Senior Consultant
Azimuth Consulting
Total years of experience :43 years, 1 Months
Azimuth Consulting
• Lead Consultant - Azimuth Procurement Centre of Excellence.
Assigned to NZ Police from July 2013
• Strategic Sourcing management
• Management of the Whole of Government Radio Network (WGRN) supplier evaluation RFI
• Management of the HRMIS procurement process(s) and selection/approval of preferred software vendor and SI partner
- Gain agreement of procurement strategy
- Develop Procurement Plan
- Develop Tender Evaluation Plan
- Develop ROI/RFP documentation
- Develop non-functional requirements
- Manage the procurement process through to selection and contract negotiation with preferred vendor and SI partner.
Assigned to ANZ Banking Group (NZ) Ltd January 2013-June 2013
• Provision of strategic advice on Core Banking System upgrade
• Conducted a review of Architecture approach to Core Banking System upgrade
• Conducted a review of Environment Management Capability with respect to large system testing and implementation
• Conducted a review of Technology resource management processes
• Appointed as Interim Project Director, Simplification Programme (including Core Banking System upgrade)
Opus is New Zealand’s leading multi-disciplinary engineering and asset management consultancy. Opus has 2450 staff in offices and laboratories throughout Australia, Canada, the United Kingdom and New Zealand.
Since privatisation in 1996, the IT function within Opus has focussed solely on its operational support of the business. IT is now seen as a key enabler for the business, and my appointment to the role is focussed on driving the strategic transformation of the IT function. Key initiatives undertaken since assuming the role include:
• Restructuring the IT function to provide a global shared services function and provide a strategic business aligned focus.
• Development of a 5 year IT Strategy, focussed on supporting the global corporate strategy of growth, increased capability and innovation.
• Rebuilding IT governance, processes and capabilities to meet business needs.
• Development of a Global Telecommunications Strategy - and management of RFP to select suppliers to implement the strategy. Negotiation of supplier contracts.
• The development of a technology infrastructure re-architecture and refresh; to implement the multiple business systems required to support collaboration, knowledge management and document management, and the implementation of service management processes within IT.
• Defining business information technology strategies throughout Opus, to position IT as a strategic differentiator.
• Led the IT due diligence and subsequent integration for 4 acquisitions.
• Implementation of global data network and voice telephony projects as the first steps in implementing the IT strategy.
- Rollout of AT&T Global data network
- Replacement of voice telephony network with full mobile & VoIP solution
• Implementation of VDI solution for roaming users.
• Migration of desktop to Office 365
• Provision of strategic advice on IT DR requirements
• Development of IT Services catalogue
• Development of Technical Strategy and Architecture
• Issue of an RFP for the replacement of their Corporate SAN
• IT Components of major Asset Management bid
PGG Wrightson is New Zealand’s largest Rural Services company. PGG Wrightson had undergone significant merger and acquisition activity over the last five years, and the IT function had focussed solely on its operational support of the business. This meant that any business alignment of IT process development had not been addressed. Key role accountabilities included:
• A prime focus to restructure the IT function, and to provide a strategic business focus. This also included a need for significant work on developing an IT business plan and IT Strategy, as well as rebuilding IT processes and capabilities to meet business needs.
• Defining and implementing information technology business strategies throughout PGG Wrightson, to ensure the ongoing optimal use of Technology.
Achievements
• IT Governance
- I redesigned IT Governance processes, including executive oversight, the creation of a Programme Management Office, project governance processes, and vendor governance.
• IS Business Plan
- I developed and implemented an annual business plan for IT aligned to business strategy. This became an annual process.
• IS Organisation
- I redesigned and implemented a restructured IT Organisation to better meet the needs of the business
• Enterprise Resource Planning project
- I successfully managed the issue of an RFP for a new ERP (JD Edwards), and steered the implementation (completed 31 March 2009) to plan and budget ($5.2m)
• IT Service Desk
- I completed a full restructure and redesign of IT Helpdesk into a Service Desk, including development of ITIL based processes, resulting in significant performance improvements, and increase in (internal) customer satisfaction.
