Technical Implementation Project Manager

Global Transaction Services, Westpac Institutional Bank

January 2020 – Present

Leading technical integrations, either as Project Manager or Business Analyst, for Qvalent payment and reconciliation systems.

• Stakeholder management – Maintained project momentum and avoided issues by collaborating with product owners, service teams and the customers project team to successfully manage expectations and milestones with the significant requirement of establishing over a 1000 new EFT facilities in a short time frame.
• Continuous Improvement and Initiative – Worked on multiple high-priority projects outside my core role, collaborating with stakeholders, project managers, business analysts, and customers to help deliver a program of work, reducing risks and costs.
• Continuous Improvement – Improved team efficiency and reduced risk by designing and building an application to integrate with JIRA, enabling my team to better and more efficiently use JIRA for their projects, completed in my own time and at my own expense.

Technical Implementation Project Manager

Client Integration and Transition, IB&M, Commonwealth Bank

October 2011 – December 2019

Project managing the IT component of major integrations for new business wins of the bank's largest and most important customers. Perform technical consulting, solution design & build for any specialist customer requirements. Consulted on internal projects, including Data File Translation Service, Payment Remediation Program, Multi Currency Capability, Virtual Accounting Platform and Core Banking Modernisation. Worked with JIRA, Confluence, IBM Sterling, Visual C#, SQL and REST API

• Project Management – Minimised business and financial impact by utilising agile methodology, leadership and change management when project managing the complex systems integration of a State Government, a major department store and Australia's largest shopping centre chain.
• Problem Management – Successfully avoided significant project issues and delays during the transition of a multinational commodity trading and mining company by using analysis, problem solving and stakeholder management in designing, building and delivering a tactical solution in a short time frame with zero defects, saving tens of thousands of dollars of unbudgeted costs.
• Analysis and Process Improvement – Maintained project momentum and avoided issues by collaborating with product owners, customer to successfully manage stakeholders’ expectations and requirements while resolving conflict, building trust and installing confidence.
• Continuous Improvement – Improved team efficiency, team accuracy and reduced risk by designing and building a suite of tools using Visual C# to improve systems integration; along with JIRA customisation to automate time consuming manual tasks.

System Manager

Service Delivery, Enterprise Service, Commonwealth Bank

January 2008 - October 2011

Manage and maintain all aspects of the PBS Payment applications Bank Payment Hub, MQ Hub, Axway’s Tumbleweed, JMT (C# applications on Windows Server), ODX (Webmethods), HVDD(linux), EBSG(mainframe), Diammond & Quickline applications through use of appropriate risk, change and project management methodologies; and suggestion of business process improvements to achieve continued improvement in productivity, efficiency and reliability of systems and processes and assist in meeting both client and business needs and compliance requirements

• Solution Design – Increased competitive edge by pioneering, designing and building the Bank’s first Intraday BPAY reporting, used for 10 years with wide spread utilisation including the Bank’s largest BPAY billers.
• Incident Resolution – Reduced customer impact and brand damage by successfully managing the high severity incident resolution on the Bank’s most critical domestic payment systems; through to Root Cause Analysis and implementing Permanent Correct Actions.
• Process Improvement – Ensured system stability by reducing fortnightly incidents from an average of 45 incidents per fortnight to an average of < 5 incidents for fortnight.
• Leadership/Vendor Management – Increased effectiveness of support team from 3rd party vendor, utilising leadership by mentoring, guiding, and inspiring the engagement of team members.

Technical Manager

Business Solutions, Commonwealth Bank

July 2005 - January 2008

Identify individual client technology requirements, working as Solution Architects to design, present and build client specific solutions

• Solution Design/DevOps – Reduced processing time and cost by re-engineering the receivables process, streamlining new debtor creation and reconciliation process, eliminating slow and manual processes for the largest family owned hire business in Australia and New Zealand.
• Process Improvement – Reduced time and effort required for solution support using solution design and problem solving by designing and building internal ASP.NET dashboard and job management for use by help desk and relationship staff.
• Problem solving – Overcame project roadblock by designing and building a tactical solution to integrate a Multinational finance company’s New Zealand Visa Business Card data into their global MasterCard reconciliation System.

Technical Manager, Technical Services

Working Capital Services, Commonwealth Bank

Jul 2003 – Jul 2005

Technical Consultant, Technical Services

Working Capital Services, Commonwealth Bank

Sep 2000 – Jul 2003

School & Student Banking Help Desk

Commonwealth Bank

Jan 1999 – Sep 2000

Operations Centre

Commonwealth Bank

Feb 1995 – Jan 1999