Rod Hutchings, MAppSc

Colonial First State (CFS), is an Australian wealth management group that provides investment, superannuation, and retirement products. This project was the first new logo signing for Kyndryl ANZ, a 7-year service management contract worth ~AU$27M, migrating CFS's mainframe workload to Kyndryl's zCloud.  

→ Led a cross-functional program delivery team, reporting to the Client Program Sponsor, to deliver this complex mainframe migration, securing Kyndryl's first new logo win in the ANZ… Show more

Colonial First State (CFS), is an Australian wealth management group that provides investment, superannuation, and retirement products. This project was the first new logo signing for Kyndryl ANZ, a 7-year service management contract worth ~AU$27M, migrating CFS's mainframe workload to Kyndryl's zCloud.  

→ Led a cross-functional program delivery team, reporting to the Client Program Sponsor, to deliver this complex mainframe migration, securing Kyndryl's first new logo win in the ANZ region and opening up future opportunities with CFS and KKR.

→ Generated $3.49M AUD in new consulting revenue over 8 months for the Build program, exceeding initial projections.

→ Scope: The project involved migrating CFS's mainframe workload from CBA data centers to Kyndryl's zCloud at ECDC and DR @ ULDC, impacting CFS's operations nationwide.

→ Budget: Managed a project budget of AU$1.83M, achieving cost savings of AU$260K.

→ Timeframe: Successfully completed Knowledge Transfer (KT), established the primary network, and set up DEV & PROD LPARs in the zCloud within 6 months of project initiation, ensuring on-time delivery

→ Proactively identified and secured approval for multiple Work At Risk phases, enabling early engagement with TCS, facilitating knowledge transfer, and initiating procurement, showcasing a 'flat & fast' approach

→ Identified several PCRs (potential change requests), generating an additional revenue of AU$420K, demonstrating proactive identification of opportunities to expand project scope and revenue

→ Received positive feedback from the CFS Executive Director, highlighting Kyndryl's proactive collaboration and expertise in delivering the project. Show less

Program Management of Complex Data Centre Relocation:
Led the successful exit from the Baulkham Hills Data Centre (BHDC), managing the end-to-end process of vacating the facility and migrating critical infrastructure to a newly commissioned Data Centre in Sydney. This involved overseeing the relocation of over 20 customers with minimal disruption to their operations.

Key Achievements:
→ Strategic Infrastructure Consolidation: Directed the consolidation of infrastructure, including… Show more

Program Management of Complex Data Centre Relocation:
Led the successful exit from the Baulkham Hills Data Centre (BHDC), managing the end-to-end process of vacating the facility and migrating critical infrastructure to a newly commissioned Data Centre in Sydney. This involved overseeing the relocation of over 20 customers with minimal disruption to their operations.

Key Achievements:
→ Strategic Infrastructure Consolidation: Directed the consolidation of infrastructure, including the migration of zCloud mainframe and midrange systems across various platforms such as pSeries, Wintel, and Linux. The project optimized resources, resulting in significant cost savings and enhanced operational efficiency for customers.

→ Seamless Migration and Technology Modernization: Coordinated the movement of over 4 petabytes of storage, hundreds of network devices, and thousands of virtual servers, ensuring the new Data Centre was equipped with the latest technologies to support customers' evolving needs, particularly in Cloud computing.

→ Complex Stakeholder Engagement and Governance: Maintained transparent communication and collaboration with key stakeholders, ensuring that all parties were aligned and informed throughout the transition process. This approach fostered strong customer relationships and trust, crucial for the successful execution of such a complex program.

→ Cost Savings and Financial Benefits: Achieved substantial financial benefits, including avoiding a $20M USD capital investment required to upgrade the old Data Centre and realizing cost savings of $5.5M USD in FY24.

→ Enhanced Customer Experience: Delivered a modernised Data Centre infrastructure that not only met current customer needs but also positioned them for future growth.

→ Operational Excellence and Risk Management: Ensured that the project was delivered on time and within budget by meticulously planning and managing risks, changes, and issues throughout the project lifecycle. Show less

AIA is a leading multinational insurance and finance corporation with significant operations in Australia and New Zealand.

The AIA AU and NZ Exit BHDC Program was a complex initiative aimed at migrating AIA's IT infrastructure from the Baulkham Hills Data Centre (BHDC) to a new facility, involving both Australian and New Zealand operations.

Key Achievements:

→ Successful BHDC Exit: Led the program to successfully exit AIA from BHDC by June 23, 2023, ensuring a smooth… Show more

AIA is a leading multinational insurance and finance corporation with significant operations in Australia and New Zealand.

The AIA AU and NZ Exit BHDC Program was a complex initiative aimed at migrating AIA's IT infrastructure from the Baulkham Hills Data Centre (BHDC) to a new facility, involving both Australian and New Zealand operations.

Key Achievements:

→ Successful BHDC Exit: Led the program to successfully exit AIA from BHDC by June 23, 2023, ensuring a smooth transition and minimal disruption to business operations

→ Azure Migration and Assessment: Supported AIA NZ in completing 31 Azure Designs and Security Assessments, facilitating their move to the cloud.

→ Disaster Recovery Enhancement: Closed DR exposure for AIA AU by deploying SRM for non-compliant Production application workloads and supported DC failovers, improving business continuity and resilience

→ Infrastructure Relocation and Modernization: Oversaw the physical relocation of legacy and Infinity infrastructure to the new ECDC data center, modernizing the technology stack and optimizing resource utilization

→ zCloud Migration and Failover: Successfully executed zCloud site swaps and failovers for x86/AS400/Oracle/SQL and other technologies, ensuring seamless transition and minimal downtime

→ Stakeholder Management and Collaboration: Fostered strong collaboration between infrastructure, applications, business teams, and partners, ensuring alignment and effective communication throughout the program

→ Team Leadership and Development: Built and led a high-performing team, empowering them to overcome challenges and achieve program objectives, as evidenced by positive feedback from AIA AU CTO and Head of Infrastructure and Technology Operations at AIA NZ Show less

Company Summary:
Transport for New South Wales (TfNSW) is an agency of the New South Wales Government responsible for coordinating and planning transport services, infrastructure, and policies across rail, bus, ferry, road, maritime, taxi services, and related transport systems in NSW.

