Experience

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  Atlantic & Peninsula Australia (A&P)

  • Sydney - GIDP

  • Service Support Manager

    • Dec 2018 - Present
    • Sydney - GIDP

    The role has a broad range of responsibilities to help the A&P team ‘get things done’ and drive the required outcomes of delivering maintenance and project services for the upkeep of HMAS Choules, to ensure ongoing operational availability.

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  RSL LIFECARE LIMITED

  • Sydney - Narrabeen

  • Project Manager

    • Oct 2018 - Nov 2018
    • Sydney - Narrabeen

    Project Manager for the Enterprise Risk & Compliance Management Solution (ERMS) intended to deliver a consistent, transparent risk management process across the RSLLC key business areas of WHS, Legal & Compliance, Finance, Clinical, Hotel Services, Property and Asset Management.

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  Atlantic & Peninsula Australia (A&P)

  • Sydney - GIDP

  • Bid Writer

    • Aug 2018 - Sep 2018
    • Sydney - GIDP

    Joined the A&P Bid Team, reporting to the A&P Bid Director to focus on the Supply Chain component of the Tender response as well as provide additional support to the team around bid content drafting, editorial/peer review and general support for the team, ensuring a compliant and on time submission for the ongoing sustainment & support for the Canberra class Landing Helicopter Dock ships (LHDs), LHD Landing Craft (LLCs) and associated shore support facilities.

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  Serco

  • United Kingdom
  • IT Services and IT Consulting
  • 700 & Above Employee

  • Project Manager

    • Nov 2017 - May 2018

    As part of the Atlas PMO, work with the HR Business Team to gain full appreciation of the necessary HR stream work scope, ownership, timing commitments, task definition and intended outcomes, to develop & maintain the planning schedule/s and supporting control RAID registers, ensuring alignment across each of the transformation streams of work - HR, Finance, Procurement and IT

  • Procurement Lead

    • Aug 2017 - Nov 2017

    Procurement Lead with the assigned responsibility of sourcing and pricing the supply of the necessary equipment to meet the requirements of the Australian Defence Force JP2060 Phase 3 tender for the supply of a Deployable Health Capability (DHC). The content of Equipment Catalogue provided the central source of base data for the calculation of the module pack detail and summary views

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  CTO Group (Australia)

  • Sydney, Australia

  • Projects Coordinator

    • Jun 2017 - Aug 2017
    • Sydney, Australia

    Represent the Canberra based CTO Group at Robert Fraser (RF) Capital in their IT DevOps team, to gain sufficient understanding of the 40+ ‘critical’ infrastructure, toolset and security projects to establish an initial PMO style view of each of the projects and the programme as a whole though development and publication of a series of projects & programme reports for use by the RF Capital Senior Management Team. Reporting directly to the RF Capital IT Lead.

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  Serco - a world of experience

  • United Kingdom
  • IT Services and IT Consulting
  • 700 & Above Employee

  • Project Manager - The Mt Eden Corrections Facility (MECF) - Return All Crown Records

    • Aug 2016 - Mar 2017

    The Mt Eden Corrections Facility (MECF) disengagement project covers multiple streams of work including the sub-project for the return of all Crown Records relating to the operations of the facility to the Department Of Corrections NZ, whether paper, digital or application database format and all in accordance with the Public Records Act NZ.

  • Project Manager – Fiona Stanley Hospital FM Contract

    • Mar 2016 - Jul 2016

    A short-term assignment back on the Fiona Stanley Hospital (FSH) FM Contract, to bolster the Accelerate Project Team in the investigation, determination and where appropriate, the preparation and submission of retrospective commercial claims documentation to WA Health.

  • Project Manager – eRecords Backlog Scanning Project

    • Sep 2015 - Mar 2016

    Inherited a failing project for the management, digital conversion & central control of all Serco AsPac paper based HR Employee files sourced from 52 sites across Australia and New Zealand. Accountable to the Head of IT PMO AsPac and with insufficient funds, time & resources to deliver against the original approved Project Initiation Document/s (PIDs) the remit was to turn the project around and deliver a practical interim solution with minimal budget allocation.

  • Transition Manager - Great Southern Rail TSA Project

    • Dec 2014 - Nov 2015

    With the divestment of Great Southern Rail (GSR) along with its iconic Australian brands of ‘The Ghan’, ‘The Indian Pacific’ & ‘The Overland’, Steve continued the relationship with Serco, combined with a move back to Sydney, to take up the challenge of Transition (Project) Manager. Initially the role had a focus on assisting the Serco Corporate Development and Legal Teams in finalising the detail of the two key contract documents, the Share Purchase Agreement (SPA) and the Transition Services Agreement (TSA).With the completion of the sale at end of May 2015, the period of transition commenced through the continued provision of the agreed business as usual services for the duration of the Transition Service Agreement and in parallel, to ensure that all required data and services are migrated from Serco to GSR, to allow for GSR continued operations on their own infrastructure and services without any reliance on Serco.

