Cyber Strategist and Lead Cyber Insurance Researcher (Firemark Collective)

PhD in Residence

September 2021 - November 2023

 

Firemark Collective is IAG’s corporate venture capital, innovation and research arm.  IAG is Australia and New Zealand’s largest general insurer.  The Firemark Futures team is here to shape IAG's future.  By bringing the outside-in, we identify, invest, and incubate a portfolio of initiatives to accelerate new value creation within, and beyond, our core insurance business.

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My role is to investigate / conceptualise and design pragmatic solutions to augment and uplift our consumer cyber insurance capabilities employing proven academic methodologies to add value and 'make our world a safer place'.  

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I was selected to be part of IAG's PhD in Residence program within the Cooperative Research team of Firemark Futures.

 

Business Design Lead - Insurance Group Australia (IAG)

​July 2019 - September 2021

 

Provide business design consultative services on behalf of Project Delivery to business units across the IAG eco-system.  Focus is ‘designing for viability’ by conceptualisation of future state (strategic foresight), employing design thinking, lean start-up and program methodology principles, identifying appropriate business strategy options to provide sustainable value creation.

 

• assist in development of IAG business design purpose, capabilities and framework

• create numerous Concept, Discovery, Business Impact Packs for funding approval, Program Blueprints for Board review

• conceptualise scope and articulate framework / operating model of IAG’s Equity program

• investigate and draft solution for IAG’s Voice Analytics solution across IAG frontline; and,

• define preliminary scope, elicit high level outputs for IAG’s Risk Transformation Program.

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Senior Business Analyst / Improvement Consultant - PM Partners (on assignment to RIDBC)

​October 2017 - June 2018

 

Review of historical enterprise architecture artifacts and adapt for future strategic purposes, as well as delivery of specific transformational projects.  The purpose of this role is to:

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• investigate, plan and deliver Allied Health (internal business unit) Therapist team consolidation

• investigate, workshop and conceptualise process and support documentation for Early Childhood Intervention (ECI) program

• workshop with team leads and SMEs to define operational parameters for ‘Regionalisation’ of Services, focusing on Quality, Client Care and NDIS funding

• investigate, scope and propose data security / Privacy controls to adhere to Privacy Act 1988

• conceptualise and document new IT architecture and prioritisation methodology; and,

• define bench-marking and performance monitoring for various internal business units.

 

Senior Business Analyst Consultant - Practicus (on assignment to Scentre Group (Westfield))

​May 2017 - August 2017

 

Delivery of Customer Experience (CX) Dashboard Business Case and Requirements for all ANZ Shopping Centres.  The purpose of this role was to:

 

• investigate, conceptualise and solicit requirements for a Customer Experience (CX) Dashboard

• generate a business case including financials / estimate of effort; and,

• define and prioritise a roadmap of CX Metrics to allow Centre Management to effectively monitor and manage their Centres.

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Senior Business Architect - CAPSICUM Business Architects

​September 2016 - April 2017

 

CAPSICUM is based on the CAPSICUM Framework, a business modelling context that addresses the challenge of transforming a static business plan into a reusable, dynamic operating model that was conceptualised by the founder, Dr Terry Roach, during his PhD.  Business architecture assists in maintaining the integrity of business strategy by providing reassurance that the impact of any business change or new decision is immediately traceable from within a comprehensive, integrated repository that creates an enduring, incremental articulation of enterprise knowledge, and that is understood in a semantically-friendly manner across the entire enterprise. 

 

This role is targeted at two outcome areas:

 

• Consulting Team – working with clients to assist them in identifying issues / gaps, modelling their business to define commercially astute, value-add outcomes that support organisational Goals, Strategies, Capabilities and ValueStreams.  My clients to date have included (Federal) Treasury, Service NSW, IKEA, AccessHQ

• On-going product development efforts, focused on refining the CAPSICUM business modelling / architecture tool, called ‘Jalapeno’. 

