Organisation: Department of Human Services
Job Title: Project Officer Business Performance
Word Limit: One page
Location: Various
Shape Strategic Thinking
Throughout my career I have managed complex projects and programs that have had an integral
role in shaping the future strategic direction of an organisation. Within the Department of Defence
my focus has been to establish integrated information environment (across geographically
dispersed, deployable and mobile networks) that acts as a robust foundation to corporate and
military operations. I am currently appointed as the Director Enterprise Solutions, a role that is
crucial in supporting the business processes, information flows, reporting, and data analytics
within the department. My mandate is to drive a way forward for Defence enterprise systems that
supports standardisation, integration and the use of common services (not only across the
department, but with a focus on alignment with wholeofgovernment directions). I have been
examining one-point-of-entry authentication and access for staff across a range of platforms built
on a token system. My aim is to create access across multiple domains while ensuring robust
information security at all levels. I also aim to align this with whole-of-government directions
related to ICT authentication and access.
I have a future-based focus and proactively seek opportunities to position Defence to meet its
service requirements. For example, I have created an ICT solution that enhances the department’s
preparedness and situational awareness in the intelligence space. This includes the functionality to
extract diverse information items, collate and link them in current time and projected future time
frames. This integrated information enables operational leaders to make strategic decisions and
provide tactical advice to government.
I also leverage emerging and innovative technology to ensure best practice solutions. In my
current role I have introduced an occupational health and safety (OHS) enterprise solution that
enhances workplace safety and minimises risk. The system manages incidents, and analyses
patterns and trends, allowing the organisation to reduce incidents and shape a smarter OHS
culture. The challenges I faced included ensuring that the solution could be effectively
implemented across diverse, geographically varied operational environments.
As the Chief Information Officer (CIO) of Hawkesbury Council I also gained experience at
developing strategies that aligned with both organisational and government priorities. For
example, to improve the service level of the organisation I implemented a Wide Area Network to
combine data, voice and mobile networks with Voice Over Internet Protocol (VOIP), significantly
improving the Council’s external communication functionality. I also worked with a range of key
stakeholders to analyse the security of the Council’s document and records management systems,
implementing a revitalised solution to ensure legal compliance, address entrenched cultural
issues, enhance efficiency and ensure the long-term integrity of data and records.
Another example of my ability to focus strategically and ensure the alignment of ICT to support
future directions and drivers occurred when I was part of the executive team for the Royal Blind
Society (now Vision Australia). As CIO I contributed to developing the strategic direction for the
organisation, integrating and leveraging technology to enhance service. In this position I led the
implementation of two innovative text-to-voice and interactive voice response solutions that read
up-to-the-minute news and job advertisements, significantly enhancing service to clients and
establishing a reputation of innovation for the Society. I also helped shape the infrastructure of
the business to meet future needs by developing a PABX for the above system, combining
landlines and mobile phones under one supplier.
2. Achieve Results
In several roles I have led the implementation of ICT infrastructure and services that allowed the
business to both operate to its maximum potential and to position itself for future growth and
expansion. To deliver on this, I had to undertake a systematic analysis of the core issues that
would impact current business objectives, as well as its planned goals and targets. I then
translated the strategy into structured operational functions, ensuring that the type of structures,
systems and skills needed to support both current practice and the future vision, where
implemented. At Defence I have built a solid reputation of being able to plan, secure resources
and gain approval for them and progress projects that deliver effective solutions for my clients.
I also have a strong commitment to create a performance culture and deliver solutions that
enhance staff capabilities, giving them the tools they need to work more efficiently and effectively.
As the CIO at Hawkesbury Council one of my main drivers was to enhance the organisations
internal communications model. Part of this approach was to facilitate information sharing across
the council and to capture and manage data and knowledge more effectively. One of the ways I
progressed this was the creation and targeted implementation of an innovative, flexible intranet
system. I ensured the sustainable integration of the system through robust change management
and employee engagement practices during all stages of implementation.
