Requests
2
Keep in touch with meI'm using Intch to connect with new people. Use this link to open chat with me via Intch app
Work Background
NEOMProject Manager
Mar. 2024Dubai, United Arab Emirates• Led development and consultation of Microsoft Office 365 platform to support enterprise collaboration.
• Led business engagement and analysis to refine customer requirements and manage a continuous pipeline of development initiatives.
• Delivered scalable tooling solutions across construction, health, infrastructure, and corporate services.
• Applied Agile frameworks including Scrum and Kanban.
• Enabled cross-sector collaboration within NEOM’s mega-project ecosystem through flexible, customer-focused technology delivery.
• Coached junior project team members and trained new PMs on NEOM delivery standards.
NEOMCustomer Service Manager
Mar. 2022 - Mar. 2024Dubai, United Arab Emirates• Acted as the primary interface for business units to initiate IT project requests, ensuring strategic alignment and stakeholder engagement.
• Scoped and ran mergers, joint ventures, and sector incorporations within NEOM’s IT ecosystem.
• Owned and maintained the IT Service Catalogue, including costing models, disaster recovery, and business continuity planning.
• Continuous improvement within IT department transforming into a scalable, enterprise-grade function supporting NEOM’s transition to a city-state.
• Navigated complex stakeholder environments across diverse cultures, applying innovative approaches to deliver at scale.
• Advocated for customer needs at the leadership level, resolving high-impact business issues and driving service excellence.
• Mentored junior staff and supported development of service delivery standards.
Department of Energy and Public Works (Queensland)Program Management Office Manager
Dec. 2021 - Jun. 2022Brisbane, Queensland, Australia• Led governance for 60 IT projects in a 5-year transformation program.
• Established PMO mid-program and introduced governance, tools, and training.
• Implemented a continuous improvement model to align project execution with strategic goals and stakeholder expectations.
• Facilitated Executive Committee (ExCom) strategy sessions to determine executive roadmap, then translated into project and change delivery across the organisation.
• Streamlined reporting and decision-making processes into real time, enhancing visibility and accountability across all projects.
• Coached PMO team and trained other PMO Managers on delivery standards.
eHealth NSWProgram Management Office Manager
Apr. 2020 - Nov. 2021Sydney, New South Wales, Australia• Oversaw 50 IT projects across 5 programs in an 8-year transformation initiative.
• Rebuilt a low-maturity PMO while maintaining program continuity, introducing new financial controls, master scheduling, and benefits tracking.
• Coached PMO staff and mentored other PMO Managers across the department.
• Led department-wide PMO retraining, resulting in improved delivery outcomes across three major portfolios.
• Realigned project and program delivery to industry standards during COVID lockdowns in a remote working environment.
• Provided executive-level support and reporting, enabling exception-based management and strategic oversight.
TechnologyOneSenior Project Manager
Jan. 2020 - Apr. 2020Brisbane, Australia• Delivered short-term project management support to address urgent resource gaps during a high-volume SaaS migration initiative.
• Managed 35 concurrent ERP migration projects from on-premises to SaaS cloud, all completed within 12-week engagement.
• Coordinated delivery across diverse sectors including financial services, government, and not-for-profit organisations.
• Adapted quickly to remote working conditions during the onset of COVID, maintaining delivery pace and stakeholder engagement.
eHealth QueenslandProgram Management Office Manager
Apr. 2018 - Dec. 2019Brisbane, Australia• Led governance for 18 IT projects in a 10-year health transformation program.
• Conducted maturity assessment and rebuilt PMO governance while maintaining uninterrupted high velocity project delivery, and brought information management within Australian and International Information Standards.
• Implemented improvements in financial processes, change management, communications, scheduling, and benefits tracking.
• Developed reporting frameworks for central government oversight and compliance.
• Coached PMO team and trained PMO Managers across the organisation.
• Delivered assurance reviews and aligned delivery with public sector standards.
UnitingCare QueenslandSenior Project Manager
May. 2017 - Apr. 2018Brisbane, Australia• Delivered 4 x enterprise payroll and finance system upgrade projects to bring to common platform, then final project to consolidate onto single platform.
• Rolled out Australian Government National Disability Insurance Scheme.
• Led Waterfall delivery and continuous improvement.
• Mentored project team and supported delivery capability uplift.
Silver ChefSenior Project Manager
Jul. 2016 - May. 2017West End, Brisbane, Queensland, Australia• Delivered Salesforce platform and Boomi integration.
• Enabled seamless legacy system replacement.
• Improved processing time from 2 hours to 15 minutes and brought systems processing in line with Australian Government Financial and Information standards.
• Led Agile delivery and automation.
• Introduced Agile to organization, acted as Scrum Master to project, coached other Project Mangers to implement Agile.