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Senior Business Analyst Consultant - Practicus (on assignment to Lendlease)

​November 2015 - September 2016

 

Lend Lease was selected to act as the developer for Barangaroo South on behalf of the New South Wales Government.  Lend Lease intends to relocate a significant portion of its Sydney-based staff to new state-of-the-art office premises in the Barangaroo South initiative.  This role reports to was created by Lendlease ICT to assist several initiatives including:

 

My responsibilities included:

• Meeting Room Booking (MRB) solution: solicit requirements, generate / issue RFP, analyse responses and assist implementation

• Computer Lifecycle Management (CLM) solution (aka ‘build room’): solicit requirements, generate / issue RFP, analyse responses and assist implementation

• Audio Visual Support (AVS) for Barangaroo: solicit requirements, generate / issue RFP, analyse responses, support for agreement negotiations

• document the proposed Enhanced Service Delivery (ESD) ITSM model for ICT support in Barangaroo.

• document and manage UAT activities for implementation of ServiceNow across Lendlease (global roll-out).

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Senior Business Analyst Manager - Experian Credit Services

​August 2014 - November 2015

 

In August 2014 I was promoted to Senior Business Analyst Manager, reporting to the Head of Credit Services Global Product Development (APAC).

 

My responsibilities included:

• design, document and implementation of end-to-end, integrated project / business analysis and project / defect prioritisation methodology for APAC Credit Services

• conceptualise, design and project manage the development and implementation of a real-time, online credit report request solution

• design a ‘small business’ client / data supplier on-boarding process and solicit approval from all stakeholders

• conceptualise, design, document and project manage an online Default data self-management facility for Clients to add and update their credit data held by Experian

• assist Head of CS GPD (APAC) in managing a new internal development team located in KL, Malaysia and an external contractor development team in India.  Also manage BA direct reports in Texas, USA.

 

Business Operations and Project Specialist - Experian Credit Services

​January 2012 - August 2014

 

Experian Australia is the majority shareholder in a start-up joint venture Credit Bureau with the six largest banks in Australia. I was one of the initial members of the core team working to launch a complex credit reporting operation, acting as 2IC to the Head of Client Services and Consumer Operations.

 

My responsibilities included:

• conceptualisation, development, documentation  and implementation of cross-silo, end-to-end processes for the Client Services (commercial) and Consumer Operations teams

• creation of major RFP / SOW documents for prospective call centre service providers in India and Tasmania, complete competitive analysis of submissions

• act as central liaison with the US- and India-based development teams to ensure Experian’s new credit reporting tool (NextGen) was ready for ‘Day 1’ operations (including defect management and re-testing)

• responsible for all User Acceptance Testing (UAT) of all Client Services and Consumer Operations processes and end-to-end systems integration (four major applications plus client-facing web User Interface) with teams in the US and UK

• liaison with Head of Compliance to ensure all processes, documentation and operational practices confirm to the Privacy Act Part III and the Credit Reporting Code of Conduct (CRCC)

• project manage legislative transition to comprehensive (positive) credit reporting

• creation of high level requirements document for industry-wide ‘Corrections Exchange’ application (launched March 12, 2014).

 

Senior Business Analyst - Vodafone Australia

​March 2011 - November 2011

 

Vodafone Hutchison Australia (VHA) is a 50:50 joint venture between Vodafone Group Plc and Hutchison 3G Australia. I worked in the business analyst team, Integration & Program Delivery division, reporting to the Business Analysis Manager.

 

My responsibilities included:

• the development of cross-silo process maps and documentation of all sales channels across VHA to assist in the identification of financial transactions and their details from end-to-end (E2E)

• generation of Issue Resolution Summary reports for all tax related post-merger priority issues within Mobile Payment Plans (MPP) revenue stream in support of discussions with ATO

• liaison with vendors (IBM and Siebel) to develop queries in order to extract revenue and MPP data to firstly confirm ATO obligations, as well as develop strategies and solutions to eliminate core issues

• review existing PMO methodology and outline an integrated project / change management and business analysis framework for consideration.  This included a review of existing methodologies and templates, and presenting an integrated methodology solution for the PMO and projects division

• the design and implementation of a ‘3’ brand audit throughout VHA, including liaison with initial target audience of 75 + general managers and division heads with the objective of a timely and effective removal of all ‘3’ branded assets throughout Australia.

