merging of 3 roles within the National AMO. My responsibilities involved managing the AMO for the Rio Tinto Account, managing the transition of all processes for new national accounts and industry coordinator for the Communications, Energy and Natural Resources (CENR). Contract value - $A38M p.a.

I was asked to join CSC, in Malaysia, to assist in a major transformational change project. This involved the implementation of the Account Management Office (AMO). The AMO is the primary Governance face-off for the client and involved all aspects of Account and Relationship Management, including; Client Engagement Framework, New Service Initiation Management, Performance Management and Process Management.There were a number of key elements to the transformation project. Though the New Service… Show more I was asked to join CSC, in Malaysia, to assist in a major transformational change project. This involved the implementation of the Account Management Office (AMO). The AMO is the primary Governance face-off for the client and involved all aspects of Account and Relationship Management, including; Client Engagement Framework, New Service Initiation Management, Performance Management and Process Management.There were a number of key elements to the transformation project. Though the New Service department was established, there were major issues with the performance of the department. Similarly, there was an agreed Client Engagement process (Governance) but this needed to be formalised, documented and improved. Performance and Process Management needed to be established and formalised, within the account organisation. This program was developed under CSC’s 6 Sigma Methodology. Since the successful establishment of the APMO, in March 2009, I was assigned a similar transformation role for the Service Delivery Project Office. In total, I had 9 direct reports and over 50 staff reporting to me Show less

I was referred to Oakton in order to strengthen their consulting group and assist in the design and delivery of complex solutions for their growing client base. This role involved working with nineMSN to develop a proposal for the development of their Program Office and the strategy for the redevelopment of the nineMSN website. The concept of a Program Office was something new to the organisation and required detailed consultation and business analysis to ensure the PMO, and associated… Show more I was referred to Oakton in order to strengthen their consulting group and assist in the design and delivery of complex solutions for their growing client base. This role involved working with nineMSN to develop a proposal for the development of their Program Office and the strategy for the redevelopment of the nineMSN website. The concept of a Program Office was something new to the organisation and required detailed consultation and business analysis to ensure the PMO, and associated change strategy, was integrated into the corporate culture and business goals of nineMSN Show less

Hong Kong

Strategic developments by the new CEO of Reach involved the development of a Chief Technology Officer (CTO) to manage both the areas of Information and Network Technology. In order to develop this position there was a requirement to develop a number of ICT strategies. This included reviewing the current I.T. structure, process and procedures and integrating them into the newly formed Network Technology (NT) Division.

Hong Kong

Productivity was a division that I established, under a strategic corporate change program, to provide the function, management and measurement of cost saving initiatives across the organisation. This function was elevated from the CNS Division to the CEO’s office and was an extension of the improvements achieved in developing Business Intelligence systems from the Business Operations Division. Major areas of responsibility were - Program Office, Corporate Process, Strategic Procurement and… Show more Productivity was a division that I established, under a strategic corporate change program, to provide the function, management and measurement of cost saving initiatives across the organisation. This function was elevated from the CNS Division to the CEO’s office and was an extension of the improvements achieved in developing Business Intelligence systems from the Business Operations Division. Major areas of responsibility were - Program Office, Corporate Process, Strategic Procurement and Property Show less

Hong Kong

In November 2004 I was asked to re-structure Business Operations division for the Customer Network Services division (CNS) of Reach, this was taken on, in addition to my Assurance responsibilities. This role involved applying my knowledge of business analysis to develop Business Intelligence applications to develop KPI’s and metrics to measure and quantify these improvements as savings within the Capex and Opex schedules for the company

Hong Kong

In June 2003 Network Assurance was moved from the Global Sales Division to CNS. This was a result of very poor customer feedback and a declining customer base due to poor service level achievement. I was required to apply my skills in organisational process analysis, strategic planning, vendor negotiation and customer focus to reverse this trend and reinstate customer faith in Reach as a global leader in telecommunication service provision.

Hong Kong

This role involved developing a strategic change program for the SPA department. Feedback from Internal and external customers criticised the provisioning of products and were considered below best market practice. The implementation of this change strategy was undertaken as a discrete process re-engineering program, culminating in a handover of the new department in May of 2003

Hong Kong

Developed Strategic Processes and Procedures for Pre-Sales Technical Support through to Solution Implementation and customer sign off. This focused on the strategic alignment of the sales and opportunity funnel, tactical planning for sales closure and project initiation planning (budget,resourcing and scheduling) as well as installation of storage solutions and handover to operation and maintenance.

Hong Kong

As Director of Technology for a leading edge Internet Professional Services company, my role had two primary focuses. Firstly, to identify, scope and present an integrated, online solution for all customer opportunities, across the region. Secondly, Project Manage the implementation of those solutions for new accounts, including IT Platforms, Website Content Management, Marketing and Graphic Design and Business Alignment.

Hong Kong

Managed large Information Technology programs to support and grow the retail business for the Wellcome, across Asia

Hong Kong

Managed strategic ICT program to provide direction and planning to all corporate subsidiaries, across the Asian region

Sydney, Australia

Primarily IT Operations ManagerData Centre ManagerPMO Management Lead