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Work Background
Ardex TechnologyHead of Product
Mar. 2023 - Nov. 2024Sydney, New South Wales, AustraliaIn this role I led the development of the investment case and the product strategy for a new suite of innovative equine management solutions, that leveraged Ardex Technology extensive industry collateral. Achievements include:
New back office and product analytics stack
Review and standardisation of pricing models for legacy products Development of launch product for Epona suite
SympliSenior Manager of Product Operations
Sep. 2021 - Nov. 2022Sydney, New South Wales, AustraliaSympli is a joint venture between the ASX and InfoTrack to introduce competition into the eConveyancing market. I was hired to improve the product management maturity for Sympli. In this role I • Established a new structure for the product team and hired of key new product roles
• Implemented a new product governance model
• Defined the full product ways of working from Customer Engagement through to Delivery • Lead the development of Customer Journey Map and Service Blueprint
• Implemented a Product Operations function – covering Product Management Frameworks; Strategy and Planning ; Product Enablement ; Product Analytics and Customer Insights Management
PropTrack AustraliaSenior Product Manager
Jan. 2020 - Apr. 2021Sydney, New South Wales, AustraliaPropTrack – part of the REA Group – is a leading provider of property information, analytics and valuation solutions across Australia, helping financial services, real estate, developers, valuation firms, insurance and government bodies to improve their business and customer outcomes. As PropTracks first product hire, I was responsible for building out the product function in a traditional custom solutions company.
Scope of the role includes * product strategy and planning
* product governance and management frameworks
* hiring and managing product team resources - Design ; Analytics ; Product Marketing ; Support and Customer Success In this role I have overseen the launch of the new brand and delivery to market of 3 new product offerings
GO1Growth R & D
Jan. 2019 - Jul. 2019Brisbane, AustraliaBuilding a growth innovation capability, including the development of a Growth Model and establishment of growth experimentation model
GO1Head of Product
Nov. 2017 - Jan. 2019Brisbane, AustraliaHead of Product for an Learning Content Marketplace with both B2B and B2C offerings In this role I was responsible for:
• Development and implementation of a product management framework
• Recruitment and ongoing leadership of a team of UX, Product Managers, Product Marketers and Data Scientists
• Leading the development of product strategy and roadmaps • Development of a Growth Model (based on Reforge Growth System) including
o Building qualitative growth model
o Developing quantitative growth model including modelling retention, acquisition and monetisation
• Working with Sales and Marketing to develop clear value propositions and messaging
• Developing Product Measurement Model and product performance reporting
• Launch of new products and features including Early Access and Go to Market planning
• Liaising with onshore and offshore engineering teams
Neto E-Commerce SolutionsHead of Product
Aug. 2016 - Oct. 2017South BrisbaneHead of Product for an eCommerce Platform that includes a large portfolio of products including Retail Management platform, range of Sales Channels and Add Ons In this role I was responsible for:
• Development and implementation of a product governance and planning framework
• Lead the development of strategy and roadmaps for new and existing products
• Preparation of 'business cases' for new product initiatives
• Management of a team of UX, Product Managers and Product Analysts / Owners to oversee the design and development/enhancement of new and existing products
• Review and refinement of Product Pricing Strategy
• Development of a Product Measurement Framework to effectively measure the performance of the product portfolio in terms of ROI and Revenues
• Working with Product Marketing to develop go to create early access programs and go to market plans for new releases • Development of a new Product Way of Working based on Customer Experience, Design Thinking and Portfolio Management
• Develop customer engagement and market research plans
• Running Quarterly NPS processes
TemandoProduct Manager
Jan. 2016 - Jul. 2016Brisbane, AustraliaProduct Manager of suite of products based on the Temando’s fulfilment and shipping platform, including API, SaaS app and partner extensions (plug-ins). In this role I was responsible for:
* Market and Competitor Research
* Contributing to the development of product strategy and roadmaps including
* Guiding Product Development
* Launching the product
* Managing the product
