IT Programme Management (since 1991)
Highlighted Engagements:
Australian General Insurance Company (2007): Project review and turnaround of Federal Budget Initiative (FBI) remediation project involving modifications to over 14 portfolio administration systems. Asked to intervene after 12 months into an 18 month project with few deliverables completed, Nick led a team that defined a roadmap that enabled completion of the statutory changes within the final 6 months on-time.
Australian Manufacturer of Warehousing Systems (2006): Project Director and support to the CIO for the implementation of Infor SiteLine ERP system to support business separation from its German parent company and previous SAP environment. Due to the imposition of heavy separation penalties by the German parent the ERP implementation needed to be implemented across all sites in APAC within 100 days. Separation was completed successfully.
Australian Subsidiary of Global Services Company (2003-2004): Initially asked to undertake a 4-week review of in-flight JDE implementation projects in Australia and New Zealand, Nick was asked to take on the role of APAC JDE Project Director to oversee the recommendations and completion of the program. Involved in managing multiple partner relationships with Oracle and Deloitte.
Global Technology Company (1999): Project Manager for Australian and New Zealand for the 6 month Business Analysis and process review of the global implementation of new CRM (Siebel) systems (Project Missouri). Facilitated the global alignment of business processes so that Marketing programmes could be rapidly deployed to meet global schedules.
Global Electrical Wholesaler (1999): 6-month role as Project Director for the assessment and remediation of the Group’s exposure to Year 2000. In parallel led the business analysis and requirements gathering to select a replacement ERP core business system that would support all Group business operations.
Australian Subsidiary of Global Tobacco Company (1995-1997): Programme Management support to SAP implementation to replace legacy Oracle applications. Initially undertook the role as Benefit Realisation Manager but subsequently oversaw the final implementation phase.
Other Client Engagements:
Australian Insurer (2007): Business requirements review for ‘rules-based’ fee calculation system and assessment of potential packaged-software providers.
Australian General Insurance Company (2007): Project review of the changes required for the Bank to become a manufacturer of car insurance products (Project Daytona).
Australian Exchange Trading Company (2007): Oversight of post-merger integration project of West Australian broker. Managed the full-time Programme Manager.
Australian Telco (2006): Business analysis requirements review and recommendations regarding potential options to satisfy retail and wholesale Internet customers.
Australian College of Physicians (2005): Program Management of core business system upgrade.
Australian Institute of Management (2005): Business analysis supporting the implementation of a new CRM system to become the core business solution for training and membership management.
Australian Manufacturer of Gaskets and Seals (2005): Feasibility study and requirements analysis assessing the suitability of new ERP system to support the operations of this manufacturing company.
Global Safety Equipment Manufacturer (2005): Implementation of Infor SyteLine ERP system for Manufacturing and Supply Chain processes.
Australian Wholesaler of Printing Equipment (2004): Requirements Analysis and feasibility study to implement new ERP system to replace legacy systems for this distribution company.
Australian Confectionary Manufacturer (2002): Business requirements review and feasibility study for implementation of new ERP systems for this manufacturing company.
Australian Plastic Packaging Manufacturer (2001): Business Requirements review, software tendering and client project management of new ERP systems to support this plastic tube manufacturer.
APAC Regional Subsidiary of Global Business Services company (2001): Business requirements review, tendering for provision of payroll services.
Australian Telecom Services provider (2000): Support to Project Director in implementing whole-of-business systems as part of separation from Major Australian Telco.
Australian Manufacturer and Retailer of clothing (1999): Business requirements analysis and software selection and tendering for a new ERP system for this ‘mixed-mode’ retail/mail-order distribution company.
Australian Subsidiary of Global General Insurance Company (1998): Australian Project Manager for the floatation and subsequent trade sale of the global insurance company to leading global re-insurance company.
Australian High Street Department Store Chain (1998): Program Management of Implementation of Access 2000 Store Charge card system.
Australian Energy Retailer (1997): Project Director for implementation of CRM system to support first round of contestable customers.
Australian Manufacturer of Bakery products (1997): Project review, turnaround and re-tendering of company-wide new ERP system. Baan project was unable to be completed with a resulting switch to SAP as an alternative.
Australian/New Zealand Insurance Company(1994): In-flight project review and turnaround.
UK Department of Transport (1989-1993): Design of Asset Management System for Pavements (UK Pavement Management System)
UK Department of Transport (1991): Design of Network Referencing System for Road Maintenance Management