Key Achievements:

→ Led a Comprehensive Transformation Program: Managed 11 key projects focused on cloud migration, tools modernization, security, and resilience, achieving significant… Show more

Company Summary:
Transport for New South Wales (TfNSW) is an agency of the New South Wales Government responsible for coordinating and planning transport services, infrastructure, and policies across rail, bus, ferry, road, maritime, taxi services, and related transport systems in NSW.

Key Achievements:

→ Led a Comprehensive Transformation Program: Managed 11 key projects focused on cloud migration, tools modernization, security, and resilience, achieving significant improvements in operational efficiency and cost savings.

→ Executed a Rapid Cloud Migration: Successfully migrated over 1500 VMs from on-premises to VMware Cloud on AWS in 26 waves over just seven months. This effort was recognized as the fastest public sector cloud migration in the region and the third fastest across all sectors in the APJ region, resulting in over $75M in financial savings for TfNSW.

→ Reduced Technical Debt and Improved Resilience: Directed the consolidation of data centers (GovDCs), significantly reducing the on-premises footprint, eliminating obsolete infrastructure, and enhancing disaster recovery capabilities using Cloud Resilience Orchestration (CRO).

→ Modernized IT Management Tools: Spearheaded the upgrade of TfNSW’s IT management tools, including ScienceLogic, Ansible, and ServiceNow integration, leading to enhanced monitoring, automated patching, and streamlined service management processes.

→ Enhanced Security Posture: Successfully transitioned security services to Kyndryl’s 24x7 Security Operations Centre (SOC), integrating managed security services and threat management tools, resulting in a stronger, more resilient IT security framework.

→ Cost Efficiency: The program generated significant cost savings, including $1.5M annually from data center consolidation, license cost reduction, and the elimination of technical liabilities, contributing to an overall cost avoidance of over $75M​. Show less

Suncorp is a major Australian financial services provider offering banking, insurance, and superannuation products. The BHDC Exit program focused on migrating Suncorp's IT infrastructure from the Baulkham Hills Data Centre (BHDC) to a new facility, ensuring minimal disruption to their operations.

Key Achievements & Responsibilities

→ Successfully executed the migration of Suncorp's infrastructure from BHDC by June 23, 2023, resulting in zero downtime and high customer… Show more

Suncorp is a major Australian financial services provider offering banking, insurance, and superannuation products. The BHDC Exit program focused on migrating Suncorp's IT infrastructure from the Baulkham Hills Data Centre (BHDC) to a new facility, ensuring minimal disruption to their operations.

Key Achievements & Responsibilities

→ Successfully executed the migration of Suncorp's infrastructure from BHDC by June 23, 2023, resulting in zero downtime and high customer satisfaction, strengthening Kyndryl's reputation as a reliable service provider.

→ Directed the a cross-functional program team responsible for the seamless execution of Suncorp's infrastructure migration, contributing to Kyndryl's strategic data center consolidation and risk mitigation goals.

→ Managed a budget of AU$1,033,756, completing the project under budget by AU$198,712, showcasing effective financial management and cost control.

→ Collaborated closely with Suncorp's stakeholders to ensure seamless cutover of Disaster Recovery (DR) environments and successful completion of various tests

→ Ensured all project milestones and target dates were met, contributing to the overall project's 'Green' status in terms of risk management, quality, time, scope, and change control

→ Program received high praise from Suncorp's Executive and Service Delivery Manager for the smooth execution and impressive support throughout the project Show less

Project Profile: Telstra Enterprise Workplace Digital Transformation
Company: IBM Global Technology Services
Client: Telstra Enterprise
Role: Executive Director & Program Portfolio Manager
Duration: Feb 2020 - 2021

Overview:
As Executive Director and IBM ANZ Head of Transition and Transformation, I led with my team a pivotal turnaround for Telstra's Digital Transformation Program, which aimed to revolutionize their digital workspace. My role involved comprehensive… Show more

Project Profile: Telstra Enterprise Workplace Digital Transformation
Company: IBM Global Technology Services
Client: Telstra Enterprise
Role: Executive Director & Program Portfolio Manager
Duration: Feb 2020 - 2021

Overview:
As Executive Director and IBM ANZ Head of Transition and Transformation, I led with my team a pivotal turnaround for Telstra's Digital Transformation Program, which aimed to revolutionize their digital workspace. My role involved comprehensive strategic realignment and operational execution to meet ambitious digital objectives.

The Transformation involved replacing the Telstra Legacy company Portal (MyIT) with the BMC Digital
Workplace Advance Portal (with up to 1000 forms) incorporating a home grown Chatbot and Live Agent Chat capabilities to 60,000 Telstra end users. This incorporated searchable Knowledge Accelerate Video Content to assist with end user enquiries and sophisticated live dashboard capabilities to measure the end user experience and to provide invaluable insights around Service Measurement & Performance.

The Program also involved consolidating multiple traditional service desks & IVR Systems into a new world class cost-effective service centre built with self-service functionality, robotic automation, and cognitive solutions to drive improvements in user experience. The implementation involved utilising the existing single strategic Remedy ITSM platform to support the new Service Centre with the ability to on-board additional service desk functions to achieve the desired strategy

In partnership Telstra, BMC, HCL & IBM. Together we showcased delivery excellence despite the challenges & obstacles we had to overcome. Winning the Kyndryl Competition for best delivered Program in AN/Z 2021 was a result of our 'one team' spirit and working as a united force. Show less

IBM is a global technology and consulting company offering a range of IT services, software, and hardware solutions. The AIA Infinity Program was a major initiative aimed at transforming the IT infrastructure for AIA, one of the largest pan-Asian life insurance companies.

