Business Management Consultant, Technology Leadership, Turnaround Project Manager
I provide entrepreneurial leadership at the intersection of commerce and technology, applying vision, business acumen, and innovative problem-solving to overcome challenges.
I am renowned for the turnaround of complex strategic programs of work offering commercial value and return on investment through applying information technology expertise, strategy insights, and risk management protocols.
Experience is my competitive advantage with a total 30-year career stint, managing projects in multiple industries including Utilities, Banking, Finance, and Healthcare.
I managed business, data technology projects at large corporates offering state-of-the-art business intelligence, web service architecture, and reporting solutions, thus influencing the core enterprise-wide project trajectory and transformation.
Subsequently, I grew as a small business entrepreneur serving as Founder-Director of our boutique company in international trading for the last five years www.globalmaterialsexchange.com.au.
During this time, I have honed my transferrable skills such as strategic thinking, market awareness, managing in uncertain times through swift business pivot for market shifts, conducting intricate negotiations, growing the brand across global business regions, and B2B customer-centric deals.
As a result, accomplishing bottom-line results for my company (driving business growth and profitability) is now operational and fully ready for independent progression by the other Director. Building on this expertise in the commercial space, I can take on responsibilities in the leadership team and create value through offering:
- Strategic plans that notion collaborations and partnerships.
- Market expansion with up-to-date market information.
- Balance supply-demand and optimize resource utilization.
- Map actions and align to existing strategic plans for decision-making clarity.
- Harness best-practice data, application governance, and architectural remediation.
- Enable and embed contemporary technology that drives innovation.
- Orchestrate complex (multi-country, multi-layer) onsite-offshore projects and
- SDLC, Project Lifecycle, and Data Lifecycle enablement (Agile & Waterfall).
Appointed to handle start-up systems and processes Import-Export Operations in support of the Co- Director, strategizing business, use perspectives on results and the issues to maximize financial advantage.
• Enable digital technologies and services to assist small business to make the most of online business opportunities arising from digital disruption. Produce Business Case to seek Government grants containing details about:
-The impact of digital technology or service will have on the business (measured by revenue growth, increase in gross profit, time savings, employment outcomes)
-The extent to which the digital technology or service will enhance the digital capabilities of the business to make the business more competitive and value for money.
-Deploy digital e-commerce to address the barriers caused in the digital import-export trade that inhibit cross-border e-commerce from reaching its full potential.
-Crystallized a long-term strategic plan for the company, integrating strategies on pricing, funding and business expansion supporting sustainable growth and development.
-Establishing modus operandi (such as Product pricing rules derived from international petrochemical publications, establishing LEAN decentralized operations, multinational SGS quality certification & protocols with respective country’s Chamber of Commerce & International Associations). Provide Contribution Margin and finance health check procedures, investment decisions deploying models for Future Value calculations.
-Revolutionized revenue-generating activities, winning numerous deals including the securing of high-value contracts for cotton bags through telemarketing. Enabled upwards small business growth trajectory through the implementation of transformation strategy & market intelligence demonstrated by scaling up Revenue by $3m in 3 years (since 2016 increasing by $1m+ revenue per annum).
-Technology is the core area of my professional expertise with a foundation in Computer Science, I have endeavoured to stay on top of the technological trends contemporaneously through attending IT events (Microsoft, IBM), reading white papers, reading the technology section of daily news besides IoT, Industry 4.0 completion as part of MBA modules.
Project Manager – Business Intelligence & Data Warehouse
-Project ambit included major support for this 10 year, state-wide Clinical Services Framework at the facility level, to extend the tools for projection and planning of health care needs (beds, specialists, medical devices, hospitals etc.).
-Galvanized a sweeping business case, to re-platform the entire strategy for systems with a back end to support the next ten-year service and capital investment, in negotiation and consultation with external stakeholders NSW Government, Local Health Districts and Health Infrastructure.
-Effectively faced the twin challenges of a concluded PMO / line manager, delivering a technical business case to non-technical Divisional managers.
Project Manager – Datawarehouse
-Transitioned a legacy data warehouse to state-of-the-art status, providing technical support for various Home and Motor Insurance products (SUN PI, GIO PI, GIO CTP & AAMI Compulsory 3rd party Insurance).
-Asserted technology support objectives enabling the insurance product campaign to go live with a series of initiatives that rapidly transformed the project to a green status.
-Established Agile Framework to transition out configuration legacy database into a new data warehouse, whilst providing a platform
-(Netezza) being part of “Scrum of Scrums” meetings as Scrum Master.
