Sydney, New South Wales, Australia
Organisations running large-scale transformation programs face a consistent challenge: delivery teams focus on outputs while the business loses sight of outcomes. I build and lead the PMO capability that bridges that gap — establishing the governance, controls, and reporting that keep Boards, Executives, and delivery teams aligned from business case through to benefit realisation. With 25+ years operating at the intersection of Portfolio, Programme, and PMO leadership — across SAP S4/HANA, ERP, CRM, and HRIS transformations in utilities, financial services, energy, education, and government — I bring the experience to stand up a PMO from greenfield, right-size governance to the complexity of the program, and manage budgets up to $220 million with the rigour that Executive Sponsors and assurance providers expect. Most recently, I returned $2 million to the business from a $49 million programme budget while achieving all transformation objectives — recognised as a Finalist in the SAP HRIS Best Tech Awards 2025. Whether embedded in a client environment or engaged as a consulting principal, I provide the PMO leadership that transforms programme complexity into controlled, transparent, and benefit-driven delivery. Certifications: PMI PMP | PRINCE2 Practitioner | MSP Foundation | Certified SCRUM Master | Prosci® ADKAR®
Provide project-centric consulting and advisory services to help clients harness value from project, program, and portfolio investments. Services include P3O and Project/Program/Portfolio assessments, optimisation or full re-set and rebuild. Optime PMOs to leverage AI tools.
Build a greenfield PMO with a new team of 5 FTE and frameworks to aid the delivery of a 2-year SAP SuccessFactors transformation program for 7,000 staff, utilising the McKinsey Five Frames to guide the change. Managed program schedule, scope and budget within business case boundaries and returned $2m from $49m budget to the business alongside transformation benefits. PMO team supported 7 streams of work and 50 Project staff covering multiple major releases (payroll, employee/manager self-service, learning, recruitment and onboarding) over a 24-month period. Managed the transition of documentation, IP and process to BAU utilising the ITIL framework.
Develop FY24 IT project portfolio and close down FY23 portfolio. Contribute to the IT strategy and implement a project portfolio of strategic building blocks balanced with compliance and operational initiatives worth $50m pa. Achievements: Achieved 95+% portfolio fund allocation accuracy, delivered PMO capability assessment, PMO 3-year horizon strategy, developed new Portfolio prioritisation mechanism, agreed annual project portfolio, managed quarterly re-evaluation sessions, supported investment reviews and Power BI portfolio reporting to CIO, Head of Finance and Head of strategy and development in terms of RAID, health and financial progress. Mentor and support PMO and Projects managers in project management best practice, effective reporting, and how to apply the right level of governance and oversight.
Integral Program PMO role to support FMCG client Transformation from bespoke national processes, sites and systems to SAP S4 utilising core SAP Modules from Manufacturing, Warehousing and Finance through to Hire to Retire. Responsibility was to build a green field PMO supporting 100+FTE for a program with Accenture as the System Integrator, Blueseed as the OCM partner and PWC as third-level assurance. Work with the Program Director and CFO to manage a successful tendering and evaluation process, support the SAP/Accenture fit to standard workshops and implement eleven streams of work with governance and controls feeding up to the client full ELT.
Lead a PMO team to assist in the Go-Live preparation for a $100m ERP-based program moving several Legacy systems to SAP (S4 Hana). The PMO supported the program from inception through to post-go-live support. The PMO supported 200FTE, twelve streams of work and managed typical PMO controls as well as Vendor KPIs. The PMO prepared for BAU transition, program close-down and vendor exit.