Key Achievements:

→ Led a Complex IT Infrastructure Transformation: Directed the implementation of the AIA Infinity Infrastructure Program, overseeing the deployment of advanced data centre infrastructure at… Show more

IBM is a global technology and consulting company offering a range of IT services, software, and hardware solutions. The AIA Infinity Program was a major initiative aimed at transforming the IT infrastructure for AIA, one of the largest pan-Asian life insurance companies.

Key Achievements:

→ Led a Complex IT Infrastructure Transformation: Directed the implementation of the AIA Infinity Infrastructure Program, overseeing the deployment of advanced data centre infrastructure at Baulkham Hills and Ultimo data centers, crucial for the ingestion of AIA’s legacy workloads from Comminsure Sovereign and AIA Australia and New Zealand.

→ Managed Cross-Functional Teams: Coordinated efforts across IBM GTS, multiple third-party vendors, and AIA's internal teams, ensuring on-time delivery despite the project's complexity.

→ Delivered 600+ VMs Across Multiple Data Centers: Successfully built and provisioned 302 VMs for Sovereign and 305 VMs for Comminsure.

→ Addressed Scope and Cost Challenges: Identified and mitigated scope creep resulting from client expectations that exceeded contract agreements, preventing significant cost overruns and schedule delays.

→ Transformed Legacy Infrastructure: Transitioned critical infrastructure services from legacy systems to the new IBM data centers, supporting AIA's ongoing digital transformation strategy.

→ Improved Program Governance: Enhanced governance and reporting processes, ensuring better alignment between IBM’s delivery capabilities and AIA's transformation goals.

→ Navigated Major Program Re-Plan: Led the August 2019 re-plan, adapting to shifting client requirements and transforming the project from an "As Is" migration to a complex application and infrastructure transformation program.

→ Maintained Client Satisfaction: Despite challenges, maintained strong client relationships through transparent communication and proactive problem-solving, ultimately supporting the successful completion of the program. Show less

Company Name: IBM
Title: T&T Program Manager
Location: Melbourne, Australia

Company Summary:
IBM is a global technology and consulting company offering a wide range of IT services and solutions. As a key player in the IT industry, IBM provides consulting, hosting, and infrastructure services to major corporations and government entities worldwide.

Achievements:

→ Secured Major IaaS Contract: Successfully led the team that secured a transformative IaaS partnership… Show more

Company Name: IBM
Title: T&T Program Manager
Location: Melbourne, Australia

Company Summary:
IBM is a global technology and consulting company offering a wide range of IT services and solutions. As a key player in the IT industry, IBM provides consulting, hosting, and infrastructure services to major corporations and government entities worldwide.

Achievements:

→ Secured Major IaaS Contract: Successfully led the team that secured a transformative IaaS partnership with TAC (Transport Accident Commission) and WorkSafe Victoria, marking a significant win for IBM in the Australian IaaS marketplace.

→ Transition & Transformation Leadership: Spearheaded the transition from a seven-year incumbent managed services model to IBM’s Infrastructure as a Service (IaaS) model, improving operational efficiency and service delivery.

→ Hybrid Cloud Data Centres: Managed the build and configuration of two new hybrid cloud data centers, ensuring seamless migration of workloads and data from legacy systems with zero downtime.

→ Cost Optimisation: Implemented new automated platforms and tools that reduced operational costs, allowing the client to reinvest in front-end systems, significantly enhancing customer experience.

→ Complex System Integration: Oversaw the integration of cloud, security, workplace services, middleware, database platforms, and service desk operations into a unified infrastructure, improving real-time reporting and operational visibility.

→ Client Satisfaction: Maintained high client satisfaction through close collaboration, resulting in the client CEOs signing the new partnership agreement with IBM, underscoring the value delivered by the transition.

→ Governance & Risk Management: Established rigorous governance frameworks and risk management practices that ensured the project remained on track, on budget, and aligned with the client’s strategic objectives. Show less

Summary:
The Westpac EBR (Enterprise Backup and Recovery) project was a key initiative within their IT transformation, focusing on migrating critical data and backup services to a new infrastructure environment.

Key Achievements:

→ Successful Migration to New Environment: Led the migration of Westpac’s Enterprise Backup and Recovery (EBR) services to the new Wisdom infrastructure. This marked the transition of the last of 11 Phoenix domains, a significant milestone in Westpac’s… Show more

Summary:
The Westpac EBR (Enterprise Backup and Recovery) project was a key initiative within their IT transformation, focusing on migrating critical data and backup services to a new infrastructure environment.

Key Achievements:

→ Successful Migration to New Environment: Led the migration of Westpac’s Enterprise Backup and Recovery (EBR) services to the new Wisdom infrastructure. This marked the transition of the last of 11 Phoenix domains, a significant milestone in Westpac’s IT transformation.

→ Improved Project Health: Implemented strategies that significantly improved project delivery metrics, transforming the project from a high-risk state to a steady, successful operation. This turnaround was acknowledged by both IBM and Westpac leadership as a major achievement.

→ Client Endorsement: Received strong client recognition and endorsement for the team’s persistence and dedication in overcoming challenges. The improvement in the project’s delivery was reflected in an increase in the Net Promoter Score (NPS).

→ Coordinated Cross-Functional Teams: Managed a diverse team of IBM and contractor staff, ensuring seamless collaboration across multiple functions and geographies. This included close coordination with Westpac’s internal teams to align on project outcomes.

→ Stakeholder Engagement: Maintained robust communication with Westpac’s senior leadership, including regular updates and strategy sessions that kept the project on track and aligned with Westpac’s goals.

→ Risk Mitigation and Issue Resolution: Proactively identified and addressed risks and issues throughout the project lifecycle, ensuring that all critical dependencies and potential obstacles were managed effectively to avoid delays.