MAX SolutionsInformation Systems Manager
Aug. 2015 - Jul. 2016Eight Mile Plains, Brisbane QLD AustraliaMy primary charge when starting at MAX Solutions was to renovate and rebuild the Applications development team, to meet the Executive Management Team’s requirement to in-source all systems and application development from existing external vendors. MAX Solutions is Australia’s largest employment agency, focusing on finding employment for long-term and disabled unemployed. MAX Solutions is a subsidiary of MAXIMUS, the largest employment and health care provider in the United States of America. To achieve success, I created a layered approach including a 5-year vision, an IT Strategy, and a 12-month operational plan. This package was endorsed by the Executive Management Team. I also presented to the CIO of MAX Solution’s parent company, based in the United State of America, and received commendation. The first priority of this package was focused on maturity uplift to the team by introducing process and governance to ensure smooth transition, consistent approach and increased productivity. Within MAX Solutions, the Project Management Office (PMO) has central control of all current and coming projects. Given the high project nature of the current workload, I forged relationships with the PMO to ensure delivery was achievable within the current project plans. The PMO used me as a mentor for other project managers, as I lead by example. By working closely with the PMO, I was able to grow the ability of others.
Queensland Treasury and TradeCorporate Applications Manager
Oct. 2012 - Aug. 2015Brisbane Area, AustraliaAs manager of the Corporate Applications unit I am responsible for directly managing a team of 15 staff who are responsible for information management, internet and intranet, and applications development. Achievements while in this role include:
• full recreation of the corporate intranet from a legacy web content management system into Microsoft SharePoint
• retraining an existing group of developers with the skills required to migrate from a legacy Lotus Notes environment to Microsoft SharePoint
• publishing the Queensland State Budget websites
• business analysis and project management for rollout of Voice over IP (VoIP) telephony
• implementation of a disposal schedule throughout the corporate electronic document and records management system (eDRMS) While in larger organisations this role would likely be three separate roles, this position incorporates considerable responsibility and breadth due to Treasury’s condensed size.
Queensland Treasury and TradeClient Relationship Manager
Jun. 2009 - Oct. 2012Brisbane, AustraliaDuring a restructure of Treasury’s Corporate Services division a decision was made to place increased emphasis on internal client service. Two major elements formed that service change: a new business model and the introduction of the Client Relationship Management function. I was central in creating both and was selected due to my success with client management in my previous project work. Achievements while in this role include:
• creating and maintaining functional relationships between business units and service providers
• leading cultural change to improve client service and service delivery • working across all service delivery providers to identify and drive improvement, and create feedback and monitoring cycles
• leading corporate iPad/iPhone rollout to executives
• VIP account management – on-boarding and off-boarding of VIPs, direct concierge service To monitor improvement, I took the following steps:
• initial benchmark of service levels via in-person survey
• regular meeting with clients to monitor performance and drive cultural change
• annual Client Satisfaction Survey to track improvement in areas of interest. Over 3 years there was significant and continual improvement in the annual survey results. Having achieved the intended purpose of cultural change towards service delivery, the CRM function was deemed no longer necessary as a dedicated function.
Queensland TreasuryClient Relationship Manager
Jun. 2009 - Oct. 2012Brisbane, AustraliaDuring a restructure of Treasury’s Corporate Services division a decision was made to place increased emphasis on internal client service. Two major elements formed that service change: a new business model and the introduction of the Client Relationship Management function. I was central in creating both and was selected due to my success with client management in my previous project work. Achievements while in this role include: • creating and maintaining functional relationships between business units and service providers • leading cultural change to improve client service and service delivery • working across all service delivery providers to identify and drive improvement, and create feedback and monitoring cycles • leading corporate iPad/iPhone rollout to executives • VIP account management – on-boarding and off-boarding of VIPs, direct concierge service To monitor improvement, I took the following steps: • initial benchmark of service levels via in-person survey • regular meeting with clients to monitor performance and drive cultural change • annual Client Satisfaction Survey to track improvement in areas of interest. Over 3 years there was significant and continual improvement in the annual survey results. Having achieved the intended purpose of cultural change towards service delivery, the CRM function was deemed no longer necessary as a dedicated function.
Queensland Treasury and TradeProject Manager
Feb. 2007 - Jun. 2009Brisbane, AustraliaThis was a program of work to introduce an electronic document and records management system (eDRMS) into Queensland Treasury. The program was split into 6 separate projects, with 3 project managers taking 2 projects each. With previous project managers having left prior to completing successful planning phases, I was specifically recruited into the position due to my record of successful implementation. The program cost in excess of $7.5M. This was Queensland Treasury’s first major move towards information management, and was coordinated at a whole-of-government level with Treasury as the lead agency. This role required many skills to successfully implement. I drew on:
• PRINCE2 project management for rigour to ensure products, schedule and budget were delivered in the quality expected
• information management skills to align business needs with technological options
• stakeholder management to keep a large and disparate group of interested parties informed and engaged
• change management to ease the transition of a change resistant, non-technical organisation into a new way of behaving Achievements while in this role include:
• project rescue of 3 separate projects from previous project managers
• significant stakeholder and relationship management to bring the 3 groups of disgruntled clients on board, refocused and able to deliver
• revision of the budget and timelines of the three projects, which were subsequently delivered on time and budget and within expected quality I was the senior project manager of this program for its final 2 years, and was one the key driving forces to get this program completed, delivered and into operational mode.
