Experience

• 

  Optus

  • Sydney, Australia

  • GTM Planning Analyst

    • Jul 2016 - Dec 2016
    • Sydney, Australia

    I supported the retail and SMB units to achieve their Annual Operating Plan goals, by:- analysing trading performance and gaps- modelling customer demand generation and conversion categorised by a mixture of traditional channels(eg shop visits and telesales) and digital channels (eg internet browsing and page visits)- performing decision support analysis around ad-hoc events (eg new releases of iPhone and Samsung handset, special promotions and sales kiosks)- presenting all outcomes as actionable recommendations to senior management via automatic reports or dashboards using COGNOS TM1 and ThinkCell.

• 

  Telstra Retail NBN Sales and Support

  • Australia
  • Telecommunications
  • 700 & Above Employee

  • Effectiveness and Optimisation Coordinator, NBN Data Analytics and Reporting

    • Apr 2012 - Oct 2015

    o I managed the program of works for some twenty NBN reports, presentations, and dashboards, some of which had to be published daily by 8:30 AM. These artefacts covered sales, customer migration, disconnections, and product holdings. The program of works was reliant on large volumes of transactions data from multiple sources, which had to be vetted for quality and consistency. Managing it required prioritisation, maintenance, user socialisation, and delivery to a very tight timeframe. I provided continuity to the team effort by producing some of the key reports myself when requiredo I documented and published an NBN-specific technical and commercial glossary; requirement specifications for business, process, and data flowso I lead the end-to-end system development process for two corporate Intranet and two SharePoint document management sites, from concept definition, design, build, operationalisation, to user support and administration. These sites were built and rolled out quickly within several weeks, and centralised the location of program of works, artefacts, and other documents, thereby reducing unproductive search effort, reducing duplication, and facilitating easier knowledge sharing. I also administered a collaborative Smartsheet site to track sales prospectso to enhance Telstra’s capability to proactive response to NBN rollout, I articulated business rules to develop a new planning tool called Playbook, which was built with QlikView visualisation capability and relied on manipulating large volumes of raw data sourced from NBN Co. Playbook also enabled Telstra to provide symbiotic feedback to NBN Coo I reviewed and provided commercial input to refine sophisticated forecasting, survival, and propensity models for customer churn based on statistical methods and manipulation of large volumes of data

  • Finance Manager

    • May 2009 - Apr 2012

    I supported the Directors of two separate lines of business both exceeding $100m to achieve performance goals, by:- Conducting due diligence on business cases and investment proposal, notably Project Continental and Project Darwin offshoring of call centres- forecasting and planning headcount and expenses on a rolling basis- reporting on financial metrics against budget, developing standardised reporting and querying templates, simplifying commentary to minimise accounting jargon- tracking and monitoring Flexible Funding and Cost Reduction Program, providing monthly commentary- validating cost pool validation of Telstra Economic and Jupiter Economic Models- implementing a process to allocate budget and manage variance, identifying drivers of expense overruns, enabling intervention- providing advanced financial reporting, analysis and guidance to support external customers like Qantas, Westpac, NAB, and Woolworth - training and guiding team members and graduates.

  • Senior Commercial Specialist

    • Nov 2005 - Apr 2009

    - I lead financial due diligence reviews of over 100 business cases and investment proposals, dovetailing this expertise to develop a financial awareness training pack that was socialised throughout the business. As part of further knowledge sharing, I also coached my peers, technology managers, and project managers in business case due diligence, the use of Telstra business systems, and information presentation techniques- By re-engineering the stakeholder engagement process, I reduced turnaround time for due diligence reviews and enabled clear and auditable CAPEX and P/L reporting to major senior management- I performed post implementation reviews (PIR) of many business cases.

  • Manager, Planning and Reporting

    • Aug 2004 - Nov 2005

    - As “Voice of Bigpond Engineering and Strategic Initiatives” at cross-business unit forums, I successfully negotiated non-discretionary CAPEX and OPEX budgets by presenting well-articulated business cases to the Investment Review Team, for which I received an award.- As part of the operational, financial, and commercial support that I provided to Bigpond Transformation Project, I optimised third party cost and performance by applying Pareto principles; setup computerised work breakdown structures to enable data capture, rapid reporting and monitoring; designed and implemented a monthly health of business reporting scorecard of operational KPIs, and modelled resource requirements.