→ Delivered Major IT Transformation: Played a pivotal role in one of Westpac’s most significant IT transformation efforts, ensuring that the new backup and recovery infrastructure was delivered on time and met all performance and reliability expectations. Show less

Company Summary:
IBM, a global leader in technology and consulting services, partners with leading tech companies like Cisco to deliver innovative solutions worldwide. The Cisco Audit project was critical in maintaining IBM’s status as a Global Gold Partner, a designation that directly impacts IBM’s revenue through rebate programs.

Key Achievements:
→ Led Successful Cisco Audit: Directed the successful completion of the Cisco Audit for the APJ Gold region, which enabled IBM to… Show more

Company Summary:
IBM, a global leader in technology and consulting services, partners with leading tech companies like Cisco to deliver innovative solutions worldwide. The Cisco Audit project was critical in maintaining IBM’s status as a Global Gold Partner, a designation that directly impacts IBM’s revenue through rebate programs.

Key Achievements:
→ Led Successful Cisco Audit: Directed the successful completion of the Cisco Audit for the APJ Gold region, which enabled IBM to maintain its Global Gold Partner status. This status secured IBM’s eligibility for significant rebate programs, representing tens of millions of dollars in global GP for the upcoming year.

→ VIP Rebate Program Participation: Played a key role in ensuring IBM ANZ’s participation in the CSPP & VIP rebate program, which secured over US$2M+ in VIP rebates in 2018 alone.

→ Best Practice Presentation: Delivered a highly praised presentation on Project Delivery Best Practices and Global Process Standards, using the TAC example, during the audit. The presentation was noted for its depth of knowledge and adherence to best practices, which contributed to the overall success of the audit.

→ Audit Preparation and Execution: Led the final audit preparations for the APJ region, which was the last region to be audited before IBM could be globally rebate-enabled. Ensured that all processes were aligned with global standards and that the team was fully prepared for the audit.

→ Client and Stakeholder Management: Worked closely with Cisco and internal IBM teams to ensure clear communication, alignment of expectations, and successful audit outcomes.

→ Strategic Importance to IBM: Highlighted the critical importance of the audit’s success to IBM’s bottom line, ensuring continued participation in rebate programs and influencing how IBM approaches Cisco purchasing strategies moving forward. Show less

Company Summary:
Transport for New South Wales (TfNSW) is the state government agency responsible for managing transport services and infrastructure in NSW. IBM was engaged to modernize TfNSW’s IT environment, focusing on transitioning to a Private Modular Cloud (PMC) and migrating workloads to two government data centres.

Key Achievements:

→ Directed Complex Data Center Migration: Successfully managed the transition and transformation program, which involved migrating over… Show more

Company Summary:
Transport for New South Wales (TfNSW) is the state government agency responsible for managing transport services and infrastructure in NSW. IBM was engaged to modernize TfNSW’s IT environment, focusing on transitioning to a Private Modular Cloud (PMC) and migrating workloads to two government data centres.

Key Achievements:

→ Directed Complex Data Center Migration: Successfully managed the transition and transformation program, which involved migrating over 1,500 Operating System Instances (OSIs) across 26 waves within an 8-month timeframe. This was the fastest government sector cloud migration in the region, with significant operational and cost efficiencies achieved.

→ Managed High-Volume Workload Migration: Led the migration of critical and complex applications, ensuring minimal disruption to TfNSW’s operations. The program achieved a steady cadence of 200 OSI migrations per month, surpassing the initial Phase 1 target of 75 OSIs per month.

→ Developed and Implemented a New Governance Model: Established a governance framework to handle the increased complexity and volume of migrations. This included creating a “Tiger Team” model for end-to-end project delivery, improving communication, reducing risks, and ensuring the on-time completion of all migration events.

→ Ensured Continuity and High Performance: Addressed challenges related to resource turnover and task saturation by implementing a formal project team structure, defining clear roles and responsibilities, and improving communication across all project stakeholders.

→ Improved Business Outcomes: Successfully delivered the program on time and within budget, significantly reducing TfNSW’s data center footprint and operational costs.

→ Enhanced Risk and Issue Management: Developed and led a joint risk management approach with TfNSW, ensuring that risks were effectively identified, monitored, and mitigated throughout the project lifecycle. Show less

Company: IBM Global Technology Services (GTS)
Role: Executive Director and Program Portfolio Manager
Duration: December 2016 - July 2017

Overview:

IBM Global Technology Services (GTS) is a leading division within IBM, offering comprehensive IT services and solutions to clients worldwide. GTS specializes in leveraging its global delivery capabilities to manage complex IT environments, ensuring reliability, efficiency, and innovation. Ausgrid, one of Australia’s largest… Show more

Company: IBM Global Technology Services (GTS)
Role: Executive Director and Program Portfolio Manager
Duration: December 2016 - July 2017

Overview:

IBM Global Technology Services (GTS) is a leading division within IBM, offering comprehensive IT services and solutions to clients worldwide. GTS specializes in leveraging its global delivery capabilities to manage complex IT environments, ensuring reliability, efficiency, and innovation. Ausgrid, one of Australia’s largest electricity distributors, serves over 1.6 million customers across Sydney, the Central Coast, and the Hunter region. With its critical role in maintaining and managing electrical infrastructure, Ausgrid’s operational continuity is vital to the region’s energy security.

Successfully led IBM's takeover of Ausgrid's server and storage infrastructure management from Fujitsu. The project involved a seamless transition of managed services within a tight 16-week timeframe, ensuring no disruption to Ausgrid's critical operations. He also spearheaded the implementation of ServiceNOW, improving service management efficiency. Leveraging IBM's global delivery capabilities, Hutchings ensured business-as-usual operations met stringent service level agreements. The project was completed on time and within scope, avoiding penalties and strengthening IBM's reputation. This successful transition and enhanced service management fostered a strong partnership with Ausgrid, positioning IBM as a preferred long-term service provider. Show less

Role Summary: Managed the transition and transformation of the Department of Immigration and Border Protection (DIBP) IT infrastructure, involving a complex migration of mainframe systems and the establishment of a secure private cloud environment. This role included comprehensive oversight of scope, schedule, and deliverables, ensuring the successful deployment of critical IT systems for DIBP.

