Melbourne, Victoria, Australia
I’m an accomplished IT and delivery executive with 15+ years of leadership across multiple sectors including government, automotive, telco, financial services, and FMCG. With a track record of delivering complex digital transformations and managing enterprise portfolios exceeding $100M, I bring a strategic yet hands-on approach to portfolio governance, technology delivery, and organisational change. Currently serving as Chief Portfolio Officer, I built and scaled a high-performing Enterprise Project Management Office (ePMO) from the ground up. Introducing a three-tiered governance model, driving whole-of-enterprise investment planning, and overseeing digital transformation programs, including cloud, ERP, CRM, and AI implementations. Previously, I held senior leadership roles at Toyota, NBN Co, Capgemini, Unilever, and Mars, where I embedded Lean-Agile practices, elevated enterprise delivery maturity, and led PMOs and cross-functional teams to deliver sustainable value at scale. A unique blend of technical depth, commercial acumen, and board-level governance underpins my leadership. I’m a GAICD, PMP, ITIL, and SAFe certified professional who thrives in high-change, high-impact environments where outcomes matter. Areas of Expertise include: ✅ Strategic Portfolio & Program Leadership ✅ Digital Execution & Transformation ✅ Enterprise PMO Establishment & Maturity Uplift ✅ Agile, SAFe, and Lean Delivery at Scale ✅ IT & Business Alignment through Roadmaps & Architecture ✅ Executive Stakeholder & Board Engagement ✅ End-to-End Governance, Risk, and Financial Management ✅ Team Uplift, Culture Change & Talent Development
Reporting directly to the Executive Director, of Building Systems Technology, the primary function of the Chief Portfolio Officer is to lead the definition of the Portfolio of Works, the approval of work through governance gates and the delivery of all initiatives across the VBA. The Chief Portfolio Officer is accountable for delivering multiple portfolios of work across the VBA, leading the delivery teams utilising product managers and subject matter experts within the business to ensure initiatives are delivered on time, to scope, within budget and to the satisfaction of the customer and business. This role will deliver strategic outcomes across the organisation that will have a real and lasting impact on the long-term success of the VBA. The role will work closely with the peer roles of the Chief Information Officer and the Chief Data Officer in the delivery of programs and projects KEY ACCOMPLISHMENTS: • Acting Executive Director - Digital and Data during executive leave, ensuring seamless leadership continuity and operational stability. • Oversaw budgeting, tracking, and monitoring of programs and projects, achieving a 10% reduction in overall costs while enhancing financial transparency and accountability across the portfolio. • Established and implemented a 3-tiered governance framework (Project, Portfolio, and Board Steering Committees), improving decision-making and streamlining project approval processes. • Spearheaded the adoption of best practices, project management standards, and a best-of-breed SaaS Strategic Portfolio Management solution, leading to a 20% reduction in project delivery time, a 20% increase in resource capacity, and a 15% improvement in project quality. • Partnered with the ELT to establish and implement the Enterprise Portfolio Management Office, creating a structured framework for managing strategic programs and projects, leading to improved outcomes, prioritisation, and alignment with organisational and government objectives.
Engaged initially to uplift the Portfolio Management Team's capability, I was then asked to head up the Portfolio Management Office. The Portfolio Management Office manages 30+ Program Managers/Project Managers/Portfolio Coordinators, including Strategy, Resource/Capacity Planning (Supply and Demand), Governance, Assurance, Financial Management and Analysis, Portfolio reporting and Insights, Change Management, Delivery Frameworks and Methodologies, Coaching and Mentoring. KEY ACCOMPLISHMENTS: • Reviewed and uplifted the Governance Model and Stage Gate process, ensuring we had detailed and tighter controls during steering committee and stage reviews and that the correct and completed documentation was available for review and approval. • Reviewed and Uplifted the Delivery Methodologies for all Waterfall (PMBoK) and Agile (Project and Continuous Delivery via Scrum for our Digital Delivery Teams) Programs/Projects, including the framework for scope/epic and backlog management, sprint and retrospective reviews, risk/issue/change request management, financial management, schedule management, resource management and reporting.
Reporting to the General Manager, the Head of Portfolio Management and Program Assurance is a senior management role leading a team of delivery experts, accountable for the delivery of the business-requested initiatives within the Engineering Portfolio, through the provision of a Delivery and Governance Framework providing portfolio management and program governance and assurance.
Reporting to the Managing Partner, the Executive Consultant managed client CxO relationships, stakeholders, and delivery engagements by providing Senior IT Management support and direction on client portfolios and programs. Played a leadership role in the organisation and mentored senior and junior program/project managers.
Reported to the Vice President of Enterprise Applications and as a part of the Delivery, Risk and Quality Leadership Team the role consisted of the following key accountabilities: 1. Leadership and guidance of the pre-sale delivery activities (solutions and estimation) and business risk management activities that help to build and sell an engagement. 2. Provided leadership and delivery management of the entire portfolio via the agreed contractual deliverables or service levels and ensured the success of customers. 3. Managed the portfolio with (supply and demand) resource, change, financial, risk and issue management achieving a high (40%) contribution margin and meeting the portfolio P&L and services targets.