Working with the Store Tech team and NCR, I planned and managed the national transition of their Point of Sale solution from NCR to a new solution across 750+ stores.

I managed a team to plan, select, design, build and deploy a new Contact Centre capability for the organization including Cloud Telephony, IVR and Knowledge management using Genesys Pure Cloud 3

I was Project Manager at AustralianSuper managing a 14 person team to plan, select, design, build and deploy a new Digital CRM capability for the organization including extensive change management. This was a key project for the fund.

The project has completed the plan, business case, RFP, solution requirements, selection, configuration and is now being deployed.

I was Workforce Project Manager with Coles, managing a large $4m business and technology project for Liquorland to deploy workforce management and process enhancements to its staff across Australia.

I was engaged by CGU to manage the migration of their staff from an Avaya to a Cisco contact centre solution for 1,500 staff across 7 sites in Australia. I recruited and led a team of 10 staff to deploy 6 other major projects for CGU as part of the “One Voice” strategy. My team was voted the # 1 project team at CGU – and I led the upgrade of many Telephony projects with a combined value of more than $ 9.8m.

I worked with the RTA Tolling Branch to enhance their customer service capabilities for the NSW Government.

I was engaged by Transurban to develop its new CRM, Billing & Tolling solution called GLIDe. I was responsible for the design, procurement and development of their Retail Solution [CRM, contact centre and billing] as part of an overall $65m project.

Powercor & Citipower are the largest Victorian energy wholesalers and are majority owned subsidiaries of CKI and Hong Kong HEH listed on the Hong Kong Stock Exchange. I managed important projects for the customer service group to improve the way both companies identify and manage their inbound customer service.

Australia’s premier printer/publisher required a massive shift in its revenue base and asked me to develop the business, functional and technical requirements for a new industry CRM/Data Warehouse solution.

TXU required a “Customer Roadmap” project for their sales and service centres and to develop and deploy campaign management across their Retail marketing and sales functions. I worked for the Head of Marketing and involving deployment, operations and IT groups. Cameron Dorse [their COO and now CEO of Jemena] complimented said that “this was some of the best work he had ever seen from a consultant”!

The Head of Customer Service at Sydney Water engaged me to seek ways to improve the way they handled inbound and outbound service contacts. I assessed and improved a number of contact centre metrics and helped develop their customer service capability. I worked with their contact centre staff across their three main sites in Sydney and created the business processes and templates for them to use on an ongoing basis.

I managed an internal contact centre strategy project for State-Trustees involving the development of contact centre solutions to support their case and client management requirements. Working as part of a team, I was responsible for the development of the solution architecture to enable State Trustees to enhance its service capability.

As a business analyst on the Sales & Marketing Systems Strategy Project [SAMSS], I developed the detailed requirements for their marketing & sales systems and processes over a period of nine months. I prepared all requirements documents and managed their EOI and tender process.

I was responsible for all retail advertising, direct marketing and telemarketing function in ANZ’s principal markets of home, business & personal loans and transaction / banking services. In this role he selected and managed over 18 staff with budget exceeding $32M p.a. encompassing over $2 billion in funds. I managed the growth of telemarketing as a retention and acquisition tool. Starting as a centre of 35 staff, this function grew to over 200 staff. I also developed mainstream campaigns including the “5 Minute Teller Service Guarantee” – this campaign was the most successful services advertising campaign ever for the ANZ bank. The “You find the house, we’ll come to the party” campaign won the Optus Advertising award as the best financial services advertising campaign for 1994/5. This was followed by the launch of ANZ’s brand advertising strategy – “Better Service, by all accounts”. I also implemented direct marketing, event and merchandising campaigns nationally for ANZ consumer and business market acquisition, retention and cross/up selling and referral.

I began my career as a graduate management trainee – reporting to the MD of each major Repco division. Once this training was complete, I was promoted to Business Analyst reporting to the GM Information Systems. A key achievement was the introduction of a new distribution system for Repco Auto Parts and the design and implementing of a new computerised parts catalogue system. I was promoted to Strategic Planning Manager for Repco Corp in 1987 and was responsible for strategic planning, segmentation and analysis. During this time I was also responsible for the successful introduction of a new distribution system across 27 Repco retail locations.