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Sr. Project Manager

Delivery Lead



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Professional Summary
A highly qualified and experienced Program / Project Management IT professional who holds a consistent track record of achieving on target and on budget results. Managed project budgets up to $35Mil and team sizes of up to 70. Ability to interact with clients and partners at senior and middle management level to understand key business issues to propose flexible solutions in order to mitigate risk and meet business requirements. Adaptable to change, uses initiative to resolve challenging situations and possesses excellent interpersonal as well as technical skills to communicate effectively across all levels.Projects implemented have achieved over 15% reduced manufacturing cycle time, reduced information retrieval times by over 50% following better Business Intelligence, knowledge management and business processes. Improved project profitability by 3% to 5% by better utilization of given resources.The proven competitive skills I offer are readily usable by companies needing an energetic, effective leader and hands-on project manager. I am an Australian Citizen and Fluent in English.

  • Organising and scheduling projects in accordance with cost, time and objectives
  • Enabling teams to consistently provide contract deliverables
  • Ability to identify and resolve risks, issues, and keep projects on track
  • Creating productive internal and external client relationships
  • Leading programs and projects to consistently successful completion

PMBOK trained, Bachelor of Engineering (BE) with 15 years IT experience, Oracle Certified Tier 1 Project Manager, Oracle Certified Project Auditor, Oracle Certified Bid Manager, Member of PMI and regular contributor to various Project Management Forums, contributor in development of AIM and OUM (Oracle’s Implementation Methodology).


  Key Skills
  • Ability to successfully manage and influence stakeholder expectations and build successful relationships
  • Demonstrated end-to-end experience of each stage of the project lifecycle delivery using tools and methodologies
  • Producing comprehensive reports detailing project finances, revenue, expenses, costs, forecasts and margins
  • Leading large-scale SDLC builds, testing and deployments for applications with on and offshore teams
  • Successfully managing business process redevelopment and reengineering, business transition and cutover
  • Organising and managing significant change and time pressures
  • Providing recommendations for clients regarding the design, architecture and deployment of applications
  • Effectively managing contracts and developing business practices to support operational requirements
  • Skilled in recruiting and managing project resources
  • Commercial acumen to translate business requirements into strategies and generate revenue


Selected Accomplishments
Managed Large “Complex” Public Sector Project.

NSW Dept of Health – 2007-2011 (4 Yrs)

Oracle eBusiness Suite 11i – HRIS – Payroll, HR, Finance, Procurement, T&L, Patient Billing, Workforce Management and OH&S in a ‘Shared Services Model’ with technology infrastructure including Identity Management and Portal hosted in the “Cloud”.

  • Responsible for Project Plans and Schedule creation, tracking and monitoring project to completion.
  • Management of Project Resources and Third Party Contractor management


  • Successfully lead a team of 70+ technology professionals in delivering a state wide HR/Payroll Corporate Shared Service program servicing 140,000 employees with a budget of over $30M. Also delivered an Identity Management platform, a corporate portal with Single-Sign-On, integration middleware, data warehouse integration and a data centre expansion with a fully virtualized (private cloud) infrastructure.
  • Managed 8 Streams of work in the technology team and 7 streams in the functional area. Implemented a new “Shared Services model” across the NSW public health system.
  • Successfully Managed and coordinated testing activities (ST / SIT / UAT / Parallel Run) including provision of test plans and data requirements.
  • Successfully managed the Custom Application development team – both “onshore and offshore”– (more than 300 objects / programs are customized in the solution)
  • Responsible for Forecasting, Revenue Reporting and Margin Management for the project.
  • Signed off more than $10M in additional Change Requests to this FP project.

Involved right from pre-proposal Stage, managed project teams across Technology and Functional domains. Managed Change, Data Migration, Testing and the Schedule up to the first Successful Go-Live.

The project was contracted under the “NSW Procurement Contract–ICT Services” and am aware of the Procure IT Process.

Implementation of Payroll Applications.

Westpac – 2007-2008

Implementation of Oracle Advanced Benefits. Part of Westpac’s strategy to streamline and optimise the People and Performance business function.Responsibilities:

  • Responsible for project plans creation, tracking and monitoring project to completion.
  • Responsible for managing testing as it involved a lot of third party interaction.
  • Responsible for managing Contractor, Partner and local resources.
  • Financials tracking and reporting to Budget.
  • Project Issue and Risk management.
  • Managing Client and third party relationships.


  • This project was a big challenge as it interfaces with multiple third party systems including Super, Salary Sacrifice and Insurance providers.
  • The project was delivered entirely by using Partner resources.

Project successfully implemented coming much under budget and within the plan. This project has been one of the only few successful projects at the bank and is now being leveraged for subsequent work.