Mandalay TechnologiesProduct Manager, naus
Jul. 2014 - Jan. 2016South Brisbane, QLD, AustraliaAs product manager of an exciting greenfield waste industry product I was responsible for:
* Product Strategy and Roadmap
* Development of the Product Management Framework
* Product Planning
* Market and User engagement
* Agile enablement I am also responsible for managing the ongoing development and improvement of the existing on premise product suite
Queenland Treasury CorporationAssociate Director, IT Planning
Sep. 2012 - Jun. 2014Brisbane* Development, implementation and operation of the Demand Management Framework (Pipeline) - including the resource planning framework. * Review and management of the IT Asset Portfolio Management Framework
* Development of QTC's Business Intelligence Framework, Strategy and Action Plan
* Development of Application and Platform Strategies
* Integration of QTC's PMO Framework and SDLC to create QTC's Delivery Management Framework
* Implementation of an Agile Capability Program across IT and key business resources
* Coach key delivery resources in agile techniques
Queensland Treasury CorporationSenior Advisor, Practice Management
Jan. 2011 - Sep. 2012Brisbane, AustraliaDevelopment and rollout of a new solution delivery model that is a hybrid of agile/iterative delivery with a strong governance frame. The framework has a strong focus on practices and behaviours over process and templates and includes a whole of lifecycle approach to solution management with creation of a comprehensive requirements management model that focuses on strong business ownership and continuous delivery on business value. Key roles include ongoing mentoring and support of project managers and project teams; ongoing alignment of support processes such as service management and project management frameworks; and continuous evolution of model, Also responsible for development of lightweight Application Portfolio Management Framework which will provide QTC with a model which will assist in defining their long term pipeline and ensuring ongoing alignment of investment with business strategy and enterprise architectural directions.
Queensland Treasury CorporationProject Manager
Sep. 2008 - Feb. 2011Brisbane, AustraliaIn this role I was responsible for the planning and delivery of a number of web based application. The projects were delivered via User Centred processes using iterative delivery techniques, including SCRUM based models and collaborative agile design. Responsibilities on these projects included
• Development of project solution vision and delivery strategy (including roadmaps where appropriate
• Development of appropriate project scoping and planning artefacts including charter, business case and project plans
• Standard project management activities such as schedule management, risk and issues management, stakeholder management and reporting • Management of project team of up to techniques of teams of up to 10 business analysts, developers, tester and business subject matter experts.
• The role also include conducting kick off and starts, daily stand up, monitoring velocity and other Agile related activities
SolNet SolutionsClient Service Manager (Australia)
Dec. 2007 - Aug. 2008The Solnet Group is a New Zealand based software development and system integration company. In November 2007, off the back of a partnering agreement with a large Australian financial organisation Solnet decided to expand its operations into the Australian market on a more permanent basis via a newly created subsidiary – Verve IT. I was hired to manage the operations of Verve IT in Australia, including: * Participation in group wide planning activities with specific focus on Verve IT operations
* Day to day management of Verve IT operations specifically ~ Profit and Loss Accountability including Status and Management Reporting ~ Workforce Planning, Recruitment and Human Resource Management including performance planning & management ~ Service delivery management for current projects, specifically management of client interface and monitoring of development team performance and expectation management.
* Participation in Business Development process including development of proposal and statements of work
* Program Oversight of all projects for clients, including performance tracking and issues / exception management In addition to these core business management functions, I also took the lead in a review of practice management functions including: * Formalisation of Agile development model, including development of: ~ Staff information modules ~ Staff training modules ~ Client information modules ~ Client marketing collateral * Introduction of User centred techniques and usability concepts to improve customer satisfaction In the 2007/08 financial year Verve IT achieved it business and performance targets.
