Melbourne, Victoria, Australia
I walk into organisations where delivery is absent, fragmented or not producing outcomes — and I change that condition. Across 20+ years in financial services, critical infrastructure, higher education and professional services, my consistent contribution has been the same: diagnose what's actually broken, design the response the specific organisation needs, and build the people and structures to make execution work for strategy. My method starts with listening. No single stakeholder sees the full picture. I talk broadly — across functions, levels and perspectives — and synthesise what I'm hearing into a clear view of root causes, interdependencies and the right sequence to address them. In my experience, the underlying problems are usually the same: organisations don't have a clear picture of what they're delivering or why; there's no credible roadmap ahead of them; and the delivery team isn't structured or supported to succeed. I build the response to those specific conditions, not a generic framework. I've done this at auDA, where I founded a Project Services division from nothing — recruiting and building a team of five, designing the enterprise operating model, and establishing performance reporting that now gives the ELT and Board the delivery visibility they need to make better decisions. I did it at the University of Melbourne, where I built a delivery organisation of 100+ project professionals and established the first portfolio management capability across major university divisions — holding full accountability for a $40M+ capital investment portfolio. And I've done it at Australian Red Cross, AusNet Services and through consulting work at PwC — each time entering an environment without functioning delivery capability and leaving one that works. I lead delivery teams directly. I stay close to the work that matters most — either personally or through members of my team embedded on the initiatives that are highest value or most at risk. Governance and reporting exist to serve delivery outcomes, not the other way around. I'm a PfMP candidate (examination expected Q3 2026) and hold a Bachelor of Engineering Science from the University of Western Ontario. If you're building or rebuilding delivery capability at an organisational level and want to talk about what that takes — I'm always interested in that conversation.
auDA administers Australia's .au country-code top-level domain — critical infrastructure supporting 4M+ domain names. When I joined there was no delivery function. I diagnosed the landscape, established the right sequence of priorities, and built the response the organisation needed. Today auDA has a Project Services division of five delivery professionals I recruited and built, an enterprise operating model I designed, and end-to-end performance reporting I own — giving the ELT and Board delivery visibility for the first time. What I built: • A delivery team recruited for experience and adaptability, structured with succession pathways — designed to build trust in an organisation that had never had a delivery function • The organisation's performance reporting architecture: both the frameworks and the metrics themselves What we delivered: • Website redevelopment (~$800K): full E2E programme across RFP, design, implementation, content migration and go-live. Delivered on time under tight budget through complex cross-divisional collaboration • Member growth and transition: Board-level risk agenda item requiring rapid membership growth alongside a politically sensitive legacy-to-new member model transition. All outcomes achieved on time, within risk appetite
NAB is one of Australia's four major banks — ~30,000 employees, ~9M customers. Two progressive roles within the Chief Transformation Office and Strategy & Innovation division, providing portfolio governance, investment oversight and executive decision support across NAB's enterprise transformation portfolio — ranging from $700M to $900M in active investment. My contribution was not delivery ownership — it was ensuring the portfolio was honestly represented, properly governed, and that the right messages reached executive leadership with the clarity needed to make better investment decisions. In an environment where portfolios of this scale can easily become politically managed rather than accurately reported, that distinction mattered. What I focused on: • Governance and performance oversight across strategic initiatives representing up to 20% of the enterprise investment portfolio • Led design and facilitation of the annual enterprise investment funding process, coordinating prioritisation across multiple business domains • Delivered portfolio performance insights and scenario modelling to Executive Investment & Execution leadership forums • Drove outcome-focused transparency and benefits realisation discipline across transformation programmes, in partnership with delivery capability leaders
The University of Melbourne is Australia's leading research-intensive university, globally ranked top 35. I was appointed as the first Portfolio Delivery Manager to lead delivery across four major university divisions — Research, Business Intelligence & Reporting, Legal & Risk and External Relations. My peers each held a single domain. I held four, the largest and most complex portfolio in the function. The starting position: fewer than five projects underway, three project managers, and no guarantee of a future. The university divisions I served were not mandated to use us — they could go to market for the same services if they chose. Everything had to be earned. Over three years, through consistent delivery and a service partnership approach that treated academic and operational leaders as genuine clients rather than internal stakeholders, the portfolio grew significantly — expanding to over a dozen project managers across multiple seniority levels and a capital investment portfolio exceeding $40M. What made it work: •Built trust with Deans, Pro-Vice-Chancellors and Executive Directors who had no obligation to give us the work — and kept it by delivering •Grew and led a delivery organisation of 100+ project professionals, with full recruitment accountability through panel agency partnerships •Established the first portfolio management capability across all four divisions — strategic pipelines, long-term roadmaps and structured prioritisation where none previously existed •Maintained full P&L accountability for capital investments exceeding $40M across concurrent initiatives
AusNet Services is Victoria's largest energy transmission and distribution network operator. Brought in to lift portfolio and delivery capability across the ICT division — improving governance, financial oversight and delivery visibility for technology and infrastructure investments between $30M and $100M. The most tangible outcome was a custom-designed project reporting system and workflow built on SharePoint, paired with a monthly governance cadence aligned to financial month-end requirements. This gave ICT and business leadership consistent, structured visibility of project health and investment performance that hadn't previously existed in that form. Beyond the system, I established portfolio practices that aligned cross-functional teams, introduced risk-proportionate delivery approaches, and provided training and development across all delivery resources on the processes, systems and tools we put in place.
What began as a finite transformation programme became a permanent organisational capability — and I was one of its architects. Working alongside the Strategy Director, I co-designed the evolution from a programme management function into an enterprise PMO that could outlast the transformation that created it. When I left, Red Cross had a central intake point for all projects, an annual CAPEX budget dispersed through structured prioritisation, and a governance framework overseeing delivery organisation-wide — built primarily around IT projects in close partnership with the CIO. Beyond the formal mandate, I identified and advocated for an opportunity that wasn't asked of me: building a whole-of-business intranet on Confluence — spanning HR to client services — to improve visibility, business process consistency and document management across the national organisation. I sold it upward, built it, and it stood as a practical demonstration of what a delivery function could contribute beyond its formal scope. What I established: • The first enterprise PMO for Australian Red Cross, reporting through to the CEO • Central governance over capital investment projects, with portfolio prioritisation and financial control • Accountability for an annual $1M+ CAPEX budget and oversight of a $35M+ transformation programme
Served as 2IC to the Program Director on the largest transformation programme in Australian Red Cross history — the nationalisation of a previously state and territory-based organisation. Established and embedded the PMO structure, processes and reporting tools governing all programme workstreams. Reported directly to the executive leadership team and a specialist sub-committee of the National Board on programme planning and implementation progress.
Delivered business process improvement initiatives as part of the nationalisation programme — translating "one way of doing business" from design into operational reality across a complex, geographically distributed organisation.