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Work Background
DXC TechnologyChief Technology Officer Banking & Financial Services APJ-MEA
Feb. 2023 - Aug. 2024Canberra, Australian Capital Territory, Australia
DXC TechnologyCTO Westpac and A/g General Manager Westpac
Feb. 2023 - Nov. 2023Canberra, Australian Capital Territory, Australia
DXC TechnologyPrincipal Client Sales
Aug. 2022 - Feb. 2023Canberra, Australian Capital Territory, Australia
AUCloudAccount Executive
Jun. 2021 - Aug. 2022Canberra, Australian Capital Territory, Australia
SentifyPrincipal, Digital and Cyber Business
Feb. 2020 - Jun. 2021Canberra, Australia
Digital Transformation AgencyCIO
Jul. 2019 - Jan. 2020Canberra, Australia
ACT GovernmentSenior Director, Strategic Innovation
Aug. 2016 - Jul. 2019Created and delivered a business model from inception, that directly addresses the Digital Challenges & Opportunities for Shared Services, ACT Government.
Overview: Selected by the Acting Director, leading a senior team that is addressing the Digital Challenge for the ACT Government. With limited engagement with Digital, skepticism as to ROI across business areas and resistance to change, successfully raising awareness of the benefits of Digital and changing conversations in relation to innovation and opportunities available to the ACT Government. Reports: up to 3 Staff Key Achievements:
• Delivered a strong digital vision based on grassroots consultation in Shared Services ICT. From low maturity, promoted the digital vision and lobbied for change, with the vision approved for whole-of-government distribution.
• Facilitated a global benchmarking exercise and ran workshops, leading to an improved understanding and focused priorities for current and future digital capability development in Shared Services.
• Building digital capability to ‘make digital happen’ including the introduction of leading edge online capability to build awareness of digital and promote and market expertise. Building a pipeline of digital work and education/cultural changes across WhOG.
• Created very strong working relationships across government.
• Leading drive to introduce Robotic Process Automation within Customer Service. Scoped pilot and leading an innovative process that will help change the culture toward digital innovations within ACT Government.
Victims Support ACT GovernmentSenior Advisor, Domestic Violence Information Sharing
May. 2016 - Aug. 2016Created an effective information sharing framework to enhance sector capability in response to the Family Violence Crisis in the ACT
Overview: Invited by the Commissioner – in this newly created temporary position led a cohesive and collaborative response to the Family Violence crisis in the ACT. Worked directly with frontline service delivery organisations and represented government to grow technology maturity, innovation and to deliver effective information sharing in a highly sensitive context. Key Achievements:
• Developed the first sector-wide Operational Model in ACT, securing broad support amongst resistant stakeholders. Consulted extensively, both internationally and domestically, with the model used as a framework for machinery-of-government changes and for ongoing innovation within the sector.
• Raised awareness and improved technology maturity across the sector. Directly engaged with key stakeholders and educated the philanthropic community on how to build a technology enabled approach to information sharing.
• Rejuvenated cross-sector relationships leading to improved service delivery and funding support. Working at the grassroots and with executive leaders, drove practical and collaborative ways that enhanced capability across the sector, in spite of a very tight fiscal environment.
• Resolved all impediments and secured support from the Australian Federal Police for the direct link to their protected information systems for effective information sharing. Managed risk and secured executive champions, on a change that had been deemed too difficult in the previous 10 years.
ACT Government ICT Shared ServicesSenior Manager, Central Costing Unit, SSICT
Oct. 2015 - May. 2016Secured millions in savings, slashed red tape, avoided duplication in investment and delivered an effective governance framework
Overview: Selected by the Director Strategic Business and Program to deliver cost estimates and solution advice across the ACT Government for all ICT initiatives in the Treasury Budget Development Process. Confronted upon arrival with major reputation and fiscal issues, led major changes to improve governance and cost estimations. Appointed Acting Director, Strategic Business and Program for 3-months. Reports: 1 SOGA
Key Achievements:
• Slashed inefficiencies and delivered strategies to ensure appropriate investment and unnecessary risk to the budget. In one business case alone, secured savings of $36 million on a re-scoping of a project (re-scoped from $40M to just $4M with approval from Treasury and Cabinet).
• Delivered a governance and evidence-based approach to cost estimating and cost engineering across all major ICT projects. Transitioned process from a laissez faire approach to an effective framework and roadmap, with each directorate moving to the roadmap to enhance whole-of-government ICT investment decisions. • Improved cost estimates processes and enhanced trust and reputation through the delivery of strong reporting and evidence based business case development and by successfully working one-on-one with the directorates.
