PMO and Architecture Manager

• Jan 2022 - Present

Role expanded to include Enterprise Architecture.★Remit included:• All of project delivery: Software, Infrastructure and BAU• Management of Project Managers and PM practice• Management of Business Analysts and BA practice• Management of PMO function• Management of OCM/ Change Management function• Management of Training function• Management of EA function• Vendor Management• Partnership Management• SoW and Business Case Management• Personnel and Career Management★ Achievements:• Established Enterprise Architecture as normative• Established Kanban method for Infrastructure delivery, including controls and reporting• Established Agile Delivery Cycles, including controls and reporting• Established delivery partnerships with vendors - including negotiation of terms• Stabilised delivery of strategic projects• Established Power BI citizenry development and guild• Established BA and PM guilds• Established roadmap for delivery toolkit standardisation• Established Architecture Design Authority / ARB• Reformulated resourcing model and finalised recruitment

PMO Manager

• Oct 2021 - Present

e&e Consultant: Delivery Coach

• 2021 - 2021

Brisbane, Queensland, Australia •Portfolio Coaching across 5 Portfolios •Project Delivery Coaching: Waterfall and Agile •Project Recovery •Improvement of Ways of Working •Portfolio Planning •Vendor Proposal and SoW Review Brisbane, Queensland, Australia •Portfolio Coaching across 5 Portfolios •Project Delivery Coaching: Waterfall and Agile •Project Recovery •Improvement of Ways of Working •Portfolio Planning •Vendor Proposal and SoW Review

PMO Lead

• 2020 - 2021

★ Achievements: • Portfolio management and reporting • Design of Waterfall Framework • Design of Agile Framework: SCRUM Product, SCRUM Project, KANBAN Product • Design of Architecture Change Framework • Design and Implementation of JIRA as EPM toolkit • JIRA migration from on-prem to Cloud (Technical SME and Lead) • Stood up Enterprise Architecture Community of Practice and Architecture Review Board • Chair of Architecture Review Board • Design reporting regimen ★ Achievements: • Portfolio management and reporting • Design of Waterfall Framework • Design of Agile Framework: SCRUM Product, SCRUM Project, KANBAN Product • Design of Architecture Change Framework • Design and Implementation of JIRA as EPM toolkit • JIRA migration from on-prem to Cloud (Technical SME and Lead) • Stood up Enterprise Architecture Community of Practice and Architecture Review Board • Chair of Architecture Review Board • Design reporting regimen

PMO Manager COVID-19 Response Project and PMO Consultant

• 2020 - 2020

Remit included: ★ Achievements: • Program management adviser and coach • Developed, implemented, and operated new reporting regimen for COVID-19 response • Developed, implemented, and operated Assurance for the TARP • Developed roadmap for MSH Project Delivery Framework maturation including the Assurance Framework ★ Business Value: • Decision support tools enabling response decisions across MSH re COVID-19 • Structured Reporting • Structured Assurance Remit included: ★ Achievements: • Program management adviser and coach • Developed, implemented, and operated new reporting regimen for COVID-19 response • Developed, implemented, and operated Assurance for the TARP • Developed roadmap for MSH Project Delivery Framework maturation including the Assurance Framework ★ Business Value: • Decision support tools enabling response decisions across MSH re COVID-19 • Structured Reporting • Structured Assurance

PMO Specialist

• 2019 - 2020

Program Management coach. Remit included development and global implementation of end-to-end IS&T delivery frameworks: Program, Project, Minor Works, Agile, and Assurance. Advisory on strategic programs. ★ Achievements: • Developed and implemented full global end-to-end framework for Waterfall, Agile and Minor Works Projects • Developed full global end-to-end framework for Programs and Programs of Work • Assisted in standing up global Programs and key adviser • Co-designed Global ICT Portfolio Processes ★ Business Value: • Decision support tools enabling Investment decisions across portfolio My main responsibilities for this engagement include: • Liaising with global stakeholders (travel included to global destinations): Architecture, Finance, 3 PMO’s (Canada, APAC East, APAC West) • Development of toolkits for frameworks • Day to day coaching and advisory on global strategic programs • Development of a roadmap to establish and mature the delivery practices

Business Improvement Portfolio Manager / Head of EPMO

• 2017 - 2019

Unitywater provides the water and sewerage service for the Moreton Bay Region as well as Sunshine Coast and Noosa Councils. Remit included EPMO, Assurance, and Project Delivery Functions. Program and Project Management Coach Designed Project Delivery and Assurance Framework Unitywater provides the water and sewerage service for the Moreton Bay Region as well as Sunshine Coast and Noosa Councils. Remit included EPMO, Assurance, and Project Delivery Functions. Program and Project Management Coach Designed Project Delivery and Assurance Framework

Assurance Manager

• 2017 - 2017

Sunsuper is a public offer super fund company based in Brisbane, Queensland, Australia. With more than A$42 billion in funds under management and over one million members, Sunsuper is the largest superannuation fund by membership in Queensland, and is one of the fastest growing nationally. Over 100,000 employers pay contributions (money) into Sunsuper on behalf of their employees. Program and Project Management Coach. ★ Achievements: Developed Assurance Framework, Charter, Templates, Reporting. Developed OPEX / CAPEX Schema. Developed Operational Readiness Approach. Developed High Level Governance Schema for SAFe Agile Delivery Cycle.