SuncorpIT Solution Lead, Direct Program
Apr. 2007 - Dec. 2007In June 2006, Suncorp made the strategic decision to pursue a Direct Banking model with the introduction 2 new consumer products. The project involved working with the business to build the application, workflow, rules engine and straight thru processing to existing backend mainframe systems. As part of the initiative we developed role driven applications that targeted 4 separate user audiences (public ; reselling partner ; call centre ; branch) The project was run using Agile Project Methods and User Centred design techniques. Specific outcomes include: • Product Value Network models and business architecture
• Development of wireframes, prototype and visual design to meet identified needs Suncorp operates as a virtual team environment, and on a day to day basis, my role as IT Project Manager included all element of agile project delivery, liaison with other teams, and negotiation of resources and outputs as well standard project management activities such as schedule management and performance reporting as well as dependency, risk and scope management. In my time as IT Project Manager, 2 new products have been delivered as well as the rebranding of one project for a different reseller and the development of back end product system tools.
Department of Transport and Main RoadsProject Manager, Internet Redevelopment
Sep. 2006 - Apr. 2007Brisbane, AustraliaI was engaged as the Project Manager to develop an online strategy and review and redevelop their online presence in response to customer research which had indicated that the community general level of satisfaction with the department and its services was falling. The project was run using a User Centred design model which involved significant customer research, information design and conceptual modelling. Key outcomes have included: • development of an new online delivery framework for the department including a gateway and four (4) audience specific presences • development of a online management framework including a suite of new organisational processes covering governance, operations and performance management
• extensive user research including interviews, focus groups, observationals and surveys
• development of wireframes, information architecture and visual design to meet identified user objectives including iterative testing and refinement
• development of detailed content requirements and a five stage content release plan.
• redevelopment of the site and a number of supporting applications to achieve significant improvement in customer satisfaction On a day to day basis, my role as Project Manager included all elements of project management such as recruitment, staff mentoring and management, budget management and financial reporting, schedule management and performance reporting as well as dependency, risk and scope management.
SDSProject Manager, IT Strategy
May. 2006 - Sep. 2006I was engaged to develop an ICT strategy, governance model or formal project selection and management methodologies within a 3 month timeframe. I used a hybrid approach that sourced elements from the Australian Standard for Corporate Governance of ICT, COBIT, Gartner’s Strategy Model and other good practice methodologies. In this role I was also responsible for all stakeholder engagement (interviews, workshops etc), communication and the development of the change management and implementation plans. As well as the development and socialisation of: • ICT Management framework • Environment Scan
• ICT Strategic Plan, • ICT Governance Model, • ICT Investment Strategy
• ICT 2yr program of work and budget
SEQ CatchmentsProject Director, ViSTA (now enQuire)
Oct. 2005 - May. 2006After the restructure of the DNR project to a joint venture hosted by SEQ Catchments, I moved to a Project Directory Role. On a day to day basis, my role as Project Director included all management responsibilities such as recruitment, staff mentoring and management, budget management and financial reporting, schedule management and performance reporting as well as dependency, risk and scope management. After its initial launch, I managed the evolution the enQuire product through regular feature releases - consistently delivered on time to expectation and budget. The product has been a major success and is now commercially stand alone used by multiple jurisdictions within Australia and internationally. This success was underpinned by focusing on gaining whole of network buy-in and benefits realisation through a highly collaborative and iterative, incremental working model and continuous communication and demonstration of success and benefit.
Department of Natural ResourcesProject Manager, ViSTA (now enQuire)
May. 2005 - Oct. 2005This project involved the development of an extranet portal to support integrated process management between the Queensland Government, Australian Government, 15 independent commercial entities and the broader community. In this role I was responsible for the overarching definition of the portal product including: • Research, analysis and scoping of the project brief
• Development of a solution concept, • Selection of development technology and platform determination • Development of the project model including (delivery model, governance structure) • Development of project budget and resourcing model.
