Contact Centres

I specialise in IT consulting for contact centres and CRM – I help clients improve the way they deal with their customers, especially via voice and electronic channels. I have more than 20 years industry experience in projects involving call centres, CRM, contact management, IVR, data integrity, segmentation, planning & business case development, procurement, solution integration and other IT&T deployments.


I have completed projects for many companies and have worked with most telephony, workforce management, CRM technology vendors in Australia, helping clients develop cost effective and appropriate solutions. I have also held line management roles as Senior Manager Communications for ANZ, Telstra and Repco Corporation.


Point Of Sale

I project managed the upgrade of Coles Liquor POS solution and managed the setup and configuration of Breeze at Pedersons. I also developed the Repco POS electronic catalogue solution.

Financial Crime & Security

I project manage the introduction of business processes and systems to address financial crime in the superannuation industry. This includes identity access management (IAM) – saving members funds from fraud, money laundering resulting in indusrty leading risk management capability.


7 Eleven

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 am a project manager at Cbus. I have  successfully deployed Phase 1 of a new Omnichannel Genesys CX solution including:

  • Retiring the old Avaya & extract all call recordings to AWS and decommissioning the Amazon Connect solution.
  • Inbound & Outbound Interaction handling (including ACD, IVR and queuing, transfers, forwarding, conference, dialler, call backs, park & hold, voicemail and interaction history)
  • Chat & Chatbot
  • Interaction Recording
  • Workforce Management and Optimisation
  • Knowledge Management support & integration
  • Enhanced Reporting & analytics (including AI & ML where required)
  • Monitoring & Alerting
  • Integration with Cbus and other systems e.g., Salesforce CRM.

Now completing deploying Phase 2 and planning Phase 3.



I completed an upgrade to Cisco voice, email and chat contact centre solution including phones, email and chat with EA and Optus as vendor.



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

2017- 2019


I completed the deployment of an OMNI channel contact centre solution including phones, email and chat.

I also project managed the introduction of business processes and systems to address financial crime. This included identity access management (IAM) – saving members funds from fraud, money laundering resulting in an industry leading risk management capability.



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.


Kinetic Super

I was Senior Project Manager at Kinetic Super (now merged with Sun Super). My 6 person team deployed an important contact centre project for the organization. This included the development of current, target states, business and technical requirements, business case cost/benefit submissions, deployment planning, change and communications management, solution selection & transition management. The project included all aspects of people, recruitment, training, process design & optimization and all aspects of technology and involved working with Kinetic Super staff as well as 3rd party vendors and administration services.


Coles / Liquor

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.



Myer [one of Australia’s largest FMCG companies] asked me to develop its Customer Experience. This includes all aspects of people, process and technology for its online, voice and electronic interactions. So I developed a 5 year roadmap for Myer including new telephony, contact management, process and WFM solutions.



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 implemented the successful Customer 1st project for Healthscope which was one of the most significant for the company. It included building a purpose built contact contre. I recruited a National Customer Service Manager, 2 Team Leaders and over 50 customer service staff in modern well equipped facilities that include a dedicated training room. I introduced continuous improvement initiatives driven by daily interval reporting of all call statistics and customer satisfaction surveys.



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



I helped Telstra migrate its basic IVR applications from Periphonics to Holly Management System [HMS]. I worked with a team to build more than 20 1800 / 13 / 1300 and IVRs in a hosted platform as part of a major technology upgrade project.



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.



The project involved the development of entire customer service infrastructure for Victoria’s largest infrastructure project. I worked with the Eastlink Tollway partners (SAP and Theiss John Holland) and other international technology vendors to assess the suitability of CRM & Billing solutions for ConnectEast. This involved extensive functional and risk analysis of the business, technical and operational fit of CRM, Billing Systems and Telephony.



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.


National Foods

Australia’s largest dairy foods company (now Lion) asked me to develop their overall CX strategy. I then deployed 3 key projects:

  1. Establish and rollout telemarketing & telephone account management.
  2. Centralise customer service to a single contact centre.
  3. Provide virtual contact centre and rationalise telephony costs.

These projects have proven to be the most successful Sales & CX that the company has undertaken, in terms of revenue, sales & service and a great customer experience.



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.


Tourism Tasmania

Tourism Tasmania faced a drastic need to improve the sales capability of its business to consumer contact centre and to develop a new way of managing customers. I worked with the contact centre and marketing staff to improve the sales results, the training of agents and help the corporation develop and deploy CRM to support over 6.2m transactions p.a.


TXU (now EnergyAustralia)

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”!



I created a workforce management strategy for their Retail Banking Operations in Australia and New Zealand. Working to the Head of Call Centres in Melbourne, used by the bank and to reduce call centre and branch staff costs by more than 19% over three years.


Sydney Water

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.



RAA Insurance in Adelaide sought to identify ways to improve the way they developed and measured campaigns. Over a six month period I managed the project delivery of campaign & resource improvements to enhance their contact centre capability.


State Trustees

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.


Australia Post

I worked with national and state managers to develop a 5 year plan to streamline their customer interactions, improve customer outcomes, create a consistent interaction process across all centres and reduce call handling costs.


Energy Australia NSW (AusGrid)

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.


United Energy

I helped Harvey Parker and Margaret Fairman establish UE – my role being to establish the CRM capability.


Senior Manager Communications

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.


Manager Direct Marketing

At Telstra, initially as Manager General Segment Marketing, I was soon promoted to Manager Direct Marketing and charged with establishing direct response for Telstra Commercial. I worked with other heads of department as well as Carter Marketing [Washington] to develop Telstra’s strategic forecasts and marketing and sales strategy to combat new entrant [Optus]. I also conducted an international review, selection, start-up and management of appropriate direct marketing, telemarketing, mail and print agencies. Whilst at Telstra I deployed over 100 campaigns, selecting, training and managing 6 staff as well as a budget of over $11 million per year. I was also involved with the development and operation of the National Telemarketing Centre for Telstra.



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.