Another skill I have is the ability to effectively leverage the knowledge and capabilities of existing
staff and ensure they work cohesively together to deliver excellent results. Within Defence I
refocused my team, aligning work practices to business requirements, through whole-of-
government enterprise solutions based upon a sound architecture framework. This has helped the
team to work on project to upgrade the Navy fleet. At both the Council and as the CIO at Hyne and
Son, I revised the internal staffing structure to ensure that cross-functional relationships were
established. This enabled ‘workplace silos’ to be eliminated and for knowledge and information to
be shared more effectively across the organisations. In several roles I have also established or
reinvigorated staff performance planning and review systems. I have a strong focus on re-engaging
and motivating long-term employees, ensuring that their extensive corporate knowledge is utilised
effectively within the business.
I also have proven expertise in generating innovative solutions and practical, tailored services
adapted to the needs and requirements of clients. This includes working with them to understand
their business, their culture and drivers in order to meet and anticipate their needs. Within
Degence this has meant gaining a real appreciation of a complex, dispersed and mobile
organisation, with a vast range of operational parameters, as well as unique needs and challenges.
My ability to understand these complexities and develop effective solutions was clearly
demonstrated through the implementation of the department’s OHS system (a project with a
budget in excess of $90 million). At Hyne and Son I delivered a major infrastructure project worth
$110 million, overseeing the building of one of the largest industry-specific buildings in the
southern hemisphere. Once again this involved having an exceptional understanding of the
business, the skills of staff and resources available to drive significant infrastructure projects that
facilitate improved operational effectiveness.
3. Exemplify Personal Drive and Integrity
Working within Defence I consistently display the highest levels of professionalism, ethical
behaviour and impartiality. The inherent nature of my work environment involves liaising closely
with operational staff and designing solutions that impact on national security. I regularly deal
with areas of extreme political sensitivity, confidentiality and risk and the approach I take and
decisions I make can have far reaching consequences for our defence forces.
Throughout my career I have always delivered courageous leadership, providing honest, forthright
opinions and advice that are in the best interest of the organisation, rather than just politically
expedient. My commitment to this approach was demonstrated when I commenced as the CIO of
Hawkesbury Council. This role included responsibility for information and records management
within the organisation and I quickly realised there were significant issues with the work processes
and practices within the Records Department. Service was not occurring to an acceptable
standard, and there were constant complaints concerning staff within the area. I also found that
processes being undertaken were not meeting statutory compliance requirements regarding
storage, access, security, retention and disposal of information.
I was honest with staff within the area, making sure they understood the negative perceptions
that existed, but at the same time I worked with them closely to understand the issues they faced
and to help develop clarity and scope regarding their roles and responsibilities. I reviewed
interacting work processes, the training and development levels of staff, the ICT infrastructure
that supported records management and adherence to relevant compliance frameworks. I
addressed all these issues, engaging internal records staff in all stages of the process, using their
knowledge and experience to improve and enhance all areas of structure and service. At the same
time I confirmed the importance of effective records and information management across the
Council, emphasising the significance of the function, and the value of staff experience in this area.
I changed both the internal and external focus to shared goals, and developing a collaborative
approach in delivering those outcomes.
I have exceptional resilience and am able to overcome set-backs and maintain momentum in
challenging circumstances. Within the DOD I have continued delivering excellent service through a
major restructure, where my team was disbanded and my role changed significantly. In these
circumstances I remained outcome-focused, committed to delivering solutions that aligned to the
needs of my clients. Throughout my career I have also consistently focused on engaging staff,
galvanising employees who have hit significant barriers and become disengaged. In a previous
organisation I was appointed to a restructured position that the previous incumbent had held for
several decades. The employee was angry and disappointed with my appointment and he was
causing major disruptions within the office. I did not give up on this employee. I worked hard to
re-engage him, refusing to lose his extensive organisational and industry specific expertise and
capabilities. I eventually achieved this and he became a valued member of the business once
again, still working in the IT area when I left several years later.