• Core technology refresh
- I managed the review and refresh of core data centre equipment.
- I managed the implementation of systems monitoring and management capability.
- I managed the implementation of a system for automated user provisioning (Activate).
• Outsourcing of Desktop provisioning
- I successfully managed the issue of an RFP for the outsourcing of a non value added function out of IT to a 3rd party vendor, resulting in a significant reduction in provisioning costs.
- I initiated a project to review the outsourcing of all non-core IT functions.
• Review of BCP and DR readiness
- I led a review for the board of BCP and DR readiness, and implemented a new DR solution
Fonterra is New Zealand’s largest company, and one of the 5 largest dairy companies in the world. Its operations span New Zealand, Australia and over 54 countries worldwide.
Fonterra outsourced its IT Infrastructure management and support to EDS in 2004. As the Chief Technology Officer, I was responsible for managing the strategic development of infrastructure for Fonterra, and working with the EDS CTO to have it implemented. Key role accountabilities included:
Strategy and Planning
• Designing, developing and implementing the strategic roadmap for Infrastructure, by understanding business requirements, technology capability, best practice, and desired business outcomes, to ensure a 3-5year roadmap that delivered sustainable and leading edge technology that was coordinated with other Fonterra IS initiatives and delivered on business outcomes.
Infrastructure Management
• Managing the contract with EDS, to ensure the highest level of service provision that met business requirements, and delivered the best quality for money.
Operational Management
• Guiding and directing the management of capability areas (Network, Desktop and Midrange / Storage) for Fonterra, including understanding relevant business requirements and outcomes, contribution to high profile incident resolution, and management of EDS resources, in order to ensure a high level service and long term viable technology solutions were delivered to the business which could sustain and contribute to business outcomes.
Relationship Management
• Ownership and managing the relationship with EDS, and key suppliers (such as Telecom and AT&T), to ensure effective negotiation of new contracts, optimisation of current contracts, pricing frameworks and agreed suppliers, and best possible service, solutions and use of current and future technology.
• Ownership and managing relationships with key business stakeholders to ensure efficient and effective technology solutions that delivered solutions to the business and assisted the achievement of business outcomes.
Technical Architecture Performance Management and Evaluation
• Providing the Strategic Technical leadership to Fonterra. This included development of the Technical Architecture vision and strategy, policies, procedures and standards. The role involved problem anticipation and solving at an enterprise level. Given the global marketplace Fonterra operated in, there was a strong requirement to anticipate IT Industry future directions and relate them to Fonterra’s future technical architecture needs and projects.
• Guiding and leading the evaluation and benchmarking of various solutions and platforms, and managing technical issues and risks, and produce trends analysis to ensure:
IT Security Manager
• Due to changes in staff, I also took on the role of IT Security manager for 12 months as part of this role.
Achievements
• ISSP Technology Strategy
- I completed the development of the Infrastructure and Technology sections of the ISSP.
• EDS ITO Transformation
- I actively engaged with EDS to drive the implementation of a global rollout of a standard desktop, network and server environment for over 15, 000 staff in over 54 countries worldwide.
• Renegotiation of the EDS contract
- I was responsible for the completion of a renegotiation of infrastructure aspects of the IT Services Agreement (ITSA) with EDS, addressing a number of areas of vendor performance.
• Data Centre Migration
- I maintained technical oversight of the migration of Fonterra’s data centre in Hamilton to the EDS facility in Auckland
• Policies and Standards for Infrastructure management
- I managed the development of a robust set of policies and standards to support the ITSA with EDS.
• Information Lifecycle Management
- I initiated an enterprise wide Information Lifecycle Management project.
• DR Review
- I led the DR review for SAP and associated applications.
• I was responsible for a
Assigned to Arthur D Little (Malaysia) Sdn Bhd, Malaysia June 2004 - October 2004
Senior Advisor
• Worked with Takaful Nasional (Islamic Insurance) to undertake:
- a complete review of the IS Strategic plan, the IS function, and
- evaluation and review of all the key supporting business operations functions
o Finance and Administration
o Policy Issuing and maintenance
o Claims
o Agency management
o Product Development
Achievements
• As a result of this engagement, I recommended a comprehensive functional strategy aligned with business strategy. Quick win activities were successfully implemented resulted in cost reductions and improved process efficiencies.