 

Senior Portfolio Analyst and Senior Business Analyst - Railcorp

​July 2009 - March 2011

 

RailCorp is the primary provider of rail services within NSW, encompassing both CityRail and CountryLink. The purpose of this role was to assist in the management of Portfolio-level capital initiatives – specifically within the Infrastructure silo. The secondary focus is to usher in more effective and efficient operational processes.

 

My responsibilities included:

• taking a lead role within Project Division in performance monitoring and reporting to understand how capital delivery program(s) are progressing against agreed parameters (financial and non-financial), and the RailCorp Project Management Methodology (RPMM)

• the identification and delivery of quality improvements of portfolio data and reports

• (infrastructure) portfolio risk assessment and the evaluation of alternative solutions and approaches to program delivery

• completing on-going and monthly group and portfolio-level financial analysis for the capital portfolio allocation process

• the review and control of sponsor briefs, business cases, project variation requests, and to assist the business through a complex submission and approval process

• (senior) Stakeholder management and liaison.

 

Upon completion of my initial 6 month contract, I was asked to join RailCorp’s ‘Business Finance Improvement’ (BFI) program.

 

My responsibilities included:

• in-depth end-to-end analysis of current data / workflow processes and requirements (from project start-up, through project accounting to Capitalisation of assets), and incorporating changes to improve data quality and portfolio management processes across Finance and capital projects

• assist in the development of a comprehensive AML ‘Detailed Design’ document for senior Executive endorsement.

• specific focus on improving RailCorp’s visibility and management of contingency, CAP WIP, asset data, project reporting, Project Cost Structure (PCS), asset data capture and capitalisation processes

• integration of RailCorp’s Short Term Capital Plan (STCP) and Long Term Capital Plan (LTCP) into BAU project approval and delivery mechanisms

• development of numerous AML-focused deliverables, including detailed design, requirements specifications, decision documents, policy and procedural documentation, comprehensive process maps and change management documentation.

 

Manager Business Processes - Stockland

​August 2008 - March 2009

 

Stockland is one of the top 50 ASX listed companies and one of Australia’s largest, most diversified property groups. The Residential division specializes in the creation of medium and large-scale master-planned communities in key urban growth markets. I reported to the National Finance Manager and managed several virtual teams of between 3 and 7 project staff. 

 

My responsibilities included the following:

• create a strategic ‘Vision’ for Residential finance in terms of process and solutions

• discover, optimise, document, control and standardise internal E2E operational and technology processes across silos

• lead and project manage process-focused business improvement / BPR projects including the development of Business Case and business requirements

• bring together Residential business and IT to ensure complete business solutions are implemented and maintained to ensure a group-wide approach with maximum efficiencies

• identify and define change management strategies, including (senior) Stakeholder liaison and management.

 

Specific projects included:

• process re-design and implementation of (Aged) Inventory and Revenue split reporting.  Re-engineer solution and process within JD Edwards and associated applications (Siebel, FileMaker Pro, TM1) using full SDLC

• standardization of the Residential division product list and technical / commercial data definitions

• establishment of a group-wide ‘Program Working Group’ (business-led PMO)

• generate ‘as is’ documentation of all Financial and Management accounting processes (including conveyancing). This involved liaison with external auditors (KPMG) where appropriate.

 

Business Improvement Analyst - Westfield Group

February 2008 - July 2008

 

Westfield is the largest listed retail property group by equity market capitalisation. The purpose of this role was to usher in more effective and efficient operational processes to the business. My specific responsibilities included two high-profile projects targeted at improving revenue assurance; namely invoicing to, and payments from retailers.

 

• outsourcing invoice printing and distribution operations to a specialist Mailhouse entity

• online presentment of invoice documentation to retailers via an online payment solution vendor.

