Management Consultant at 451 Consulting Pty. Ltd.
August 2006 - November 2006
I established a repeatable process for recruiting in demand positions, expediting the validation phase, facilitating the contractual relationships, and aligning client teams to operationalise the solution.
Defined new organisational blueprints, new roles, new governance models and redefined core business processes. Developed suitable strategies and solutions in order to meet operational requirements. Solicited, developed, documented and managed requirements and provided detailed design and business rules to support the requirements throughout project life cycle up to and through change control.
Mapped and process re-engineered end-to-end government department organisational recruitment and selection process. Developed KPI framework and Management Processes. Developed, workshoped and rolled-out strategy. Created structure for Communications Plan that interlocks with business plan. Documented outcomes. Proposed Management Process for change. Documented roles and define responsibility boundaries. Coached Managers to use the techniques once the assignment had finished.
National Product Manager at Telstra
2000 - 2006
Responsible for 'Fixed-to-Mobile' (F2M) Telstra's largest PSTN product - $1.6 billion in annual revenue.
During my 6 year tenure at Telstra I had the privilege of working with some outstanding technology partners such as Cisco, IBM, Microsoft, NetGear, Blackberry, Premiere Global Services, Ericsson, Siemens, Hewlett Packard, and Dell.
Responsible for segment and category marketing, strategy development, planning, forecasting and managing a P&L, project and campaign management.Process and information management plus data quality. Managed a team in charge of improving and supporting customer support, technical implementation, and account management operations. Coordinate with clients and third parties to develop strategy, policies and goals around managing product and offerings.
Developed key project deliverables (vision, analysis and design specifications, testing and implementation plans, etc.). Coordinated with third-party vendors and external partners.
Initiated projects and designed the vision of possible solutions. Managed (planned, monitored, controled) projects with regards to milestones, deliverables, budget and resources.
Management Consultant at Tasmanian State Government
1999 - 1999
Led post-implementation review of Australia's first Whole-of-Government cross-agency service delivery initiative. Conducted business process analyses, needs assessments, and preliminary cost/benefits analyses aligning organisational business initiatives. Create, review and deliver end-user documentation (user guides, process flow charts, and training materials) and training for accuracy.
* Developed better operational processes and strategic alliances with third party organisations providing an increased service range and realising significant savings.
* Developed and delivered coaching and training plans leading to increased skills uptake and reduced organisational resistance.
* Developed and communicated appropriate controls (rules, guidance, targets, etc.) as well as specific change management plans for employee training and orientation.
Project Manager at Ford Motor Company
May 1998 - December 1998
Upgrade of Ford Motor Company's computer network. Coordinated the management of customer data and installation of hardware/software, instructed staff on delivery schedules/inventories and managed risk.
Consultant at Nunkeri Information Systems Pty. Ltd.
January 1998 - April 1998
Consulted to clients with legacy systems requiring Y2K analysis and remediation.
Management Committee Member at QPASTT
Serving in a voluntary capacity. The Queensland Program of Assistance to Survivors of Torture and Trauma (QPASTT) - a not-for-profit organisation.
Business Manager at University of Queensland
Responsible for research and advisory-related tasks comprising market feasibility studies, research analysis, business proposals and other consulting work.
Manage complex, multi-location and multi-discipline projects and product offerings. Lead and manage a multi-disciplinary team, full profit and loss responsibilities, manage day-to-day business functions (human resources, business development/marketing, governance, operations and end-to-end delivery of technology engagements), drive strategic change, contract, grant, and proposal negotiation; plus customer relationship management. Provide effective consultation to determine client business needs to deliver a range of products/services. Support existing customers by delivering 'value-add' services.