Portfolio, PMO, and Assurance Manager

• 2014 - 2017

My remit was expanded twice: Initially Assurance Manager, expanded to include the PMO, and ultimately expanded to included all of IT Delivery Powerlink owns, operates, develops, and maintains Queensland’s high voltage electricity transmission network, which transports electricity in bulk from power generators to the regional distribution networks which then supply around two million electricity consumers. Acted as stand-in Group Manager. Program Coach. ★ Achievements: • Developed the delivery maturity from 1 to 3 (CMM scale to 5), EY Audited, in 2 years • Developed complete Delivery Framework with Methodology including a complete set of controls • Developed all processes for Discovering, and Program & Project Delivery • Various tools for evaluation, dimensioning and profiling of Initiatives • Developed a Reporting Tool for strategic and tactical decision support re the Delivery Portfolio Management • Established Governance Committees (GAEC – Executive Committee; PPRC – Portfolio Review Committee) • Identified KPA’s/KPI’s across delivery methodology and key documentation • Developed complete Assurance regimen, including all Key collateral assurance reviews, gating reviews, and Business Case due diligence • Developed Risk Framework • Developed Change Control regimen • Developed ‘Business Value’ approach to Business Case benefits and outcomes articulation, profiling and realization; including content standards • Introduced end to end Traceability • Introduced Operational Readiness • Developed Portfolio, Program, and Project Reporting Regimen and Toolset ★ Business Value: • Decision support tools enabling Investment decisions across portfolio • Ability to manage portfolio risks • Strategic alignment of initiatives • Improvement of project management capability • Enhanced ability to plan and prioritise resources • Enhanced ability to plan and prioritise initiatives • Provide enhanced assurance to the Business in pursuit of strategically aligned outcomes

Portfolio, Program and Project (P3O) Office Manager

• 2013 - 2014

The Greater Building Society is Australia’s largest mutual, having a footprint in NSW and Queensland. ★ Achievements: • Completed an audit of the Delivery Framework • Maturation Roadmap developed • Introduction of the RAPID process framework • Establishment of a new reporting regimen (Waterfall and Agile) • Introduction of ‘pre-emptive’ project management communication regimen • Introduction of 'Single Point of Entry' Discovering Phase - Idea/Requirements/Business Case • Introduction of Delivery Risk Management Framework ★ Business Value: • Decision support tools enabling Investment decisions across portfolio • Ability to manage portfolio risks • Strategic alignment of initiatives • Improvement of project management capability • Enhanced ability to plan and prioritise resources • Enhanced ability to plan and prioritise initiatives My main responsibilities for this engagement include: • Program and project management coach • Day to day management of the delivery portfolio (Business and IT Projects) • Development of a comprehensive roadmap to mature the PMO • Development of a comprehensive reporting regimen throughout the Greater and its Business Units • Mature the Project Management and Business Analysis capability • Development of a comprehensive Quality Assurance regimen

Portfolio Management Office Manager

• 2012 - 2013

Client: New South Wales Telco Authority, Sydney. The NSW Telco Authority is responsible for the overall coordination of radio telecommunication services for the NSW Government. ★ Achievements: • Established Governance Structures • Developed Complete Delivery Framework • Developed comprehensive Quality Assurance Regimen: Assurance, Control and Quality Planning • Developed Processes, Policies, KPA's and KPI's, and Controls ★ Business Value: • Decision support tools enabling Investment decisions across portfolio • Ability to manage portfolio risks • Strategic alignment of initiatives • Complete visibility re delivery finances • Improvement of project management capability • Greater Assurance as a result of Quality Assurance Regimen • Earlier identification of wavering projects • Enhanced ability to plan and prioritise resources • Enhanced ability to plan and prioritise initiatives • Achieved greater control over delivery initiatives through phase gating regimen My main responsibilities for this engagement included: • Establish Portfolio Management Board – the portfolio steering committee for the enterprise • Program and project management coach • Developed Framework for Delivery: 4 Delivery Streams including BAU • Portfolio alignment with Enterprise Strategy: Developed engagement model for delivery management, strategic management, and tactical management • Developed Quality Assurance Toolkit across full delivery cycle • Developed Reporting Regimen • Developed Risk Management Regimen • Developed Templates, Guides and Practitioner Checklists • Developed Portfolio Dashboard • Developed Subject Matter Expert Review Toolkits: Operational Readiness, Solution Design, Traceability, Solution Deployment Planning, Strategic Fit, Business Case Alignment Reviews • Established KPA’s, KPI’s and controls across all collateral and processes • Developed Discovery Framework, including elicitation, Business Casing and Profiling