Project Manager - Business & IT
Assumed line of sight across an Equipment and Works Data Warehouse Business Transformation Project, effectively addressing the data & reporting needs of Equipment and Assets. 25 staff and AU$7M budget with representation on the Program Steering Committee, technology deliverables, vendor management, business plan by leveraging commercial nous demonstrating an ability to work astutely across the business and 6 functional teams in the organization.
-Management and delivery of multiple Project Streams, remote teams and multiple vendors: Business Case for next release - Rearchitect data warehouse for Assets - business intelligence reporting – Data Quality establishment, Data mapping and Migration, Training, Business Continuity and Data Analytics.
-Entire lifecycle and end to end management of defects, change, system integration, user acceptance, training, and post-implementation with ERP system.
-Recruit and manage data warehouse architecture and design aligned with the enterprise architecture for Ellipse ERP, GIS and other major application and data requirements.
-Gained rapid traction, promoted with the broadened ambit of responsibilities in less than 3 months, after the turnaround of Western Power’s core enterprise-level project (delivering data warehouse, application, technology platforms) that support core business capabilities, currently still in use at the heart of Western Power’s ERP system.
-Demonstrated with a cost-saving of $5m in total program cost of $25m. By amalgamating risks; project resource deployment restructures and embedding AGILE practices into play.
Selected to retrieve a troubled data interface project relating to the Capital risk management system, resolve a range of issues within the data warehouse, and establish a credit data repository and business intelligence reporting tool.
-Management of vendors including IBM, Oracle and Infosys, a team of 8, and authority for budget allocation, task allocation, and membership of the Steering Committee.
-Data repository consolidation through ETL, Data quality management, the establishment of Metadata layer, data interface development and governance.
-Recovered long-suffering project after turnover of 6 prior project managers and delivered reports to meet APRA requirements, also wiping out project team member turnover to 0% by laying down a definite statement of work with vendor resources and allocation of roles and responsibilities to the team and 3-week sprint delivery.
Project Manager, State Dental Waiting Times Project
-Manage Project to reduce patient dental waiting times in line The National Oral Health Plan 2004- 13, strategy and vision as laid by the Victorian Government.
-Implement systems and procedures to measure demand and supply patterns across the 6 different sites in consultation with the Department of Human Services and Dental Health Services Victoria.
-Improved supply without further capital expenditure and meet patient demands with faster dentist appointments through dental chair utilisation, distributing patient data by geography, specialist care requirements, efficiency inpatient administration processes and patient in-out time reduction.
Technology Services Manager
Technology management to develop a website, cloud for legacy product to manage an application called K-TRACK, used to manage the process of education. Delivered user guide documentation managing vendor and team resources, whilst supporting the Marketing team with product information.
-Delivered a White Paper assessing the home-grown product commercialization, an increase of market value.
-Assisted with pre-sales and solution of software applications to offer higher commercial value to the product (education management application).
-Manage multiple project streams, junior project managers, vendors, and offshore-onsite teams: Straight Through Administration, Position Paper for Service Oriented Architecture (SOA), establish Architecture ESB & N-Tier architecture and Establish SDLC for IT PMO.
-Deliver Standalone and Web versions with an e-Application strategy for insurance agents to process quotations and generate insurance policies instantly, taking it straight through to administration providing privacy protection and security around the flow of customer data with single-sign-on authentication & authorization procedures.
-Offset application for use in other regions (Hong Kong) such that the application can be offset globally, working with regional and local teams minimising costs. Provide ‘Clean Skin’, ‘White labelling’ underwriting requirements to leverage the product for other subsidiary banks.
-Provide upbeat speeches to broader team and divisions with project updates to boost morale and productivity.
-Automate the standard Strategic Compliance reports with browser-enabled reporting supported with a robust data warehouse, for external reporting to EPA.
-Projects Managed through entire Lifecycle and SDLC: SCADA, Server Virtualization, Geographical Information System (GIS), Storage Area Network Implementation (SAN), SUN Solaris F12k implementation, Disaster Recovery, Institute Oracle Database Governance & Standards, Sewer Treatment Plant Compliance Reports, Asset, Property Data Store & Data Analytics Oracle Answers.
-Asset and property data analysis at an enterprise level across all business units running large scale workshops with key stakeholders, data owners and data stewards.
-Liaising with Land Victoria for property records, spatial data, engage vendors to deliver the strategic technology components in readiness for other projects.
-Promoted from IT Systems Analyst to Project Manager role whilst managing a maximum number of 8 concurrent projects.
-Awarded best team member for spearheading optimization, cost-cutting, and transition from high- cost outsourced business processes systems.
-Instituted Oracle Security standards document for the organization with approval from IT Governance to mitigate Organizations Database security threats, risks and protect the database environments.