Assigned to Datacraft (Malaysia) Sdn Bhd, Malaysia January 2004 - June 2004
Executive Advisor
• Worked with the Managing Director (Malaysia) to develop Datacraft Malaysia’s Business Strategy to ensure alignment with Datacraft Asia Strategy, and competitiveness within the domestic and regional marketplace
• Provided advice and support to Directors in developing client opportunities
• Reviewed current activities and approaches to ensure they are aligned with strategic goals
Achievements
• I developed a number of key business process models, including:
- Pre-Sales process
- Management KPI’s and performance reporting
- Sales forecasting and management
• I provided leadership in initiating and the implementation of the IT Strategy and IT projects within AFFIN Bank and AFFIN Holdings Group, to ensure realisation of the Bank and Groups business objectives.
• I provided leadership and strategic direction to the Head IS Division, SVP eServices Division and SVP Operations Division.
- Developed long term strategic IT plans for the Bank to ensure competitiveness in the marketplace
- Reviewed technology and operational activities and approaches to ensure that they were aligned to the strategic business goals of the Bank
- Reviewed adequacy of software and hardware availability against the Bank’s current and future requirements
- Reviewed quality and suitability of IT staff at all levels, and recommended comprehensive training and development plan for them
- Led technology based projects, prescribed or approved by the Board
- Ensured that all technology enabled initiatives were addressed in a consistent and holistic fashion.
- Strategically integrated delivery channels into automated back office processes, as well as ensuring the integrated development of new product and services
- Ensured full provision of business continuity was provided for IT, Banking operations and eServices channels
- Ensured a bank-wide view is taken of all “e” initiatives to gain efficiencies and reduce cost of development and operations
- Ensured there was a single point of responsibility for any eCommerce ventures (e.g. bill presentment, payment gateways, straight through processing, etc)
- Integrated all of the Bank’s existing eBusiness efforts into a consistent model
Achievements
• I developed and implemented IT Strategic Planning process
• I developed and implemented IT Capital Budget Planning process
• I developed and implemented Service Delivery Management function
• I redesigned and implemented a restructured IT Organisation to better meet the needs of the business
• I managed the redesigned and restructure of IT Operations and the Data Centre
• I initiated the implementation of ITIL best practices into the IT Operations group
• I initiated a CMM Level 3 program into IT Apps/Project management sections
• I led the development of a new data warehouse and associated regulatory reporting requirements required by Bank Negara Malaysia for compliance with the Basel II accords..
• I led an initiative to address data quality and integrity issues.
• I significantly reduced operational expenditure through a variety of process automation projects, including:
- Loan origination for Retail Banking
- Trade Finance documentation processing for banking Operations
- Automated cheque processing
- Anti Money laundering system
- Automated Credits Cards anti-fraud processes
• I created and managed a new eBusiness Division
• I drove the development and implementation of e-Business and process automation systems
Bid Management - assisting/guiding Sales in Malaysia/Philippines
Methods & Process - develop review and update business processes
- Pre-sales
- Project Management
- Support
- QA/Project reviews
- Client Management (Strategic Accounts)
Conduct Quality Audit/Review of projects in progress
Conduct Customer Satisfaction reviews
Project Office - Conduct health checks/provide assistance to projects in progress
Undertake Quality Assurance of proposals/reports
Led Technology Management Practice in Malaysia
Member of the Transformation Management Practise team
Assist in the development of Transformation Management collateral
Respond to RFP’s and develop business proposals
Guide and direct associate staff
Projects:
Assigned to EDS Korea Ltd Seoul Korea as Managing Consultant and Program Director, Loan Operations Centre, Korea First Bank
Provide change management planning and assistance to Government of Malaysia e-Government (GOE) Project
Provide change management and communications plans for Sapura Organisational Transformation project
Develop strategic ISP for DBKL (Kuala Lumpur City Government)
Assigned to:
Philippine Long Distance Telecommunications Limited (PLDT)
Involved with PLDT over a number of projects spanning a period of 18 months. These were:
· To manage the Local Measured Service (local call billing) Project.