• Development and implementation of the risk and issues, change and communication management strategies and plans
• Development of disaster recovery, business continuity and data custodianship and management plans As part of the initiative we negotiated the move of the project from Department of Natural Resources to a joint venture arrangement sponsored by SEQ Catchments. This enabled a more flexible approach to stakeholder engagement and prioritisation and enables the use of innovative delivery techniques which saw the first release of the product within 4 months.
Queensland Department of Employment and TrainingDirector, Office of the CIO
May. 2003 - Aug. 2004The role of CIO was only introduced to the department in May 2003, and I was asked to take on the job of setting up the ICT governance for the department (in addition to my function as Project Director, Web Portal Development). As Director Knowledge Management I was in charge of the Office of the CIO, and part of the 4 person ICT management team. The role in a highly decentralised organisation offered specific challenges, including: • Definition of the ICT governance model
• Development of an ICT Investment Framework
• Development of ICT Project Governance Model
• Implementation of ICT Portfolio Management Tools
• Architectural and Business Case oversight of existing projects
• Issues Management
• Alignment of departmental ICT initiatives with national and Whole of Government Agenda.
• Development of a Knowledge Management Framework The implementation of the Shared Services initiative inside the department created a significant gap in the ICT model, the department had no agreed governance model and the work undertaken involved significant negotiation and change management in a culture that was traditionally highly change resistant. After 18 months of operation, the Office of the CIO had a strong project selection, prioritisation and control model in place, an extensive enterprise architecture and is making inroads on ICT Asset Management and other key initiatives, such as 24/7 failsafe eGovernment infrastructure, including disaster recovery. As part of this role I continued my lead strategy role on eGovernment, Knowledge Management and Customer Service Improvement, representing the department at a number of national forums, and developing the first phase of the Knowledge Management Framework and defining the series of initiatives necessary to realise the framework.
Queensland Department of Employment and TrainingProgram Director, eGovernment
Nov. 2002 - May. 2005In this role I was responsible for the • all eGovernment Strategy and related architecture and standards for the four key eGovernment delivery channels (Intranet, Internet, Extranet and Data Exchange). • leadership and day to day delivery of the eGovernment, Knowledge Management and Customer Service Improvement Programs of Work, including HR, financial and risk, scope and quality accountabilities Subsequent to the completion of the Web Portal Project, I was engaged to build a 3 year program of work designed to address a number of business challenges identified in the initial project. The program included over 30 projects - ranging from strategy thru content, business application and portal (including platform) - that were aimed at integrating service delivery channels and gaining organistional and process benefits through the reduction of costs and realignment of processes. I was fully responsible for the development of the enterprise eGovernment and Channels Strategies, specific deliverables • Employee Portal Strategy
• Extranet Strategy
• Online Transaction Strategy
• Metadata Management Strategy
• Strategic eGovernment Architecture
• eGovernment Performance Management Framework
• eGovernment Governance Model On a day to day basis, my role as Program Director includes development of Program Management documentation such as resourcing models and business cases as well as elements of project management such as recruitment, staff mentoring and management, budget management and financial reporting, schedule management as well as dependency, risk and scope management. The Program is the first of its nature run in the Department and represented a significant change in how the department responded to ICT requirements. I was consistently delivered on time to expectation and under budget.
Department of Employment and TrainingProject Director, Web Portal Development
Nov. 2002 - Jun. 2003Brisbane, AustraliaThe Department had over 25 online properties, which had no clear target customer goals or represented the departments customer segmentation, and were highly fragmented with significant replication of data presented in formats and structures that failed to meed organisational or customer needs. The Web Portal Development Initiative focused on the realignment of the organisationals external facing web site to meet customer and departmental objectives. The project also delivered new organisational processes, a comprehensive performance measurement framework and integrated governance and operational models. The project resulted in the establishment of a core business team responsible for the operational management, and ongoing enhancement of the properties. In this role I was responsible for • the development of an initial Internet Strategy for the department, • redevelopment of the departments online property
• implementation of the Interwoven Content Management Platform
• transformation of the departments approach to the internet as a customer service channel
• operational management of the department existing internet sites during the redevelopment.