Key Achievements:

→ Mainframe Migration: Successfully led the migration of DIBP's… Show more

Role Summary: Managed the transition and transformation of the Department of Immigration and Border Protection (DIBP) IT infrastructure, involving a complex migration of mainframe systems and the establishment of a secure private cloud environment. This role included comprehensive oversight of scope, schedule, and deliverables, ensuring the successful deployment of critical IT systems for DIBP.

Key Achievements:

→ Mainframe Migration: Successfully led the migration of DIBP's "TRIPS" (traveller processing) and "ICSE" (Visa and citizenship processing) mainframe systems from CSC to IBM's new z13 technology mainframe. The transition was meticulously planned over a year and executed with minimal disruption, engaging over 40 IBM specialists in a coordinated, multi-vendor effort.

→ Secure Private Cloud Implementation: Directed the transformation of DIBP’s midrange environment into a Secure Private Cloud, significantly reducing provisioning times from an average of 90 days to under 90 minutes.

→ Infrastructure Upgrade: Oversaw the LPAR migration from legacy Power7 to the more advanced Power8 hardware, facilitating a seamless transition that improved performance and reliability for DIBP’s critical applications.

→ Milestone Delivery: Managed and achieved key milestones on time, including the delivery and installation of z-Series hardware, completion of ACBPS LPAR migration, and the full transition to new Power8 infrastructure.

→ Deep Dive Analysis: Conducted a comprehensive analysis of the cloud solution delivery challenges, identifying gaps in design and documentation that hindered progress. Implemented corrective measures, including enhanced governance and resource management, to ensure alignment with DIBP’s business requirements and SLAs.

→ Stakeholder Management: Maintained strong communication and coordination with DIBP, Telstra, Optus, Unisys, and other stakeholders throughout the project. Ensured all parties were aligned and engaged in the project’s success. Show less

Role: Executive Director and Executive Project Manager

Company: IBM Global Technology Services (GTS)

Duration: 2015 - 2016

Overview: IBM GTS was engaged to rescue a struggling Health Benefits Limited (HBL) project aimed at implementing a critical Infrastructure-as-a-Service (IaaS) platform for New Zealand's healthcare sector. The project faced significant delays and operational challenges, putting its success at risk. IBM stepped in to stabilize and accelerate the… Show more

Role: Executive Director and Executive Project Manager

Company: IBM Global Technology Services (GTS)

Duration: 2015 - 2016

Overview: IBM GTS was engaged to rescue a struggling Health Benefits Limited (HBL) project aimed at implementing a critical Infrastructure-as-a-Service (IaaS) platform for New Zealand's healthcare sector. The project faced significant delays and operational challenges, putting its success at risk. IBM stepped in to stabilize and accelerate the deployment of the cloud infrastructure, ensuring it met the urgent needs of the healthcare sector.

Key Responsibilities:

→ Project Reassessment and Strategy Realignment: Conducted a thorough review of the project, identified gaps, and redefined the roadmap. Introduced new governance to align the project with client expectations.

→ Program Restructuring: Shifted focus from the underperforming OpenStack solution to a more reliable VMware-based environment. Demonstrated the new VMware vCloud Director operations portal to key stakeholders.

→ Stakeholder Engagement and Risk Management: Actively engaged with senior government representatives to manage expectations and close requirement gaps. Implemented a robust risk management framework.

→ Service Delivery Optimisation: Introduced a new release strategy to accelerate the delivery of core IaaS capabilities, enabling earlier consumption of the platform by District Health Boards (DHBs).

Outcomes:

→ Successful Turnaround: The program was brought back on track, achieving critical milestones and securing IBM's reputation as a reliable service provider.

→ Enhanced Client Trust: The recovery strengthened IBM's relationship with HBL and the NZ government, demonstrating IBM's ability to deliver complex IT solutions in challenging environments.

→ Improved Healthcare Infrastructure: The program's success ensured continued support for New Zealand's healthcare sector, contributing to better healthcare service delivery across the nation. Show less

Overview:

IBM Global Technology Services (GTS) partnered with Westpac New Zealand (WNZL) to execute a major IT transformation, establishing a new data centre, implementing a private cloud, migrating applications, and upgrading critical systems. This project ensured uninterrupted banking services for over 1.5 million customers and positioned WNZL for future growth and innovation.

Key Deliverables & Outcomes:

→ New Data Centre: Led the establishment of a new IBM Data Center… Show more

Overview:

IBM Global Technology Services (GTS) partnered with Westpac New Zealand (WNZL) to execute a major IT transformation, establishing a new data centre, implementing a private cloud, migrating applications, and upgrading critical systems. This project ensured uninterrupted banking services for over 1.5 million customers and positioned WNZL for future growth and innovation.

Key Deliverables & Outcomes:

→ New Data Centre: Led the establishment of a new IBM Data Center in Auckland, providing a robust foundation for WNZL's IT infrastructure and ensuring 99.9% uptime for critical operations.

→ Private Cloud: Implemented a Private Modular Cloud (PMC) within the data center, enabling greater scalability and flexibility while reducing infrastructure costs by 25%.

→ Application Migration: Successfully migrated over 150 legacy applications to the new data center with zero downtime, ensuring uninterrupted banking services.

→ Mainframe & Storage Upgrade: Upgraded WNZL's mainframe and storage systems, resulting in a 30% increase in processing speeds and a 50% increase in storage capacity.

→ Database & Middleware Support: Provided ongoing support for critical databases and middleware systems, ensuring optimal performance and integration.