· To manage the implementation of PLDT’s Information Systems Strategic Plan (ISSP). This involved a number of activities, including developmant and implementation of a new IS Governance structure, the organisational restructure of the IS group, the redesign of business and IS planning processes, and the restructuring of the recruitment and remuneration systems.
· To assist CIO with the selection of new senior IS managers
· To assist PLDT with the development of an RFP for their Data Warehouse and Corporate CRM System.
· To assist PLDT with the evaluation and recommendation of a replacement for their existing Fixed Network Mediation Systems.
· The provision of direct training courses for staff on project management and business case development.
Acted as an external advisor to a subsidiary of First Pacific (Hong Kong) Limitedto evaluate the feasibility of implementing a Short Message Service based mobile Banking application in Indonesia.
Responsible for:
· co-ordinating and reporting on dependencies between all technology-based projects, and the identification and reporting of business impacts on all technical and business initiatives
· stability leading up to the Year 2000
· identification and resolution of Trans-Tasman technology differences
· project and environmental change management.
Responsible for co-ordinating and reporting on Year 2000 at divisional level in New Zealand, and managing the Year 2000 Project Directorate. Worked closely with the General Manager, Technology and Operations and ANZ’s Global Project Director, Year 2000 to achieve compliance by 31 December 1998.
Acted as team leader for the IT team in New Zealand to transform IT across the bank into a "global IT Organisation". Defined the core applications architecture for NZ to replace a 20 year old legacy system. Designed and implemented a new IT governance and supporting organisational structure. Developed the business and IT processes changes to support the new organisation.
Also responsible for managing the successful transfer of ANZ New Zealand’s Application Development to Australian and Indian development teams.
Managed all mainframe and mid-range application development for NZ. Managed EDS as an outsourced service provider. Refocused development support from a tools evaluation team into a quality and measurement focused group. Completed a full benchmarking of all application development within the ANZ.
Provided IT strategic planning consultancy services to assist business units with IT needs and priorities. Preparation of business unit and the New Zealand Information Systems Plan, feasibility studies, business system proposals, business models, and other plans. Development of tactical plans for implementing IT solutions were prepared in conjunction with high-level strategies to ensure continuity between strategic and tactical directions.
Responsible for management of ANZ development department at Databank and the banking services and card services departments within ANZ. Undertook general management and supervision of all staff - recruitment, induction, training, career planning, and performance appraisals.
Responsible for direct day-to-day management of project IT staff, financial planning, contingency planning, resource allocation, and change management. Project staff were involved on the implementation of a major decision support initiative for the Bank
Formed TourData Limited to specifically look at tourism issues and the use of IT to assist in HR management and strategic planning. Carried out three projects for New Zealand Tourism Department:
· hospitality frameworking - the effects of improving HR techniques in the industry
· workforce planning - investigation of the effects of implementing a national policy on workforce planning and a forecast of employment requirements for 1995
· TAANZ annual business and planning survey - evaluation of the results of the initial survey, looking at profitability, staff usage, and business sector data.
After the successful wind-down of the banking redevelopment project and a major company restructure returned to a revamped production support and business management role. The department employed 47 staff.
Direction and overall management of the activities of four departments - managerial job specifications, proper deployment of staff, succession planning, personnel policies, salary evaluation, and industrial relations - with an annual budget of $12.5 million. Support was provided by this group to a major banking redevelopment project.
Jan 81 - May 85 Programmer / Analyst Programmer
May 85 - Apr 87 Team Leader / Systems Analyst
Apr 87 - Nov 87 Project Leader / Systems Designer
Nov 87 - Apr 88 Applications Architect
Apr 88 - Nov 89 Development Manager
Henley's MBA is recognised world-wide for its reputation and as a qualification, which is why I chose it. The MBA has helped me to apply theoretical principles of management to real life business situations in my own organisation. It has given me the confidence to develop in a turbulent and rapidly changing business environment. I now have a wider perspective on business and strategic issues and am able to tackle situations and manage them more effectively