• the development of a specific online application development methodology which combines best practice elements of AGILE ; User Centred Design and PRINCE2
ourbrisbane.comProduction Manager
Jun. 2001 - Apr. 2002The Content Operations group is a multi-disciplinary group responsible for delivery of all front facing components of the portal. The group consisted of 27 staff including User Experience Designers, Graphic Designers, Producers, Editors, Metrics Analysts, Search Administration, Content Librarians, HTML, Multimedia & database developers. One of the key functions of this role is the establishment and reinforcement of core production values, including quality and process. In this role I was responsible for: • Development of Portal Universal Design & Standards
• Development of the Conceptual User Experience for the Portal including Information Architecture & Design Wireframes
• Strategies including - Affiliation Tracking Strategy ; Content Management Strategy ; Measurement Strategy ; Search Placement & Optimisation Strategy
• Development and Management of core Production, Quality Management and Release Processes
• Prioritisation and scheduling of all new content & functionality
• Budget, resource planning, recruitment, allocation and management
• Implementation of Online Community Strategy & delivery of the Community Toolkit In addition to being a member of the 5 person Senior Management Team, I was part of the Business Development Group and played an integral role in the development of the Online Community Strategy. This environment was very fast paced, requirement daily monitoring and adjustment of delivery priorities and related resources. It required a good understanding of the overall vision, and the capacity to translate that into key deliverables for production staff. Development of Universal Design & Standard, Conceptual and the BSO involved significant engagement of both Council Executive Management Team and Political arm. To achieve this, it was necessary to translate complex technical issues into business understandable concepts for management, and gain buy-in and agreement.
ourbrisbane.comProject Manager, ourbrisbane.com
Nov. 2000 - Jun. 2001Brisbane, AustraliaIn November 2000, Brisbane City Council commenced work on it ourbrisbane.com community portal. My role in the development and operation of the portal was multifaceted. I was lead user experience designer and executive producer for the initial build, as well as undertaking the development of the search, content management and metrics strategies. After initial build, I became the manager of the Content Operations Group and part of the Senior Management Team.
Brisbane City CouncilProject Director, Information Brisbane
Aug. 1999 - Sep. 2000Under my management, the Council Internet Site was revitalised from a brochure-ware site into a main stream delivery channel which is now a corner stone of Council’s Customer Service Strategy, and many of the frameworks and strategies implemented were considered global best practice at the time. One of the most important focuses of the project was the positioning of the BCC Internet as a vital community resource and effecting organisational change in terms of corporate attitude towards usage of the Internet as a delivery channel; business areas approach to content acquisition, update and ownership; and improving the management framework for Internet within Council. As Executive Producer I was responsible for: • Workforce Planning, Recruitment and Human Resource Management including performance planning & management
• All Project and program planning activities
• Status and Management Reporting
• Financial planning and management including development of budget, and implementation of activity based accounting and earned value analysis • Development of Internet Strategy including components such as Content Management, Metrics and Measurement, Search Engine & Placement
• Develop standards and guidelines including Internet Information Architecture, Corporate Consistency Guidelines for Content Owners, Developers
• Development of management frameworks including Community of Interest Framework, Dynamic Content Framework, Local Content Framework, Performance Management Framework, Content acquisition, management & maintenance processes framework
• Development and implementation of plans including Community Consultation Plan, Product Development Plans and Marketing plans
Brisbane City CouncilProject Manager, Tools of the Trade
Feb. 1999 - Aug. 1999
Suncorp GroupBusiness Process Analyst
Nov. 1998 - Feb. 1999Brisbane, Australia
SMS Management TechnologyConsultant
Jun. 1998 - Nov. 1998
Australian Stock ExchangeProject Manager, Information Products
May. 1996 - Jun. 1998Brisbane, Australia
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