Greater Sydney Area
As Director of Technical Support in APJC, I led teams of Senior Managers, Managers and Technical Support Engineers. The teams that I have led have spanned across APJC. I have directed organizations of 100+ support professionals across storage, STaaS, SaaS, backup software, and networking, running the business with clear KPIs, weekly governance, and continuous improvement. Results include CSAT up 5.9% year over year, faster Severity 1 time to engagement by 3.5%, reduced aged backlog by 3.2%, and shorter time to relief by 1.2%. I also drove AI knowledge adoption from 11.1% to 84.2% in five weeks by aligning goals, coaching leaders, and recognizing wins. I have built and scaled two separate business units from 4 people to 22 people across APJC and successfully set up the processes and functions for those business units. I have led Global backlog initiatives and created processes such as an early SLO warning system, turnover improvements and weekly engineering dashboard to increase customer experience. I have hired many staff members, provided mentoring, developed leaders and have been part of workforce planning and headcount modeling. I have also been involved in two graduate hiring programs where I was involved in doing multiple phone screenings and interviews. I met biweekly with my managers and held regular skip levels with support engineers to identify any issues and get their feedback. I ran structured team meetings to share customer insights, celebrate wins, and align weekly priorities across sites, while leaving open time for team‑raised topics and Q&A so voices are heard and ideas surface. I facilitated quarterly performance reviews tied to company and individual goals with clear KPIs (CSAT, Sev‑1, TTR, backlog health) so feedback and actions were specific. I built development plans with managers and senior TSEs (role scope, skills, next steps) and checked progress in 1:1s. I coached managers on hiring, feedback, and escalation handling, and I mentored support engineers to help with day‑to‑day effectiveness and longer‑term career progression. Last November, my company flattened management layers and moved several leaders into “work lead” roles. I shifted from direct people management to leading programs and standards, while continuing to guide incidents and influence roadmaps. I am now focused on returning to a people‑manager role, ideally Director or Senior Director of Technical Support or Customer Experience across APAC and ANZ, where I can grow managers, scale healthy teams, and deliver measurable customer outcomes.
𝗦𝗰𝗼𝗽𝗲 Lead workstreams and standards for ANZ Storage support with influence across APJC. Own delivery quality, incident communications, KPI governance, and alignment with Product and Engineering. Continue the KPI review rhythm established as Director to keep customer experience, escalations, and backlog health on track. 𝗦𝗲𝗹𝗲𝗰𝘁𝗲𝗱 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 𝗮𝗻𝗱 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 • Drive ANZ storage execution to lift CSAT, improve Sev‑1 response, reduce Time to Relief (TTR), and improve backlog health. • Act as an escalation point for complex incidents. Coordinate outage communications and post‑incident reviews across ANZ, partnering with APJC when issues span regions. • Raise process and knowledge quality. Improve knowledge findability and usage to support faster resolution and case deflection. • Translate Voice of the Customer into actions with Product, Engineering, Customer Success, Sales, and Professional Services. • Coach and mentor managers informally to raise execution quality without direct line responsibility.
𝗦𝗰𝗼𝗽𝗲 Led an ANZ support organisation of 127 through 7 Senior Managers and 9 Senior Technical Support Engineers across storage, STaaS, backup software, and networking. Owned customer experience, executive escalations, KPI governance, and weekly leadership reviews, aligning ANZ delivery with APJC and global priorities. 𝗦𝗲𝗹𝗲𝗰𝘁𝗲𝗱 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 • Operational excellence: Set clear success criteria, built dashboards, and ran weekly leadership reviews with documented actions to improve predictability for customers and stakeholders while reducing backlog risk. • AI knowledge at scale: Drove Next Best Action adoption for PowerStore across APJC and ANZ, lifting usage from 58.7% to 91.5% in APJ and from 16.7% to 91.7% in ANZ in 3 weeks by aligning goals, coaching leaders, and recognising wins. • Voice of the customer: Led an ANZ customer insights briefing for the VP of Customer Support and set a recurring feedback loop with Support, Customer Success Executives, and Field that influenced regional priorities. • Cross‑functional impact: Held regular sessions with Product and Engineering on release readiness and backlog reduction. Partnered with Sales and Professional Services on strategic accounts to reduce risk and strengthen outcomes. • People and planning: Coached managers, opened cross‑skilling paths, and tied capacity and headcount planning to the annual operating plan to protect service levels during demand spikes.
