Melbourne, Victoria, Australia
An accomplished technology delivery leader with 9 years’ experience leading high performing Agile teams and delivering enterprise critical programs. Adept at senior stakeholder engagement, large-scale Agile transformations and outcomes focused management of delivery pipelines.
I am currently Delivery Manager for Officeworks' B2B platforms and applications. My teams manage the enterprise Salesforce CRM (Sales, Service and Marketing Clouds) and numerous other solutions that enable transactions and engagement with over 1 million business customers. Achievements: - Introduced consistent and coherent Agile delivery structures across multiple teams, including quarterly planning and delivery governance, Agile ceremonies and backlog management practices. - Oversaw successful delivery of initial implementation of Salesforce Marketing Cloud. - Created and socialised delivery roadmap for IT B2B teams.
I acted as Delivery Lead for 8 platform / infrastructure Scrum teams. The teams operated in a Scaled Agile Framework environment (SAFe) and I was responsible for preparing for and facilitating quarterly Program Increment (PI) planning. The outcome of these 2-day events was a consolidated and cohesive plan that provided all teams clarity on their short-medium term priorities, dependencies and risks- and confidence that they could collectively deliver on the plan. I was also Scrum Master for 3 of the teams: AWS Cloud, Salesforce and DevOps. This aspect of my role required me to be much more involved in each teams’ sprint-by-sprint cadences, hosting all Agile ceremonies and facilitating intra-team problem solving and decision making. I often wore multiple hats when required and used my strong communication and stakeholder management skills to mitigate blockers and issues. My approach was very pragmatic and outcome focused. Given my teams operated in an imperfect environment, my goal was not to implement textbook Agile, but to use Agile frameworks and principles- when it makes sense to do so- to maximise work that was done to tangible outputs that benefited the department and wider community. Achievements: - Established a repeatable process for preparing for and facilitating quarterly Program Increment (PI) planning across all Platform and DevOps teams. - Led successful delivery of ~80% of PI Planned work (plus additional unplanned work) for three consecutive quarters. - Led considerable uplift in AWS Cloud team performance by improving capacity planning, requirements definition, backlog management and use of Jira and Confluence. - Significantly improved inter-team planning, expectation setting and collaboration across BAU platform and project teams. - Instilled a positive team culture that practices excellent communication, collaboration and transparency.
I managed 4 direct report Scrum Masters responsible for the Australian Open App and website and Tennis Australia’s broad ecosystem of event operations and tennis participation systems. My primary focus was supporting and developing my team. We built a culture of respect and trust, which allowed us to frequently share honest two-way feedback. We also worked together to regularly set goals and performance expectations and discussed professional development plans. I personally led 2 enterprise critical technology programs. The first was an upgrade of 4 legacy databases and suite of ~50 applications that had not been updated in 15 years. I also acted as Agile Program Delivery lead for a company-first implementation of Dynamics 365. This involved partnering with several vendors and regular communication with C-suite Executives. I was also a leader in advocating and driving the adoption of Agile ways of working across the Technology team and wider organisation. Achievements: - Coached all my team members to higher levels of performance. - AO 2022 App received a 4.8 rating in the App store and 4.7 rating in the Play store. - Led successful delivery of company-first CRM platform in time for Australian Open ticket sales. - Led successful upgrade of enterprise-critical databases that had not been updated in 15 years.
I led a large, in-house Scrum team of developers, BAs and QAs responsible for over 50 applications that enable the core operations of 7 world class tennis events, including the Australian Open. My first focus was working with BAs to build out a comprehensive backlog of user stories for all systems my team was responsible for. I then engaged with over 20 business stakeholders to prioritise new technology requests and set release expectations. While leading the day-to-day and sprint-by-sprint delivery of the program, I facilitated all Agile ceremonies, embedded the use of Jira and Confluence, and coached team members to higher levels of collaboration and communication. I also steered my team through the most challenging months of the pandemic, including a seamless transition to full-time remote work. The culmination of my work was delivering all event applications on time for all “Australian Summer of Tennis” events. I also oversaw 2 extremely successful, month long event support periods, when I acted as the key conduit to business stakeholders and ensured rapid triage and resolution of reported issues. But what I’m most proud of was the healthy culture I instilled in my team and the way everyone embraced Agile ways of working. Achievements: - Oversaw 2 extremely successful Australian Opens from a technology perspective, with only minimal, low-impact issues reported. - Drove significant improvement in the team’s communication and collaboration, instilling a positive, productive and constructive culture. - Seamlessly transitioned my team to full-time remote work (due to covid restrictions) without slowing improvements to Agile maturity. - All applications delivered on time for all events (first time this was achieved at Tennis Australia).
I was Scrum Master of an Agile team of 5 multi-disciplinary resources that transformed digital service and activation experiences for millions of customers. I acted as a true servant leader to ensure my team was working together as well as possible to achieve our (adaptable) objectives. My primary focus was facilitating Agile ceremonies and day-to-day cross-functional collaboration, identifying and mitigating risks and blockers, while coaching the team to higher levels of Scrum maturity. I was also heavily involved in the delivery of my team’s work. I used my advanced business analyst and stakeholder management skills to drive the rapid and iterative deployment of customer-centric outputs. Achievements: - 20 separate initiatives (and subsequent iterations) deployed into production - Eliminated over 100K inbound calls by transforming and optimising digital self-service experiences - My team rapidly grasped concepts of the Agile Scrum methodology and matured through the “Forming” and “Storming” phases. - All team members became advocates of the Agile philosophy
I was charged with leading an end-to-end customer experience transformation of Telstra’s Digital NBN episode. There was no digital ordering capability and the cohort of orders were receiving unsatisfactory customer Net Promoter Score results due to broken processes and poor customer communication. In this high intensity role I single-handedly and simultaneously led 3 Agile teams that transformed distinct phases of the sales and activation experience: - My team of digital (creative and technical) resources designed, tested and deployed several iterations of new online ordering capability on Telstra’s website. - I partnered with an offshore Business Process Outsourcing partner to establish an semi-automated order processing operation in Chennai, India - I also completely overhauled the customer connection processes and travelled to Pune, India to set-up and launch a new ring-fenced team. Achievements: - 47 point increase in Net Promoter Score (from -17 to +30) - 85% reduction in customer inbound calls per order - 0% to 30% uplift in digital NBN sales channel share - 20% increase in operational productivity
Telstra’s “Moving Home” customer episode had been performing poorly for many years in terms of customer experience outcomes and high operating costs. I project managed an Agile team of 5 cross-functional resources that applied Lean and Human Centred Design principals to transform the end-to-end customer journey. During the transformation, I led the comprehensive re-engineering of customer connection processes from ideation to full scale launch (with an offshore partner in Pune, India). This required me to facilitate cohesion and transparency between onshore and offshore teams in regards to user story priorities and day-to-day operational tasks. I also collaborated with creative and technical digital teams to deliver significant enhancements to the online ordering flow. Achievements: - CEO award - $8M productivity and labour arbitrage costs savings - 150% increase in operational efficiency - 27 point uplift in customer Net Promoter Scores (from -5 to +22) - 10ppt increase in digital sales channel share