Selected work
Programmes led, transformed and recovered.
A selection of engagements across utilities, defence, resources and FMCG — from leading a global business transformation to taking over and recovering enterprise programmes worth tens of millions. Clients and suppliers anonymised by agreement.
Group shared services transformation
Led the business transformation that consolidated and centralised an outdated, underperforming sales and distribution operation across a ~$350M global wine and beverage group spanning Australia, the US and the UK. The hard part wasn't the technology — it was unifying a shifting executive vision across the steering committee and continually re-prioritising a high-value backlog against a moving strategy.
Delivered a new point-of-sale mobile application integrated with Salesforce, and stood up five centralised shared services across the group.
- Customer Service
- Pricing & Sales Administration
- Product Data Management
- Stock Management
- Head Office Pricing
Gas network field-workforce transformation
Took over a four-state programme centralising field maintenance — real-time job allocation to the nearest technician, a new mobile solution and a national operating model — after it fell behind schedule and budget. We replanned bottom-up into a single integrated schedule, renegotiated the primary supplier contract and restructured the team, then delivered every release to each business unit on time and under budget.
National GIS consolidation
Stepped in mid-flight on a $32M programme consolidating five legacy GIS platforms into one national system across four states — after it fell behind schedule and into a supplier contract dispute. We renegotiated the supplier contract, replanned the integrated schedule, resolved the technical disputes between business SMEs and the vendor, and migrated each state across one by one — landing roughly $1.6M under budget.
National Oracle ERP re-implementation
Seconded in to recover a $30M re-implementation of an integrated Oracle ERP — finance, supply chain and HR across 50+ sites — after repeated failures, delays and cost overruns. We replanned the problem areas, rebuilt the business case for board approval to relaunch, introduced earned-value management and cut roughly $4M by restructuring the team, then led a successful national go-live to over 3,000 staff.
Metering & billing systems upgrade
Took over a $10M upgrade of legacy metering and billing systems — re-writing a large body of custom COBOL into Java, upgrading infrastructure and securing energy-regulator re-certification — after the previous manager resigned mid-project. We replanned the remaining scope with the team and vendors, renegotiated the supplier statement of work and restructured the team, then delivered on schedule and under budget.
Enterprise GIS modernisation
Appointed by the steering committee to recover a $16M programme moving corporate GIS onto the ESRI ArcGIS platform — re-integrating GIS, ERP and mobile field apps — after a contract dispute with the system integrator stalled it. We re-tendered and contracted a replacement integrator, led a full replan, restructured the team and went live on schedule, then delivered further strategic enhancements within budget.
Personnel logistics capability
Brought in to review a new personnel logistics system — managing employee travel and accommodation across regional operations — after its first release adversely impacted the business. We ran a full review of scope, budget, governance and vendors, presented a recovery roadmap to senior management, then took over delivery and shipped two further releases — unlocking business-case benefits of roughly $1.2M a year.
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