  • Project Manager – Fiona Stanley Hospital FM Contract

    • Jun 2014 - Dec 2014

    In addition to closing out the balance of assigned packages for procurement, assumed Project Management responsibility for the Asset Management Recovery (AMR) Project with the objectives of the project being:+Ensure all Asset data currently held is accurate, consistent, and in a format that is fit-for-purpose, and that all new data can be collected to the same standard+Define an Asset Management System that meets Serco’s contractual obligations and the requirements of managing the Assets of the Hospital+Deliver an implementable Asset Management Plan and Strategy that defines how Serco will manage the Assets of the Hospital+To ensure the Asset Management Plan and Strategy is understood and communicated to all relevant Serco employees+Develop and deploy the processes necessary to implement the policies and plans defined, such asprocesses to support the Asset Management lifecycle

  • Procurement Manager

    • Aug 2012 - May 2014

    For the past year Steve has been working with Serco as Procurement Manager in Perth, on the Facilities Management (FM) contract for the new state-of-the-art, 783 bed Fiona Stanley Hospital, with direct responsibility for a diverse set of IT, FM and ‘specialist’ packages with an assigned portfolio value in excess of $41M.

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  Australian Taxation Office

  • Canbera, CBD

  • Consultant (Focus on Project Management, Change Management, Infrastructure Operations & DR

    • Oct 2004 - Jun 2012
    • Canbera, CBD

    For the past eight years, Steve has been working within IT at the Australian Tax Office (ATO) in a variety of infrastructure related roles with the most recent assignment being the Siebel 8 Upgrade Project which was of such size and complexity, it was thought to be too much for one person to manage, so Steve was assigned to the project with the clearly stated mentoring role of "Do whatever it takes to support the Project Manager". In summary the project had a $10M+ budget for the upgrade from Siebel 7 to Siebel 8 on parallel servers & storage infrastructure, with 35+ interfaced / integrated applications and a roll-out to 12,000+ end-user desktops. The ‘virtual’ Project Team comprised 30+ assigned staff, contract and vendor representatives.In practice, Steve provided the Project Manager with a friendly, non-judgemental, experienced and in-confidence opportunity to discuss any & all matters related to the Project, as well as someone that could act as deputy and be relied on to proactively keep the project on track with specific responsibilities around strategy documentation, business case submissions, environment provisioning, detail planning and progress tracking / forecast to go. From the outset of the planned 18 month duration, the Phase 2 go-live was targeted for a 2012/Q1 delivery and with an actual within budget go-live date of 19/03/12, the project is considered a success.Following the Siebel 8 ‘go-live’, Steve’s focus was directed at the infrastructure design, planning, delivery and direct change management implementation of the database, application and integration retrofit of Siebel 8 into the 20+ lower level development, test and disaster recovery (DR) environments.

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  Accenture Australia

  • Brisbane CBD, Project Quest

  • Consultant (Focus on Mentoring, Transition, Consolidation, Process & Procedures)

    • Mar 2004 - Sep 2004
    • Brisbane CBD, Project Quest

    Working as part of the Brisbane based Accenture Project Quest Team, to move the two distinct Energex and Ergon Energy IT&T organisations to the new operating model of a single (newly formed company) IT&T organisation - SPARQ Solutions. With both Energex and Ergon Energy being Queensland Government owned, this move made a great deal of commercial sense, with a projected first three year savings of $100 million as a result of a number of initiatives:• Workforce consolidation, against the backdrop of union agreed no forced redundancies and no forced re-locations • Streamlined operational procedures • Consolidation of IT&T infrastructure, including merging of multiple data centres, IT&T operations centres, software licences resulting in the significant reduction of the on-going maintenance costs Roles & Responsibilities: Reporting directly to the Change Program Environment & Infrastructure Manager, with only one direct report but with access to the full support of the assigned project team, my role on the project was to mentor and guide the two Operations Managers (with one becoming the SPARQ Operations Director) through the period of transition to Day one delivery of the new SPARQ Solutions IT&T Operations team. I was selected for this role because of my previous experience in a similar key IT&T role, with British Gas and its multiple re-shuffles re-brandings.

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  Centrica

  • London, United Kingdom

  • Multiple IT Management Roles

    • Jul 1998 - Dec 2002
    • London, United Kingdom

    With Centrica (British Gas) I was fortunate to be assigned a number of different and responsible senior roles:+ Program Manager - Technology Infrastructure (Jupiter Project)+ Technical Test Manager - Jupiter Project+ Environment (Data Centres) Manager - National Responsibility+ Senior Projects Manager (Systems Manager) - Multiple Apps.

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  Logica UK

  • Aberdeen & London

  • Multiple Senior Roles

    • Jan 1994 - Jun 1998
    • Aberdeen & London

    Following the success of the PM3 project, a joint collaboration between Logica, Kvaerner AM, Chevron and Amerada Hess, I was engaged by Logica taking on a number of increasing responsibilities on the British Gas (Centrica) account:+ Program Manager - British Gas Services+ Project Manager - British Gas Services+ Senior Analyst - British Gas Services