→ Enhanced Security: Implemented a comprehensive security framework, safeguarding customer accounts and ensuring regulatory compliance.

Overall Impact:

→ Operational Excellence: Delivered the transformation program on time and within budget, resulting in a 20% improvement in IT operational efficiency and reduced system outages.

→ Customer Satisfaction: Maintained 99.9% service availability during the migration, contributing to a 15% increase in customer satisfaction scores.

→ Strategic Alignment: The new IT infrastructure provides WNZL with a scalable platform for future growth, positioning them as a leader in digital banking in New Zealand. Show less

Overview:

IBM Global Technology Services (GTS) led a major IT infrastructure overhaul for the National Australia Bank (NAB), successfully migrating their data centre from a legacy facility to a state-of-the-art data centre in Deer Park. This project modernized NAB’s IT operations, enhanced security, and ensured greater operational resilience.

Key Responsibilities:

→ Program Turnaround and Leadership: Took over the program mid-flight and successfully steered it from a 'Red'… Show more

Overview:

IBM Global Technology Services (GTS) led a major IT infrastructure overhaul for the National Australia Bank (NAB), successfully migrating their data centre from a legacy facility to a state-of-the-art data centre in Deer Park. This project modernized NAB’s IT operations, enhanced security, and ensured greater operational resilience.

Key Responsibilities:

→ Program Turnaround and Leadership: Took over the program mid-flight and successfully steered it from a 'Red' status to 'Green'. Re-established the delivery framework, including scope, RACI, expectations, and operational models to drive execution and consolidation.

→ Team and Vendor Management: Managed a large team of 150+ resources across multiple teams and geographies to meet project objectives.

→ Data Centre Migration: Led the migration of over 3,700 server images from the old data centre to the new Deer Park facility, ensuring minimal disruption to critical banking operations.

→ Risk and Compliance: Ensured compliance with NAB’s stringent security and operational standards throughout the migration process.

→ Stakeholder Engagement: Kept senior stakeholders at NAB informed of progress, managed expectations, and ensured the migration aligned with the bank’s strategic goals.

Outcomes:

→ Successful Program Recovery: The program was turned around and successfully completed on time and within budget.

→ Seamless Migration: The complex migration was completed without disrupting NAB’s banking services.

→ Enhanced Operational Efficiency: The new data centre provided NAB with a modern, secure, and scalable IT infrastructure, supporting their long-term digital transformation goals.

This project showcases IBM GTS’s ability to execute large-scale IT transitions and transformations, ensuring clients can continue to deliver seamless services to their customers. Show less

Responsible for Server Consolidation & Virtualisation program for Australia's largest business Internet banking solution. Delivered a critical, C-level visibility, enterprise application upgrade / infrastructure migration program for the NAB’s key business banking channel without any service disruption to 32,000 customers. The project was a business critical, ground breaking transformation initiative upgrading and migrating the entire digital business channel from legacy hardware onto IBM… Show more

Responsible for Server Consolidation & Virtualisation program for Australia's largest business Internet banking solution. Delivered a critical, C-level visibility, enterprise application upgrade / infrastructure migration program for the NAB’s key business banking channel without any service disruption to 32,000 customers. The project was a business critical, ground breaking transformation initiative upgrading and migrating the entire digital business channel from legacy hardware onto IBM z-series mainframes. Extensive NAB GM and multi-vendor involvement - 130 FTE. Show less

Company Summary:
Telstra Corporation Ltd is Australia’s largest telecommunications company, generating A$24.7 billion in revenue. As part of Telstra’s comprehensive five-year transformation program, ER1002/1003 was a pivotal phase that aimed to improve customer service, billing accuracy, and the speed of service provisioning by completing an end-to-end strategic IT solution.

Key Achievements:

→ Complex Infrastructure Delivery: Successfully integrated and replaced Telstra’s… Show more

Company Summary:
Telstra Corporation Ltd is Australia’s largest telecommunications company, generating A$24.7 billion in revenue. As part of Telstra’s comprehensive five-year transformation program, ER1002/1003 was a pivotal phase that aimed to improve customer service, billing accuracy, and the speed of service provisioning by completing an end-to-end strategic IT solution.

Key Achievements:

→ Complex Infrastructure Delivery: Successfully integrated and replaced Telstra’s massive legacy infrastructure with a suite of strategic products. Delivered critical capabilities across Billing, Customer Care, Workforce Management, and other core systems.

→ Financial Accountability: Managed a project budget tied to 174,000 IBM project hours, with rigorous financial control and reconciliation through weekly cadence reviews.

→ Scope and Deliverables Management: Ensured timely delivery of key project milestones, including Project Charters, Solution Design Specifications, Operational Quality Assurance, and Operational Readiness Reports. Developed and enforced a robust change management process, ensuring all scope changes were documented and approved.

→ Risk and Issue Mitigation: Implemented comprehensive risk, change, and issue management processes, ensuring compliance with the TIA management system and the WWPMM methodology.

→ Stakeholder Engagement: Maintained strong relationships with Telstra and IBM executives, facilitating fortnightly Executive Steering meetings and weekly General Manager level Steering meetings. E

→ Recognition: The successful delivery of ER1002/1003 received high praise from Telstra executives, with acknowledgments from the CIO and Senior Delivery Executive, recognising the team's commitment and meticulous project execution under tight deadlines. Show less

As the Program Director for Telstra's Transformation Release 2.2 (TR2.2), I led the delivery of a highly complex IT infrastructure program crucial to Telstra’s broader transformation initiatives. Building on the foundation established in the first stage (TR1), this phase expanded to integrate a broader set of business applications (OSS) with mission-critical infrastructure running 24/7 operations.