Finally, I also strive for continuous learning and development. ICT is a fast changing environment
where it is vital to ensure the currency of knowledge across the field, specifically in relation to
DOD specific directions and whole-of-government priorities. I achieve this through networking,
accessing various ICT publications and attending a range of forums and conferences within the
field.
4. Cultivate Productive Working Relationships
I have a proven record in developing collaborative relationships with internal and external clients,
sustaining cooperative partnerships to deliver business outcomes and ensuring the continuing
engagement of stakeholders in challenging circumstances. As a skilled program and project
manager I have worked in conjunction with extremely diverse clients across a broad variety of
work environments, including the government, private and not-for-profit sectors. Within Defence
my client base is spread across the country, all with differing service needs, business drivers, and
levels of buy-in for the strategy or service I am leading.
I always establish and maintain strong relationships with these clients, even in complex and
challenging situations. As mentioned previously I led a significant project to implement a
situational and preparedness system for improved security management within Defence. A
significant component of this strategy was to establish cooperative relationships with a range of
internal clients. I met with each of these identified stakeholders, consulting with them to
determine their requirements and expectations in relation to the solution and ensured that I could
deliver on these needs. This approach allowed me to identify and address a range of conflicting
priorities across various operational areas. In turn, this meant I kept these important stakeholders
engaged throughout the implementation and engagement phases of the project, maintaining
momentum and ensuring sustainable integration of the system into the core business. Throughout
this project I adopted a participative and consultative approach built on a foundation of ongoing
and honest communication with all stakeholders.
I also excel at consulting across departments, facilitating cooperation across government to
achieve whole-of-sector outcomes. When I developed the Export Control System for Defence, I
realised that Australian Customs and Border Protection needed to be part of the consultation
process and engaged in the design and implementation of the solution. I liaised extensively with
customs officials, gaining an understanding of their role and determining the impacts of the
system on their business. I was adaptable and flexible in my approach to stakeholder
management, willing to establish opportunities for mutual benefit and shared positive outcomes.
During the process to scope the export control system I had a number of internal clients contend
that responsibility lay solely with Australian Customs and Border Protection. To clarify Defence’s
responsibilities I examined precedents in the matter and found specific incidents when the
Defence Minister blocked the export of items with possible military use. I also reviewed applicable
legislation to confirm the legality of the action and explained to Defence staff the necessity for the
department to control specific types of exportation. To further engage internal staff in this
strategic direction, I highlighted the importance of Australia’s role in nuclear non-proliferation and
disarmament by discussing relevant content of a speech made by the former Prime Minister, Kevin
Rudd, when h presented Australia’s first National Security Statement to the parliament. The
approach I advocated was further substantiated in 2010 when US National Security Strategy also
highlighted the importance of strengthening the “Nuclear non-proliferation Treaty”. I delivered an
innovative ICT solution to manage export control, ensuring its strategic alignment with Australia’s
national defence position. I effectively engaged both internal and external stakeholders, including
Australian Customs and Border Protection and the Department Foreign Affairs and Trade, through
strategic negotiation and consultation at all stages.
5. Communicate with Influence
The establishment of the export control system also demonstrated my ability to communicate
with influence, negotiate persuasively and facilitate agreement for particular approaches. During
the early stages of the project an internal Defennce stakeholder wanted to purchase and utilise a
UK based export control system which he had personally visited to investigate. My focus was
delivering solutions that were part of an integrated ICT platform. I was aware that another project
on the horizon (a payment system for the employers of reservists) could be developed on the
same enterprise architecture platform. After extensive liaison and consultation with our partner
agencies (Australian Customs and Border Protection and the Department of Foreign Affairs and
trade) I secured their support for my approach and successfully influenced the internal client
towards an enterprise solution.
I have exceptional communication, facilitation and presentation skills, with the ability to deliver
information and negotiate in a confident and persuasive manner. I have had numerous positive
outcomes throughout my career based on these abilities, including a saving of more than $70,000
for the Royal Blind Society when I successfully negotiated with Microsoft to secure software
licenses free of charge. I also saved the organisation embarrassment and more than $150,000 in
penalties when I personally negotiated a successful outcome with a difficult vendor, to rescind an
old contract.