  • Manager, Business Strategy and Planning

    • Mar 1999 - Aug 2004

    o As part of my strategy focus in the management team:- I prepared strategic and operational plans addressing HS&E, SWOT and competitor analysis, USO and regulatory environment, segmented the payphones market by profitability, market share, and location, and presented strategic frameworks espoused by Ansoff and Porter to the team. - As part of new product development, I project managed the partnership with external service provider BBG USA to diversify into innovative Credit Card Calling service from Sydney Airport payphones. I also simulated a model of Payphone Advertising, an outside-core-business initiative, to proactively gain financial and operational insights (with ITHINK software) regarding its feasibility- Focussing on “value”, I provided key inputs to the Six Sigma based Payphones Value Creation project and assisted Deloittes in valuation of Customer Operated Payphones, for potential divestment- cognisant of the regulatory regime, I lead in pricing research related to national and international calls, supervised Payphone Access Charge Research Project to determine the true cost of providing free-to-caller service (based on TSLRIC methodology)- I managed the development of a computerised Optimum Payphone Siting Program, coordinating a cross-functional team of IT and business analysts, and other stakeholders.o As part of my focus on business analysis and reporting:- I prepare business cases (CAPEX and OPEX) to increase revenue, reduce cost, improve customer experience, ensuring that potential investment projects were gated for granularity and NPV- I managed the monthly BPRs with senior management reporting on KPIs eg time to activate, number of truck-rolls, days to fix faults, payphone traffic volumes; also articulated balanced scorecard standards- I facilitated the international benchmarking of Telstra Payphones conducted by EuroData Foundation; also introduced statistical hypothesis testing (e-shutter) and documented 6-sigma one pager.

• 

  Zurich Financial Services Australia Applications Development Group

  • Sydney, Australia

  • Senior Business Analyst

    • Mar 1997 - Mar 1999
    • Sydney, Australia

    o Acting as a change agent to improve business and user requirement analysis, I introduced innovative computerised modelling techniques and rapid prototyping using Process Model software, resulting in unambiguous communication between underwriters and system developers, enabling the capture of business and user requirements that quickly translated to conceptual design for use by programmers.o As project manager, I ensured that computer applications for insurance claims and underwriting processes were developed, tested, and delivered to the customer satisfaction, measured by dramatic reduction in turnaround time and Zurich’s ability to rapidly analyse profit/ loss scenarios

• 

  NZI Business Services

  • Sydney, Australia

  • Senior Business Analyst

    • Apr 1993 - Mar 1997
    • Sydney, Australia

    As part of my focus on enhancing productivity by improving process and workflow, I: - introduced predictive statistical methods to estimate response times for insurance quotes and compare against benchmarks, driving process improvement opportunities- process-reviewed and recommended on call centre operations and accounts receivable management- authored “Best Practice Guideline for Business Process Management”- implemented Lotus Notes technology in claims management re-engineering, resulting in cost reductions.

• 

  Computer Power Group

  • Sydney, Australia

  • Programmer Analyst, Consulting to NSW RTA Fireworks Project

    • Jan 1991 - Apr 1993
    • Sydney, Australia

    I coded and customised ORACLE Financials using SQL and PL/SQL.

• 

  various

  • USA and Nepal

  • IT, engineering, and business consultancy related roles

    • 1977 - 1991
    • USA and Nepal

    o SQL ORACLE Systems/ Programmer Analyst (PREPA Software, Management Analysis Co, USA; FACMAN Software, Wood Industries, USA)o Product Manager (shop floor labour hour timekeeping software, CompuJob Corp, USA)o Senior Electrical Engineer (during construction phase of Hetauda Cement Factory, Nepal) o Deputy Director for Electrical Goods Feasibility Study (funded by the World Bank, Industrial Services Centre, Nepal).