 

Commercial and Operations Manager - SNAP Solutions (Malaysia)

August 2006 - December 2007

 

SNAP Solutions is a niche ITC consultancy formerly based in Kuala Lumpur, Malaysia, providing cutting edge ‘Service Management’ consulting and implementation services within the Telecommunication space. I assisted the CEO, Patrick Wijngaarden, in a ‘hands on’ capacity as follows:

 

• backend business systems design and implementation (financial, operational processes, sales and marketing, company administration and documentation, policy)

• business analysis on viability of numerous commercial projects

• operational support where required, including recruitment of consultants, generation of proposals, IT, local (Malay) audit requirements

• team management of between 3 and 5 telecommunications (service management) consultants

• vendor selection, negotiation, contract development and management

• service and project costing analysis, budgeting, revenue forecasting and variance analysis.

 

Senior Business Analyst - TNT Australia

​October 2005 - August 2006

 

TNT Australia is the original transport company that has blossomed into a global courier company. The purpose of this role was to undertake financial and business analysis in support of finance and operations. The role extended into providing analysis and support for ‘special’ strategic projects, usually involving significant CAPEX or company-wide strategic realignment.

 

My responsibilities included the following:

• analysis and reporting of international and domestic consignment KPIs

• in-depth consignment routing and depot operations analysis. This included financial performance (revenue assurance / compliance and risk) analysis and evaluation.

• review of consignment business processes and pricing strategies to identify areas for improvement.

   

Senior Business Analyst - Diageo

​August 2005 - September 2005

 

Diageo is a global alcoholic beverage manufacturer and distributor. The purpose of this short term contract role was to create a series of management reports in Business Warehouse (BW), subsequent to Diageo’s successful implementation of SAP.

 

My responsibilities included the following:

• replication of the management reporting pack including Brand Profit & Loss, Case Rate Reviews and Trading Profit Summary for distribution to the business units

• liaison with Accenture in Manila (Philippines) to create, test and fix reports as necessary

• reconciliation of last year figures in Cognos and SAP prior to transfer into Business Warehouse.

 

Business Analyst - Millhouse Capital (UK)

​June 2004 - July 2005

 

Millhouse Capital is a UK and Russian-based company established to manage and operate the personal and business assets of two high net-worth individuals. The purpose of this role was to implement the requirements of one of the owners, ensuring that this was done in a well-planned, exacting and professional manner.  I reported directly to the owner, working independently and liaising with or managing other team members when required.

 

My personal responsibilities included operational control and management of the following:

• financial reporting and dry lease arrangements on two business jets – one operated by the owner for personal use and the other as a commercial lease.  Average monthly turnover per aircraft c€275K

• project management and overall control of total renovation project for 14th century French Chateau located near Bordeaux.  This included the original Chateau building, surrounding buildings and landscape.  Project value c€12M, two teams of up to 12 staff

• responsible for managing the Chateau wine production business (34 hectares), including re-branding, a significant upgrade of winery facilities, process and vineyard.  This also included the management of a 32 hectare dairy farm.  Total staff 6 FTE

• responsible to owner for c£2.5M interior decorating project at his new £20M central London residence. Significant supplier management

• in conjunction with a colleague, assisted in the  £9M purchase of 15th century, 450 acre country manor (Sutton Place) in Surrey, UK. Responsible for taking possession, making the estate operational and habitable (empty for 20 years) at a standard acceptable to the owner, including five other residential homes on the property

• responsible for ensuring London residences (x3) were operating smoothly and addressing any day-to-day issues in conjunction with the House Manager. Total staff nine FTE.

 

The focus on this role is ‘getting things done’ by whatever means necessary. In January 05, I was ‘promoted’ to focus entirely on new and / or construction projects and to leave the day-to-day management of the London residence to the House Manager.

 

Other previous roles...

 

• Sony UK - Planning Analyst from March 2003 - June 2004

• Energis UK - OPEX Management Accountant from June 2002 - March 2003

• Chapman Taylor - Senior Project Accountant from October2001 - April 2002

• RailEurope - Management Accountant from April 2001 - July 2001

• Flextech Television - IT Project Manager from August 2000 - March 2001

• Professional Affinity Group Services - Financial Analyst from February 2000 - August 2000

• Contiki Europe - Driver for 1999

• BM Group Holdings - Operations Manager from November 1996 - December 1998.