As the CIO of Hawkesbury Council I also demonstrated my influential communication skills. I
established strong relationships with a disengaged records management team, structuring and
adapting the information I delivered to meet the needs and interests of my audience. I worked
closely with the team, listening to them and gaining a clear understanding of their roles and their
issues. I addressed these issues, engaging them and leveraging their experience to enhance
internal services. I emphasised their value to the organisation, and the importance of the records
function. I used my communication skills to change the perceptions of both internal and external
stakeholders to focus on shared goals and improved service outcomes.
At Hyne and Son I utilised my influencing and negotiation skills to establish an innovative
crossfunctional staffing structure. I approached the General Manager of each department,
convincing them to trial the creation of work teams comprised of individuals from various divisions
so that expertise and decision-making could be shared and workplace silos eliminated. In this role I
also was responsible for developing, negotiating and monitoring Service Level Agreements with
key suppliers, ensuring compliance and the delivery of a value adding service at all times. This
required exceptional communication skills, including the ability to interact effectively with people
from all types of business and backgrounds. I tailored my communication style and focus to build
rapport, adjusting my approach based on their responses and priorities.
I also have communication and presentation experience as a professional academic. I was a Senior
Lecturer at the University of Technology in Sydney where I taught Manufacturing, Engineering and
IT subjects. In this role I also contributed to the global IT community, chairing a committee of the
International Standards Organisation in Switzerland.
6. Relevant ICT technical experience and qualifications
I have exceptional ICT skills and experience. I currently am engaged in the role of Director,
Enterprise Solutions within the Department of Defence. In this position I define and deliver
enterprise solutions that are aligned to the strategic direction of the department and whole-of-
government priorities. The programs, projects and solutions that I lead often have a whole of
Defence impact. I drive strategies through all phases of implementation and build effective,
multidisciplinary teams to ensure the successful and sustainable implementation of these
solutions across the organisation. I also effectively manage the change processes to ensure the
continued engagement of stakeholders through all implementation phases.
Some examples of enterprise wide projects I have led within Defence, includes a solution for
preparedness and situational awareness, an innovative system to manage export control that
aligned with the needs and roles cross-sector partners, such as Australian Customs and Border
Protection and the Department Foreign Affairs and Trade. I also have led strategies to improve
business processes and ensured department audit compliance. This included implementing an
automated, corporate enterprise solution to efficiently distribute required supplementary
payments to the employers of army reservists. I also led a department-wide OHS enterprise
solution that reduced risks and enhanced safety.
Prior to my employment with Defence I was engaged as a Chief Information Officer within the
Hawkesbury City Council, Hyne and Son, and the Royal Blind Society. In all these positions I
established and maintained excellent collaborative relationships with key stakeholders, ensuring
that ICT supported and aligned with their business requirements. Throughout my career I have
delivered innovative leadership and ICT solutions that support organisational outcomes and
position the business to meet future requirements and goals. I also have strong skills in relation to
the operating principles of ITIL. As demonstrated throughout this application I apply a range of
methods and techniques to integrate and align ICT planning with the organisational strategy and
priorities.
I also have extensive qualifications and training relevant to this criterion, including a PhD in
Computer Integrated Monitoring, an MSc in Production Engineering & CAD/CAM, and a CEI in
Production Engineering (Equivalent to BSc). The relevant training I have undertaken includes ITIL
Foundations, Executive Leadership Dimensions, PRINCE2 Practitioner training, Advanced Business
Analysis, Advanced Data Mining, Strategic Applications of EDRMs, and a Company Directors
Diploma.
My diverse, strategic level professional experience, combined with my extensive education and
training have provided me with me excellent strategic ICT skills with the ability to leverage
emerging technologies to enhance business processes and service outcomes. I also have proven
change management and facilitation skills, with strong capabilities in ensuring the continuing
engagement and motivation of all stakeholders in the change process.