𝗦𝗰𝗼𝗽𝗲 Led APJC front‑line technical support for the ISG portfolio across SaaS, software, and hardware. Led an organisation of 78 engineers and 4 Senior Managers. Owned customer experience, executive escalations, KPI governance, and multi‑site operations across APJC. 𝗦𝗲𝗹𝗲𝗰𝘁𝗲𝗱 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 • Accountable for CSAT, Sev‑1 performance, backlog health, and on‑time communications across multiple sites. • Directed four functional Senior Managers with clear goals and accountability. • CSAT +5.9% YoY, Sev‑1 TER (Timely Engagement Rate) +3.5%, aged backlog −3.2%, Time to Relief −1.2%. • Reduced TTR from 6.9 to 6.0 within one fiscal year using KPI governance, executive dashboards, and weekly leadership reviews. • Managed executive escalations, joined customer bridge calls with senior leadership, and drove rapid stabilisation. • Partnered with a Customer Success Executive on complex ANZ accounts to reduce risk and improve health. • Collaborated with Product and Engineering SMEs and introduced the Thunder console to give customers clearer visibility and engagement. • Worked closely with Sales and Professional Services to align support actions with account strategy. • Coached managers, enabled cross‑skilling, and kept pay planning tied to contribution. • Contributed to headcount and org planning aligned to the annual operating plan so capacity matched demand.
• Repaired and upgraded Dell laptops and desktops, progressed to Dell servers and EMC storage, improving first‑time fix rates and customer uptime. • Led multi‑site hardware rollouts at enterprise customers with clear pre‑checks, install guides, and acceptance criteria. • Served as on‑site IT resident for 6 months at a major construction company, resolving priority incidents and coordinating vendor support. • Took one‑week on‑call rotations every six weeks, handling critical troubleshooting and customer communications.
Generated leads in assigned territories, qualified opportunities, and presented sales proposals to vendors and homeowners. Managed inbound walk‑ins, phone and appointment‑based queries; tracked listing performance against budgets and goals. Built pipeline discipline and follow‑up practices that improved conversion and referral rates.
𝗦𝗰𝗼𝗽𝗲 Owner‑operator responsible for the full profit and loss (P&L), budgeting and forecasting, workforce planning, supplier management, and day‑to‑day operations for a community fitness centre focused on memberships, classes and retail sales. 𝗦𝗲𝗹𝗲𝗰𝘁𝗲𝗱 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 • Financial stewardship: Built the annual budget and rolling monthly forecasts. Tracked revenue streams and controlled cost of goods sold and operating expenses with simple variance reports and a weekly cash‑flow tracker. • Demand forecasting and capacity planning: Matched class timetables, trainer rosters and equipment availability to seasonal demand patterns, improving utilisation and reducing waitlists. • Workforce management: Recruited, coached and performance‑managed a multi‑disciplinary team. Set rosters, managed leave and ensured coverage without overtime blowouts. • Customer growth and retention: Designed local offers and referral programs. Standardised the new‑member onboarding and service recovery steps to lift satisfaction and renewals. • Vendor and asset management: Negotiated supplier terms for equipment, maintenance and consumables. Introduced a preventive maintenance schedule that reduced downtime. • Operations and compliance: Implemented simple point of sale (POS) and membership tracking for daily reporting on attendance, sales and cancellations. Maintained workplace health and safety compliance, insurance and incident logs. • Reporting cadence: Created a daily dashboard and a month‑end pack covering revenue, member churn, staffing hours, roster adherence and margin so decisions were data‑led.