Enterprise Portfolio Office (EPO / PMO) Management Consultant

• 2010 - 2012

Client: King Abdulazziz City for Science and Technology Internet Services Unit: Enterprise Portfolio Office (EPO/PMO) Management Consultant: Riyadh, Saudi Arabia KACST is the Saudi Arabian 'National Science Agency' and its 'National Laboratories' with over 2500 employees. ISU (Internet Services Unit) is the main gateway within the KSA and is the official ISP to the state and educational sectors. ★ Achievements: Matured EPO/PMO from 0.8 to 3.2 (Externally Audited) as per the CMM Index. ★ Accolades: Saved contract and reestablished confidence with client ★ Business Value: • Decision support tools enabling Investment decisions across portfolio • Ability to manage portfolio risks • Strategic alignment of initiatives • Complete visibility re delivery finances • Improvement of project management capability • Greater Assurance as a result of Quality Assurance Regimen • Earlier identification of wavering projects • Enhanced ability to plan and prioritise resources • Enhanced ability to plan and prioritise initiatives • Achieved greater control over delivery initiatives through phase gating regimen Role: • Portfolio alignment with Enterprise Strategy: Developed engagement model for delivery management • Program and Project Management Coach • Maturation of the PMO Governance codices: Developed policies and procedures • Developed complete 'delivery framework' for the Enterprise • Injection of Quality activities within the change processes: (End-to-end regimen): ...♯ Quality Planning, Assurance and Control Portfolio reporting maturation: Developed multi-leveled communication regimen for projects and portfolio, including toolkit • Risk Management and Enterprise IT Risk Management • Project Management Staff career framework development • Commercial Management: Developed framework for vendor and solution selection as well as contract management • Organizational Change Management: Embedding of the new change framework • Training: Formal PMP course

Subject Matter Expert (SME) for PgMP Item Writing

• May 2010 - Sep 2010

★ Achievements: Selected by PMI to participate on the item writing team. PgMP Item writing tour completed. ★ Achievements: Selected by PMI to participate on the item writing team. PgMP Item writing tour completed.

Enterprise Programme Office Manager

• 2008 - 2010

Telecom New Zealand is the largest telco in New Zealand with an EPO Delivery Portfolio of 12 programmes, 700+ projects, with 200+ project managers, and a yearly budget of $800 million +. ★ Achievements: Introduced new Quality Assurance regimen and designed a roadmap for maturity ★ Business Value: • Decision support tools enabling Investment decisions across portfolio • Complete visibility re delivery finances • Improvement of project management capability • Greater Assurance as a result of Quality Assurance Regimen • Earlier identification of wavering projects Role: • Analysis of Initial State and design of governance maturation schema • Portfolio/Programme/Project Governance • Custodian of the EPO Governance codices • Capability management: Toolkit, processes and standards establishment, maturation, and management • Independent Quality Assurance • Post Implementation Reviews • Enterprise portfolio reporting for the ‘Delivery’ function • Training and support through the PMO/EPO helpdesk

Consultant

• 2007 - 2008

Musa is a diversified investment capital multi-national head-quartered in New York City, USA. Its business is conducted, primarily, in the financial sector. ★ Achievements: Completed contract successfully. Role: • Organisational Change Management: IT Governance, due diligence, PMO/SMO setup and management • Analysis of Initial State and design of Governance Schema • Advisory • SMM (strategic and alignment management forum) chairman • IT Management mentoring • Policy and Procedure formulation • Client delivery and vendor management

Portfolio and Program Manager

• 2007 - 2007

Manukau City Council is the largest city council in New Zealand. ★ Achievements: Roadmap for conversion to Prince2 Role: • Analysis of Initial State and design of Governance Schema transition blueprint for Prince2 framework conversion as best practice • Introduced risk management cycle • PMO management and CAB chairing • Advised on vendor management • Developed reporting recommendations. Manukau City Council is the largest city council in New Zealand. ★ Achievements: Roadmap for conversion to Prince2 Role: • Analysis of Initial State and design of Governance Schema transition blueprint for Prince2 framework conversion as best practice • Introduced risk management cycle • PMO management and CAB chairing • Advised on vendor management • Developed reporting recommendations.

Portfolio Director / Head of Delivery / Director

• 2000 - 2007

I-Com is an IT outsource concern, covering all technology quadrants, with clients in the medical, finance, property, food and beverage, transport, and local & national government sectors. ★ Achievements: Designed engagement and commercial model for 'Collections' initiative with the banks Role: • Organisational Change Management • Portfolio, IT Governance, and PMO Manager • Ongoing Business Analysis • Client Liaison • Portfolio management • Programme management • Project management • Change management • Contract and IT legal management • Vendor management • SLA management • Proposal, RFP response, and tender response formulation • IT Personnel management