Queensland TreasuryProject Manager
Feb. 2007 - Jun. 2009Brisbane, AustraliaThis was a program of work to introduce an electronic document and records management system (eDRMS) into Queensland Treasury. The program was split into 6 separate projects, with 3 project managers taking 2 projects each. With previous project managers having left prior to completing successful planning phases, I was specifically recruited into the position due to my record of successful implementation. The program cost in excess of $7.5M. This was Queensland Treasury’s first major move towards information management, and was coordinated at a whole-of-government level with Treasury as the lead agency. This role required many skills to successfully implement. I drew on: • PRINCE2 project management for rigour to ensure products, schedule and budget were delivered in the quality expected • information management skills to align business needs with technological options • stakeholder management to keep a large and disparate group of interested parties informed and engaged • change management to ease the transition of a change resistant, non-technical organisation into a new way of behaving Achievements while in this role include: • project rescue of 3 separate projects from previous project managers • significant stakeholder and relationship management to bring the 3 groups of disgruntled clients on board, refocused and able to deliver • revision of the budget and timelines of the three projects, which were subsequently delivered on time and budget and within expected quality I was the senior project manager of this program for its final 2 years, and was one the key driving forces to get this program completed, delivered and into operational mode.
Logan City CouncilBusiness Analyst
Jul. 2005 - Feb. 2007This role was the primary conduit between the business and central IT. A large component of this position was client and stakeholder management, and formulation of the ICT Strategic Plan. As my previous roles had been technical, I was handpicked for this role and closely mentored by the Chief Information Officer as a career development activity. Achievements while in this role include:
• maintaining functional relationships between business units and service providers
• creation of the corporate ICT Strategic Plan
• preparation of the ICT budget for the annual software replacement cycle
• working closely with the business to start new projects and initiatives
• investigation and implementation of new technologies
Logan City CouncilProject Manager
Jul. 2005 - Feb. 2007I was one of two permanent ICT project managers within the organisation, responsible for rollout and delivery of a wide range of ICT-based initiatives. I acted autonomously in this role, and was responsible for vendor, client and stakeholder management. A large element was change management, helping to modernise the organisation. Achievements while in this role include:
• business analysis and project management for the rollout of Voice over IP (VoIP) telephony
• project management for the rollout of an electronic document and records management system (eDRMS)
• business analysis and project management for the rollout of incoming mail scanning and electronic facsimile reception automation
• project management for the rollout of corporate IT network and desktops into a new building
• project management for the rollout of IT into a new library
Logan City CouncilSystem Administrator
Jul. 2002 - Jul. 2005As a technical support staff member I was a systems administrator for several of the organisation’s key corporate systems. These systems were based on the following technologies:
• Microsoft Windows Server 200
• Microsoft SQL Server 2000
• Citrix Presentation Server
• Cisco IP Telephony
• Hummingbird DM/RM
• Kofax Ascent
Bond UniversityTechnical Support Manager (acting)
Jan. 2001 - Jul. 2002During my tenure at Bond University I was acting as the Technical Support Manager for the School of Information Technology. Being a private university Bond had a different support model to traditional universities, with dispersed support throughout its faculties. I was responsible for staff and student ICT support for the School of Information Technology, including: • support to 45 staff • support to 6 computing laboratories Some significant achievements while in this role include: • introducing Norton Ghost to create images of laboratory PCs for easy rebuild • regular re-imaging of laboratory PCs to reduce risk of corruption and virus • standardisation of hardware platform and service level agreement across laboratory machines to reduce downtime and cost • working closely with academic staff to ensure proactive purchase, test and deployment of relevant software for both staff and laboratory PCs • working closely with the centralised ICT purchasing and planning area to ensure plans were in concert with Bond’s business plans
The University of QueenslandTechnical Support Officer
Mar. 1999 - Dec. 2000Brisbane, AustraliaMy role as a Technical Support Officer was to provide in person support to network, server and desktop computing environments for the multimedia developers within the University of Queensland. Primarily an Apple Macintosh desktop environment with a Windows NT server environment, this was about providing specialist support to keep a unique workforce functioning. I was also responsible for Year 2000 compatibility for this department.
Intch is a Professional Networking App for the Future of WorkSee more people like Ryan on Intch
300k+ people
130+ countries
AI matching
Get Intch if you'd like to
1026939 people
17
HR Manager/HRBP
28
Project Coordinator
19
Senior outage scheduling specialist @ Emirates Nuclear Energy Corporation
273551 people
28
Project Coordinator
19
Senior outage scheduling specialist @ Emirates Nuclear Energy Corporation
24
Customer Servise Senior Project Manager