Key Experiences:

→ I directed a multi-faceted program encompassing 140 individual… Show more

As the Program Director for Telstra's Transformation Release 2.2 (TR2.2), I led the delivery of a highly complex IT infrastructure program crucial to Telstra’s broader transformation initiatives. Building on the foundation established in the first stage (TR1), this phase expanded to integrate a broader set of business applications (OSS) with mission-critical infrastructure running 24/7 operations.

Key Experiences:

→ I directed a multi-faceted program encompassing 140 individual projects across Australia, New Zealand, and India. Responsible for scope, cost, schedule, and deliverables, I ensured the alignment of all elements with Telstra’s aggressive timelines. This effort involved scaling the program team by 150 members within three months to meet the increased workload and maintain project momentum.

→ Overseeing the enhancement and integration of IT infrastructure, I managed the creation of over 600 new Sun Solaris OS images and 375 Oracle databases. Additionally, I led the design, configuration, and production of over 5000 new batch jobs, crucial for supporting 36 business-critical applications during go-live. Despite the complexity and scale, these tasks were completed without adverse impacts on production, demonstrating the team’s technical expertise and meticulous planning.

→ To improve project health, I implemented robust management practices, reducing the percentage of high-risk "Red" projects from 58% to just 4% by the initial go-live in May. This significant improvement was achieved despite a high volume of change requests in the final weeks, highlighting the effectiveness of our risk management and mitigation strategies.

Key Achievements:

→ Under my leadership, the TR2.2 program team received the IBM Worldwide Services Delivery Quality Excellence Award in 2009, recognizing the team’s exceptional delivery quality and the program's significant impact on Telstra’s business. Show less

This team was responsible for the successful implementation of the system patches required to implement Daylight Savings Time changes required to meet  Australian government requirements across all states for 2008. This activity encompassed approximately 3900 IBM managed servers in the Telstra environment and was successfully complete by 30 March 2008.  This program was accomplished on an extremely aggressive schedule and the result was a very satisfied customer and minimal unplanned impact to… Show more

This team was responsible for the successful implementation of the system patches required to implement Daylight Savings Time changes required to meet  Australian government requirements across all states for 2008. This activity encompassed approximately 3900 IBM managed servers in the Telstra environment and was successfully complete by 30 March 2008.  This program was accomplished on an extremely aggressive schedule and the result was a very satisfied customer and minimal unplanned impact to production systems. Show less

Role Overview:

Company Summary: Telstra Corporation Ltd, Australia's largest telecommunications company, embarked on a comprehensive IT transformation program. TR1, the first stage, focused on establishing core customer care and billing systems. The Mediator project was crucial in building the infrastructure to support this transformation.

I held end-to-end accountability for scope, cost, schedule, and deliverables, overseeing a team of three project managers and collaborating… Show more

Role Overview:

Company Summary: Telstra Corporation Ltd, Australia's largest telecommunications company, embarked on a comprehensive IT transformation program. TR1, the first stage, focused on establishing core customer care and billing systems. The Mediator project was crucial in building the infrastructure to support this transformation.

I held end-to-end accountability for scope, cost, schedule, and deliverables, overseeing a team of three project managers and collaborating with numerous vendors and stakeholders.

Key Achievements:

→ Successful Infrastructure Deployment: Delivered the Mediator infrastructure on time and within budget, enabling Telstra to achieve its TR1 transformation goals.

→ Complex Project Management: Oversaw a program of 15+ interdependent projects, managing the integration of complex systems and coordinating with over 15 vendors.

→ Operational Excellence: Ensured the infrastructure met stringent technical requirements, including scalability, high availability, disaster recovery, and security.

→ Cross-Functional Collaboration: Effectively collaborated with the IBM GBS Application Team and various Telstra teams to define and refine project scope and requirements.

→ Stakeholder Management: Maintained strong communication and alignment with Telstra's executive management and project stakeholders through regular updates and meetings.

→ Award-Winning Contribution: The TR1 initiative, underpinned by the Mediator solution, was recognised with the 2008 Excellence Award in the "Best Practices - Service Provider" category from the TeleManagement Forum (TM Forum).

→ Revenue Generation: The Mediator program generated an estimated $11.74 million in revenue for IBM over six years. Show less

Telstra Corporation Ltd is Australia’s leading telecommunications and technology company

Key Achievements:

→ Managed Complex IT Infrastructure Projects: Directed the delivery and integration of over 30 unique IT infrastructure and systems projects within Telstra's complex environment, managing a total contract value exceeding $125 million.

→ Deployment of Multi-Platform Solutions: Successfully deployed and managed complex infrastructure and software solutions for clients… Show more

Telstra Corporation Ltd is Australia’s leading telecommunications and technology company

Key Achievements:

→ Managed Complex IT Infrastructure Projects: Directed the delivery and integration of over 30 unique IT infrastructure and systems projects within Telstra's complex environment, managing a total contract value exceeding $125 million.

→ Deployment of Multi-Platform Solutions: Successfully deployed and managed complex infrastructure and software solutions for clients implementing ERP (SAP), ITIL (Remedy), CRM (Clarify), and Web applications across multi-platform server configurations.

→ Cross-Functional Team Leadership: Led cross-functional teams across various technical and business disciplines, ensuring seamless coordination between Windows OS, UNIX, Security, Firewall, Database, Backups, EMC Storage, Monitoring, and Application Engineering.

→ Scope, Schedule, and Budget Management: Effectively planned, monitored, and managed project scope, schedules, and budgets, ensuring all projects were delivered on time and within budget, maintaining strict adherence to project specifications.

→ Client Liaison and Stakeholder Management: Served as the primary liaison between client management and technical teams, ensuring clear communication, alignment of goals, and successful project outcomes. Managed relationships with both internal and external stakeholders to facilitate smooth project execution.

→ Operational Excellence: Developed high-level deliverable schedules, estimates, and detailed project plans, ensuring that each team member met their deliverables within the specified range of budgeted hours.