Planned and led major Insurance and Claims – Stellent / UCM projects

QBE Insurance – 2007

Setup a PMO and Governance structures for effective management and reporting. Team size of 5 Developers. Developed the ability for Insurance agents to scan all documents and metadata content generated during claim resolution process and making them available electronically. Conversion of documents to various formats and viewing them across locations.The resulting solution provides QBE with a ongoing centralized platform and system for rollout to all other locations. Projects enabled company to cut response time by 50%, improve measured quality 60% and decrease errors by 80%.Responsible for Project plans / Schedule creation for all the 6 active projects, setup monitoring and tracking of the projects to completion.

  • Project Issue, Risk and Change management
  • Providing Technical and Functional assistance during the upgrade.


  • Successfully implemented the processes and setup reporting channel for single point accountability for all projects. Client has appreciated the efforts as they earlier had no visibility across all projects and needed the strict discipline of project management for all projects.
  • Managed all Custom Development
  • Established Oracle Processes on site as Stellent was bought over by Oracle and needed a big change to the way the project is run and managed and accounted for.

Setup Financial tracking and reconciliation

Implemented various Oracle Application Upgrades
Oracle R12 Upgrade with a team size of 4. Upgraded the R11 instance to R12 in 4 weeks (like for like), and handed it to the Functional Team to progress the Functional Upgrade project.

Origin Energy – 2007-08

The project was to upgrade 10gAS and associated custom applications to enable interfacing of data from Oracle to other legacy applications. The old (Linux) and new (AIX) operating systems (new Infrastructure) were not binary compatible therefore a complete re-installation of the Oracle eBusiness Suite was required and migration of the database from 32bit to 64bit. The resulting solution provided Qantas with a solid platform for implementation of the eQ Finance Program.Responsible for Project Plans and Schedule creation, feeding information into Project PMO, Daily and weekly tracking and monitoring.

  • Project Forecasting and Financials reporting
  • Project Issue and Risk management including Problem and Defect Management
  • Change Management


  • Successfully met the objective of the project to make little change to the existing business functionality except where the application is being upgraded.
  • Was Oracle SPOC PM for all teams on site – Qantas, IBM, Telstra, TCS and Satyam
  • Successfully managed a large Offshore Custom Delivery Model for on time delivery.
  • Was responsible for Project Cutover and Transition Management

Successfully upgraded the application, including bi-directional Interfaces and Infrastructure and managed the project in a very tough and trying environment. Client has appreciated the efforts that the Project Management and Functional and Technical teams had put into the project to make it a success and has singled out the team and Oracle on many occasions among various vendors on the project.

Used a hybrid methodology using AIM, PMBOK and the ITIL v3 framework.

Qantas Airways – 2006-07

Oracle 11i Upgrade and moving OS from HP to AIX, team of 4, increased risk and complexity due to parallel upgrades.

TransGrid – 2005-06

Designed easy input system for Medical Representatives.

Nicholas Pharma – 2003-04

Spearheaded large-scale SDLC build, testing and deployment for custom built applications with on and offshore team.
Rebuilt project that had fallen apart.

Cummins – 2001-02

Large, fixed price implementation project was in cost and time overrun. Schedules had been abandoned. Regrouped the team, negotiated changes with client and rewrote the scope of work and re-baselined schedule, securing a swing in project outcome. Turned a failed project into a reference able client.


Career Summary
 1 Practice Manager / Delivery Lead Mxi Technologies 2011 to 2012
  Responsible for setting up a local practice including processes to facilitate hiring, managed a team of 12. Responsible for account management, development and delivery of projects, forecasts, budgets, margins, costs, expenses and revenue. Managed value-add premium support BAU services delivery as an SDM within the ITIL v3 framework and setup a Help Desk for the client (Qantas 2011-12). Contracted additional $5m revenue.
 2 Project Manager Oracle Corporation 1996 to 2011 (15 Years)
  Developed project management best practices, metrics and training and contributed to Methodology Development. Lead over 20 engagements. Managed large bids and proposals. Controlled budgets up to $35 Mil. Turned around or concluded troubled public and private sector projects.
 3 Executive Engineer Gillette Ltd 1992 to 1996 (4 Years)
 4 Engineer Trainee Shiram Pistons and Rings Ltd 1990 to 1992 (2 Years)


Education and qualifications
  • PMI Project Management Professional (PMP) Certification Preparation PMBOK 4th Edition.
  • Seven Habits of Highly Effective People
  • Project Management Master Class



Project Management Institute – PMI


  • Oracle Certified Tier 1 Project Manager
  • Oracle Certified Project Auditor / Health checker
  • Oracle Certified Bid Manager


Bachelors’ degree
Production Engineering (distinction)



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