Senior Manager, Transformation Consulting at Tranzformd (2025-12 – Present)
Senior transformation delivery role supporting a major enterprise transformation program at the University of Technology Sydney, leading integrated planning, master scheduling, cross-program dependency management and executive reporting. Responsible for improving delivery visibility, managing critical path risks and coordinating remediation activities to support successful implementation readiness.
- Leading integrated master scheduling across multiple transformation workstreams, aligning delivery milestones, dependencies and implementation activities with program objectives.
- Managing cross-program dependencies, critical path analysis and delivery risks to improve execution visibility and enable timely intervention.
- Facilitating planning and reforecasting sessions with delivery teams to manage sequencing challenges, competing priorities and emerging delivery risks.
- Took ownership of downstream system remediation activities outside the original transformation scope, establishing delivery coordination across business and technology teams to ensure critical system changes were implemented within ERP timelines and operational readiness requirements.
- Managing delivery activities across business and technology stakeholders, ensuring downstream system readiness aligns with broader program milestones and university operational constraints.
- Providing executive sponsors and governance forums with integrated delivery insights, milestone reporting, dependency analysis and risk visibility to support informed decision-making.
- Partnering with program leadership, technical teams and business stakeholders to strengthen delivery coordination and maintain transformation momentum.
National Manager, PMO at Downer (2025-07 – 2025-12)
Responsible for PMO function overseeing portfolio governance, reporting transformation, and delivery assurance across large-scale programs.
- Defined a three-horizon PMO roadmap focused on stabilisation, standardisation, and capability uplift
- Managed governance and assurance frameworks, improving executive confidence in delivery reporting and compliance
- Introduced early-warning indicators and portfolio forecasting models to improve schedule and resource visibility
- Stabilised underperforming projects through strengthened controls, governance discipline, and delivery recovery actions
- Developed portfolio-level performance indicators and reporting mechanisms that provided forward-looking insights into schedule performance, resource constraints and delivery risk.
- Transformed fragmented reporting into automated dashboards, improving data integrity and reducing reporting cycle time
- Established performance visibility through standardised reporting and governance structures
Manager, PDO at Queensland Rail (2023-06 – 2025-06)
Led enterprise portfolio planning, execution governance and delivery performance across more than 90 capital projects within a complex operational railway environment. Partnered with operational leaders to prioritise initiatives, coordinate delivery dependencies and improve implementation outcomes across the portfolio.
- Led portfolio-wide recovery initiatives addressing delivery issues requiring executive intervention.
- Improved schedule integrity from 29% to 90% across 90+ projects through structured scheduling and integrity frameworks
- Implemented project performance reviews and governance controls to strengthen accountability and delivery discipline
- Conducted portfolio health reviews identifying delivery, governance and schedule risks requiring executive intervention.
- Redesigned budgeting and forecasting processes, improving accuracy and strengthening executive financial confidence
- Reduced asset capitalisation backlog by 90% and accelerated turnaround time by 85% by streamlining process & governance, resolving a long-standing enterprise issue
- Delivered integrated portfolio insights across schedule, financial, risk and delivery performance, enabling proactive identification of trends, emerging risks and prioritisation decisions at executive level.
- Built automated Power BI dashboards, reducing manual reporting effort by approximately 15h/week
- Improved portfolio visibility, decision-making through integrated financial and project health reporting
- Developed workforce planning tools, risk frameworks, and PM capability assessments to uplift delivery maturity
- Enhanced PDO reputation, uplifting stakeholder satisfaction score from 1.5/5 to 3.9/5
PMO Manager – Information & Digital Systems at NSW DCJ (2021-08 – 2023-05)
Led portfolio planning, governance and delivery enablement across the Information & Digital Systems division, partnering with business and technology leaders to successfully implement digital transformation initiatives.
- Coordinated planning and implementation activities across multiple digital initiatives.
- Managed portfolio dependencies, resource planning and implementation sequencing.
- Recognised by executives for transforming delivery capability and improving project initiation performance
- Introduced portfolio reporting practices and performance metrics that improved executive visibility of delivery status, pipeline health and resource demand.
- Improved organisational readiness through strengthened governance, planning and reporting improving visibility of project pipeline performance, resource demand and delivery status for executive stakeholders.
- Replaced static reporting with interactive dashboards integrated into PPM tools, improving visibility and insight
- Enhanced enterprise PPM platform with pipeline tracking, resource management, and automated reporting
- Uplifted PMO maturity through redesigned governance frameworks, stage gates, and assurance processes
- Built PMO portal and knowledge hub, centralising governance tools, templates, and delivery standards
- Streamlined project initiation and change processes, significantly reducing delivery lead times
Manager, PMO at Yarra Valley Water (2020-03 – 2021-04)
Led the PMO supporting portfolio planning, prioritisation and implementation of strategic improvement initiatives.
- Designed and implemented enterprise PMO structure, aligning delivery governance with strategic objectives
- Introduced structured prioritisation and investment governance frameworks for portfolio decision-making.