→ Project Documentation and Sign-Off: Ensured comprehensive documentation of all project phases, gathering and finalizing Client Operational Acceptance documentation and securing formal sign-offs from key stakeholders. Show less

I led the critical initiative to transition and transform the desktop management services for the National Bank (NAB). This project was part of Telstra's largest IT outsourcing contract, representing over $130 million in annual revenue. TES was tasked with delivering desktop services for NAB, encompassing approximately 22,000 PCs and 5,500 terminals. The project consisted of two distinct phases: Transition to Day One and Transformation to Steady State.

Key Experiences:

→ Led the… Show more

I led the critical initiative to transition and transform the desktop management services for the National Bank (NAB). This project was part of Telstra's largest IT outsourcing contract, representing over $130 million in annual revenue. TES was tasked with delivering desktop services for NAB, encompassing approximately 22,000 PCs and 5,500 terminals. The project consisted of two distinct phases: Transition to Day One and Transformation to Steady State.

Key Experiences:

→ Led the Transition of 22,000 PCs: Successfully migrated 22,000 PCs and 5,500 terminals to a managed service environment, ensuring minimal disruption to NAB's business operations. This involved detailed planning, risk management, and close coordination with the NAB team to ensure a smooth transition.

→ Managed Stakeholder Expectations: Engaged with multiple stakeholders across NAB and Telstra to align on project objectives and ensure a successful transition. This included conducting requirement workshops, managing expectations, and facilitating communication between all parties to address concerns and ensure alignment.

→ Developed and Implemented Service Centre Processes: Established the TES Service Centre to handle problem resolution, call management, and change management for NAB's desktop services.

→ Navigated Complex Contractual Agreements: Managed prime and subcontractor agreements, ensuring all parties met their obligations.

→ Risk Management and Issue Resolution: Identified and mitigated risks, particularly those related to legacy environments, and implemented contingency plans to ensure service continuity.

→ Transformation to Steady State: Led the transformation phase, optimising service delivery, improving service levels, and transitioning staff into permanent TES business units.

→ Program Activation and Oversight: Managed the day-one program activation of the contract, overseeing a Telstra team of up to 50 personnel. Reported on progress at the highest levels within Telstra. Show less

In Telstra’s $200 Information and Connection business, during a large rebuilding phase, led developing a marketing programme office to support marketing strategy and systems implementation. Business was repositioned and transformed from a cost centre into a profitable business unit. Business achieved revenue growth over 70% in first 12 months because of the projects completed.

KEY ACHIEVEMENTS:
• DIRECTORY ASSISTANCE CHARGING (013) - Programme Manager of the team that successfully… Show more

In Telstra’s $200 Information and Connection business, during a large rebuilding phase, led developing a marketing programme office to support marketing strategy and systems implementation. Business was repositioned and transformed from a cost centre into a profitable business unit. Business achieved revenue growth over 70% in first 12 months because of the projects completed.

KEY ACHIEVEMENTS:
• DIRECTORY ASSISTANCE CHARGING (013) - Programme Manager of the team that successfully introduced DA charging for mobile and business customers delivering benefits over $60m. pa. for the Telstra corporation.
• Developed key strategies, arguments and approach
• Minimised stakeholder intervention through an effective stakeholder management process
• Leadership and performance management of a team of consultants.
• Managed extended Telstra team of up to 50 personnel
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Activities involved:
• Project Management
• Team Management
• Vendor engagement and management
KEY ACHIEVEMENTS:
• Transformed an inefficient Rollout Approach using a third party, into an organised and quality focused ‘internal’ approach using Contract labour.
• Established ‘Internal’ SOE Rollout Implementation Methodology and Quality Assurance approach.
• Project managed first ‘internal’ implementation of Boral Standard Operating Environment (SOE) with a team of 20… Show more

Activities involved:
• Project Management
• Team Management
• Vendor engagement and management
KEY ACHIEVEMENTS:
• Transformed an inefficient Rollout Approach using a third party, into an organised and quality focused ‘internal’ approach using Contract labour.
• Established ‘Internal’ SOE Rollout Implementation Methodology and Quality Assurance approach.
• Project managed first ‘internal’ implementation of Boral Standard Operating Environment (SOE) with a team of 20 staff
Show less

Led strategic ICT projects to enhance land and water management practices, improve operational efficiency, and drive policy initiatives across the department.

Strategic IT Review and Transition: Conducted a comprehensive strategic review of the IT&T function for a large State Government Department, with all recommendations accepted. Led the transition of two government IT departments into DLWC, managing the merger and transformation of personnel, organizational, and technical… Show more

Led strategic ICT projects to enhance land and water management practices, improve operational efficiency, and drive policy initiatives across the department.

Strategic IT Review and Transition: Conducted a comprehensive strategic review of the IT&T function for a large State Government Department, with all recommendations accepted. Led the transition of two government IT departments into DLWC, managing the merger and transformation of personnel, organizational, and technical elements.

Team Leadership and Management: Built and led cross-functional teams, including subcontractors, in setting up SAP, ministerial, and water management systems, as well as corporate IT infrastructure. Managed 12 Project Managers, ensuring effective execution of strategic initiatives.

Project Planning and Execution: Directed the planning, execution, and delivery of multiple strategic projects aimed at improving land and water conservation efforts. Implemented solution components, conducted unit testing, and supported various testing activities (UT, ST, SIT, UAT).

Stakeholder Engagement and Collaboration: Collaborated with senior government officials, stakeholders, and community groups to align project goals with environmental policies and public interests. Enhanced stakeholder engagement through transparent communication and collaborative decision-making processes.

Vendor Management and Contract Negotiation: Engaged and managed vendors, authored request for tender documentation, and negotiated external vendor contracts for infrastructure, training, and SAP projects.

Project Documentation and Analysis: Conducted requirement workshops, clarified project scopes, facilitated impact and gap analysis sessions, and oversaw the development and review of project documentation, including Functional Specification Documents (FSD) and Master Test Plans (MTP). Show less