CIO at Save the Children Australia

Melbourne, Victoria, Australia

As the CIO for one of the largest iNGO's the key Strategic and delivery focused aspirations have been delivered and Covid-19 has shown how our state of the art digital transformation over the last 4 years has set up our 850+ user community to continue delivering to communities in need.- We delivered a Modern Workforce in the cloud, with all workers ability to access all business and technology solutions anywhere with any device at any time. No down time, no technology scramble- The delivery of the first AI, Data and Analytics strategy endorsed at Exec and Board  to harness AI, Data and Analytics to deliver impact for disadvantaged children, as well as deeply imbedding capabilities in AI, Data and Analytics. We will drive our data driven decision making skills- I have established and driven the global technology leadership team with strategic plans and shared services across 32 member countries- Portfolio investment, ensure solutions remain current and avoid costly solutions upgrades. We have implemented significant enterprise solutions. Out of the box and avoid customisations, this principle enables these SaaS solutions to stay current without future significant financial investment. Driving value and ensuring we return investment back to our beneficiaries.- Created and continue to foster 2 high performing teams; Service Delivery and Business Solutions, focused on the customer and technology enablement.

Save the Children Australia

Probuild is one of Australia's largest and most successful construction organisations. With more than 800 employees Probuild provide an end-to-end service, encompassing all facets of project delivery, construction planning and management.Achievements:- Customer first strategy implemented for excellent technology experience- Implemented "Cloud First" strategy- Installed new technology providers that understood the construction business- Increased customer satisfaction with decrease in technology incidents by 40%- Digitally transformed print environment, 50% cost reduction and implementing "zero print" value- Reduced managed service costs by 30% with new provider, focus - excellent customer satisfaction- Removed all physical owned data centres - Implemented “Pay-as-you-Go” services reducing organisation dependency on ageing systems- Implemented Disaster Recovery with Cloud transition- Technology group gave back to the business overhead cost savings of $4m

Probuild Constructions

Head of IT (Contract)

Rail to road, dry freight, refrigerated or bulk, SCT provides Australia’s most efficient and independent freight services. Established in 1974 by Mr Peter Smith, SCT is now a national, multi-modal transport and logistics company.Engaged as the CIO for the new BT (Business Technology) group.Achievements:- The Implementation of the major ERP solution, SAP. Go-Live July 2015- Launch of the new Technology group, "Business Technology"- New Cloud strategy- SAP re-purposed for the OS and DB layer- Azure as a key strategy, global first with SAP DR in Azure- New Vendor partnerships established- O365 and SharePoint in the cloud underway- New Business engagement model introduced The goal of this position in a very short time period was to ensure that the value proposition of a CIO can be matched with improved Business value with revenue increase, productivity increase and efficiency as well as cost reduction and more services for less with vendor renegotiation.

SCT Logistics

Chief Information Officer (contract)

Silcar designs, constructs, operates, manages and maintains critical infrastructure assets. Silcar specialises in servicing a wide range of clients who have communications, energy, and plant and equipment needs.The ICT group re-established:- Re-negotiated multiple contracts with service providers to ensure ICT success- Established ICT/Business Steering groups across all divisions- Created, published and established the organisation first ever ICT Strategic plan- Created organisational application architecture for all business lines to utilise common platforms- Reduction in ICT operating costs by over 20% - Introduced multiple new technologies by introducing Cloud Services as key plank in the new strategy- Created the Silcar ICT Project Management Office for Business and ICT alignment

Silcar

Chief Information Officer

The key purpose of the position is to own and manage all facets of Information Technology and Telecommunications. The position is responsible for the Australian and Singapore regions of International Power, it reports to the Finance Director as a corporate entity but controls and manages all aspects of Information Technology for every power station and retail group.Established complete responsibility for the Retail group IT environment, previously out-sourced, identified that an in-house solution to be more cost effective as a pre-cursor to an Infrastructure as a Service model for the broader group. The IT group was transformed:• Creating and executing a strategic plan over a three year forecast• Reviewing the complete technology architecture• Establishing a new reporting structure and recruited appropriately• Refreshing all aging hardware while reviewing strategies relating to in-sourcing versus out-sourcing• Completing a strategic audit of all environments to determine the appropriate actions for the future• Establishing strategic supplier relationships• Focusing on business relationships to understand their needs, enabling the group to deliver business outcomes• Investing where appropriate• Implementing a new Project Management framework and portfolio management to enable consistent repeatable processes and deliver outcomesA dynamic change program was established with results across:• Technology changes• Relationship management (internal and external)• Strategic and Project mentalities• Process improvement• Investment strategies• People and Culture• Reporting and metrics

International Power

Head of IT

Key Responsibilities:The key purpose of the position is to re-build a disparate, disjointed group of ITS teams that provide a national service to over 5000 employees.  To continue to deliver new solutions, implement long term strategic application frameworks and retrain, develop and recruit new talent to sustain ever demanding needs of a global market tenacious professional services organisation.Establish methodologies, controls, disciplines and long term strategic solutions delivery. Key environments and Solutions:•	Establish the first Global Sharepoint 2007 environment for application hosting and strategic agile development•	Initiate and establish the KPMG ITS strategic philosophy for collaboration and delivery•	Implement new repeatable and sustainable rituals across the complete group•	Re-direct multiple groups from creating time consuming custom projects to provide specialist advisory consulting in the ITSM environment, ensuring sound delivery of Service tools across all KPMG ITS•	Re-focus the key delivery groups to create and build solid agile and flexible solutions in a state of the art and up to date framework; focusing on new technologies, re-training and methodical work practicesThrough technical expertise and best practise the technology groups are nominated multiple times to review, QA and provide architectural and solutions advice to KPMG global solutions development. Multiple solutions are demonstrated across the KPMG globe.The future measure of success for this group is to continue to produce serious quality, agile solutions that can be adapted globally, while focusing on strategy and sound delivery methodology.

KPMG

Application Development Manager

A senior IT executive reporting directly to the Head of IT for the Group business.Establish/implement common applications development and support operations across three distinct groups within the combined AWB/Landmark operations. The combined Applications Group is made up of three key areas with a total head count of 45 permanent employees.1.	SAP Solutions2.	Landmark Solutions3.	E. SolutionsEach group operates separately with different methodologies, including standards operating procedures and reporting. In assuming responsibility for these groups the need to recruit key managers and staff has been crucial with major focus on team building and methodology, not withstanding the prime objective of delivery.Successful establishment of a structured Applications group, with the segregation of key areas of responsibility into each group.  This included the recruitment of Solution Managers, transition of responsibilities across groups, change management and process alignments.

Adrian Stagg