• Drove changes to governance and business case development, resulting in the creation of a new governance committee. New approach has led to millions in savings, reduction in red tape, avoidance of duplication in investment and the development of a more compatible, digital and strategically aligned infrastructure in ICT.
ACT GovernmentActing PMO Manager and Senior Specialist Project Manager
Jan. 2013 - Oct. 2015Improved the percentage of projects being delivered on-time and on-budget by 48% and slashed expenditure overruns
Overview: Led a team of project managers, business and technical staff to ensure the delivery of business and information technology projects to ACT Government agencies. Faced with significant timeframe and expenditure overruns and staff and contractor underperformance, led major changes resulting in a transformation in performance. Reports: 90 Staff/Contractors
Key Achievements:
• Enhanced performance and reduced expenditure overruns with the introduction of agile based and standardised reporting. Enhanced communication and governance.
• Dramatically improved the percentage of projects being delivered on-time and on-budget by 48%. Conducted a range of performance management reviews and replaced ineffective staff and contractors, leading to project delivery performance that was above industry standard.
• Delivered major programs, by building advisor relationships and focusing on governance. Increased satisfaction and engagement with SSICT project activity.
• Improved Ministerial Correspondence Capability, including standardised performance reporting, leading to more responsive feedback and enhanced decision-making. • Slashed risk by intervening on the upgrade of the whole-of-government finance system and implementing more robust testing. Testing ensured the seamless implementation of the upgrade and commission of the WhOG Oracle R12 eBusiness Suite, with no major failures or unscheduled outages on commission.
Department of Immigration and CitizenshipAgile ScrumMaster - Visa Integrated Reporting
Aug. 2011 - Jun. 2012CanberraImproved speed, teamwork and communications with the use of Scrum on a complex enterprise level data warehouse program at the Department Overview: Invited to lead a large team of agile software developers, producing enterprise level data warehouse capability in two week iterations (sprints). Inheriting a team with little agile experience and conflicting priorities, drove changes to ensure completion, in spite of the ‘almost impossible deadline’. Reports: 11 software developers Budget: $3M
• Delivered an entirely new data warehouse from inception within just 12-months. Built a high performance team and ensured continuous focus on a highly complex project, including doubling velocity of production.
Medicare AustraliaStrategic Analyst (contract) Older Australians
Dec. 2010 - Jun. 2011Designed a new service delivery model and delivered proof of concept in the Leichhardt Sydney Branch Overview: Led the design of a new service delivery model for the Older Australians Service Delivery Reform program of work and subsequently implemented the new model in the Leichhardt office as a trial. Key Achievement:
• Designed and delivered new service model, including evidence base for integration of service set and operating models and evaluation model to effectively measure performance and efficacy. Created scalable model of service integration that met legislation and regulation and worked with national stakeholders to meet complex funding requirements. Dr Cecilia Ridgley, Page 4
________________________________________ • Improved transition process through the facilitation of a collaborative approach toward change, including driving trust and ensuring all stakeholders aware of the case of change, desired outcomes, including accurate training, scope, clear roles and steps and processes in place to deliver and embed change across the Leichhardt office
NICTAEngagement Manager, eGov, Defence
Apr. 2010 - Jul. 2010Assisting the eGov Program Leader with Defence engagements, specifically with CIOG. Working in EA space and ISR space at the moment. Also some staff and project management duties along with managing key relationships in Defence.
Seal SolutionsPrincipal Consultant
Aug. 2009 - Nov. 2010Ran the Canberra Practice for SEAL Solutions - a Melbourne based engineering and consultancy firm. Building business across all Government portfolios, with a special emphasis on Defence. Currently developing business opportunities for above the line consultancy in Project Management, Business Analysis, Enterprise Architecture, Comms Engineering and Information Design.
RPDEAnalysis Capability Manager
Aug. 2009 - Feb. 2010Defence/Industry Initiative using leading edge collaborative business model
Capability enhancement for Defence through network centricity and complex problem solving
High risk technology and business problem solving, best athlete approach
Delivered enhance quality, knowledge outcomes and initiated information management strategy and policy change program
Built strong pipeline across client portfolio and delivered increased performance in analytical rigour and creativity
KPMG AdvisorySenior Manager
Feb. 2008 - Aug. 2009
SMS Management & TechnologySenior Consultant
Jan. 2007 - Dec. 2008
Spherion TechnologySenior Consultant
Aug. 2000 - Aug. 2001
UNSWLecturer
Jan. 2000 - Dec. 2008
Australian GovernmentPublic Servant
Feb. 1995 - Aug. 2000AIHW, DSS, Centrelink
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