Organisation: Department of Human Services
Job Title: National Manager, Chief Information Officer Group
Word Limit: 500 words per criterion
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
(DOD) my focus has been to contribute to the establishment of an integrated information
environment (across geographically dispersed, deployable and mobile networks) that acts as a
robust foundation to all 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 of the DOD. My mandate is to drive a way forward
for DOD 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 both ease of access across multiple
domains (based on user specific credentials), as well as ensuring 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 the DOD to meet its
service requirements. For example, I have developed 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 a DOD 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 had to deliver 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 the DOD I
have built a solid reputation of being able to plan, secure resources and gain approval for them
and progress projects that deliver effective ICT solutions for my clients.
I also have a strong commitment to deliver solutions that enhance staff capabilities that gives
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 DOD 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 DOD
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 develop a significant infrastructure project to facilitate improved
operational effectiveness.
3. Exemplify Personal Drive and Integrity
Working within the DOD 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 may 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 the DOD
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 delivering.
I have always managed to 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 the
DOD. 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 could keep 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 the DOD, I
realised that Australian Customs and Border Protection (ACBP) 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 ACBP. To clarify DOD’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 DOD staff the necessity for the department to control specific types of
exportation. In the end I developed an innovative ICT solution to manage export control, ensuring
its alignment to DOD and sector-wide priorities. I engaged both internal and external stakeholders,
including the ACBP, 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 DOD 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 (ACBC 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 DOD. In this position I define and deliver enterprise solutions that
are aligned to the strategic direction of the department and support whole-of-government
priorities. The programs, projects and solutions that I lead often have a whole of DOD 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 the DOD, 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 ACBP 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 occupational health and safety (OHS) enterprise solution
that reduced risks and enhanced safety.
Prior to my employment with DOD 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 ICT leadership and 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.
