Engagements & Projects

Job ordering data was captured in Excel spreadsheets on construction sites, then manually re-keyed into Zavanti ERP — a construction management platform backed by a SQL Server database. This double-handling created a two-week processing cycle requiring five staff, with a high error rate and no audit trail between field capture and the ERP record. The manual re-entry was the single biggest source of delay and data integrity risk in the operations workflow.

I built an integration layer using Microsoft Access with ODBC-linked tables connecting directly to Zavanti's SQL Server database. Excel was retained as the field capture interface — site staff were already using it, so there was no training overhead — but scripted with VBA to validate and clean data before submission. SharePoint acted as the workflow backbone: field staff submitted completed job data via SharePoint lists, which triggered Access macros to transform and write records directly into Zavanti via the ODBC connection. Manual re-entry was eliminated entirely. The solution used only tools already in the organisation's stack — no new software, no vendor engagement, no licence cost.

Job order cycle time reduced from two weeks (five staff) to three days (two staff). Throughput increased significantly without headcount. A full end-to-end audit trail was established for the first time, giving operations management clear visibility over job status from field capture to ERP entry.

Ramsay Health Care required a new enterprise LMS capable of managing compliance training and records for 80,000 staff across a large, regulated healthcare environment. The migration involved approximately 5 million compliance enrolment records — with zero tolerance for data loss or integrity errors in a compliance-critical context.

Led the full LMS implementation and data migration end-to-end, from scoping through to go-live. Designed the migration architecture to handle scale and compliance requirements, established multi-stage validation checkpoints to ensure record integrity throughout the migration, and managed the go-live across Ramsay's distributed sites with minimal disruption to ongoing compliance obligations.

Successful implementation of an enterprise LMS for 80,000 users. All 5 million compliance enrolment records migrated with integrity validated at each stage. Ongoing compliance obligations maintained through the transition with no reported gaps.

Kinect Securities — an AFSL-licensed financial services business — was operating across three sites (Sydney, Gold Coast, Melbourne) on ageing peer-to-peer network infrastructure. The existing setup couldn't support growth, had no structured backup or disaster recovery capability for a regulated environment, and telephony costs were significant with no plan to rationalise them. The business needed a modern, supportable foundation across all sites without disrupting live trading operations.

Designed and delivered a full infrastructure uplift across all three sites, migrating from peer-to-peer architecture to a structured client-server model. Implemented SIP trunking across the business, replacing the legacy telephony setup with a lower-cost, higher-reliability solution. Designed and deployed a backup and disaster recovery framework appropriate for the AFSL-regulated environment — ensuring data retention, recovery point objectives, and audit trail requirements were met. All work was sequenced to minimise disruption across sites operating in live financial services environments.

Telephony costs reduced by 70%, saving approximately $120,000 per annum. Infrastructure across Sydney, Gold Coast, and Melbourne modernised to a consistent, scalable client-server model. Backup and disaster recovery capability established for the first time, meeting the regulatory expectations of an AFSL-licensed environment. All sites transitioned without disruption to trading operations.

Customer requests were handled inconsistently, with no consistent intake-to-resolution pathway. Leadership assumed the resulting delays were a capacity problem. Pulling three months of real request data told a different story: systemic misrouting, not headcount. This created poor customer experience, unpredictable resolution times, and missed opportunities to convert support activity into billable work — and the boundary between included support and chargeable scope was ambiguous and often disputed.

Built a billable global triage framework establishing consistent intake, size categorisation, and resolution pathways, so work-type re-categorisation meant requests reached the right queue on the first pass instead of after repeated failed starts. The framework clearly differentiated between included support entitlements and billable scope size, creating a defensible services motion that was transparent to customers. Proved the model in one region first, then scaled it across APAC, US, and EMEA as part of the global PMO operating model.

Reduced misrouted and duplicated requests by 60% and compressed intake turnaround from months to days for 90% of incoming work — with no increase in headcount. Improved customer experience through consistent, predictable triage, and converted previously unrecovered consulting effort into a repeatable, revenue-generating services motion linked directly to support operations.

The NSW Department of Education's Go2Workplacement platform was due for a refresh. Student and administrator engagement was low, and reporting usability was a persistent pain point for department stakeholders. The platform needed to be modernised without disrupting the existing user base or the department's established workflows.

Led platform refresh and experience uplift, working directly with NSW DoE stakeholders to prioritise improvements to engagement pathways and reporting interfaces. Managed the delivery through Janison's platform capability, with a focus on user-facing improvements that would be immediately visible to students and administrators without requiring structural changes to the department's processes.

Improved platform engagement and reporting usability for NSW DoE stakeholders. Platform successfully refreshed within scope, delivering visible improvements to the student and administrator experience across the statewide workplacement system.

Landev's core infrastructure was running on Windows Small Business Server 2008 — a platform approaching end of support with no viable upgrade path — alongside SharePoint on-premises, which created ongoing maintenance overhead and limited collaboration across construction sites. The business needed to exit end-of-life infrastructure without disrupting day-to-day operations or losing data accumulated across years of business activity.

Led the full migration from SBS 2008 and SharePoint on-premises to Microsoft 365. Designed the migration sequence with data backup and integrity validation as preconditions at each stage. Established security policies, user provisioning, and access controls in the new environment before cutover. Staff communication and training was embedded in the rollout to ensure adoption wasn't left to chance. The migration was staged to contain risk, with rollback procedures documented for each phase.

Full migration to Microsoft 365 completed with no data loss. End-of-life SBS 2008 infrastructure retired. Security policies established from day one in the new environment, and staff transitioned with minimal disruption. The business moved from a supportability risk to a modern, cloud-hosted platform with a clear operational baseline.

Landev was operating without integrated core systems for construction management, field workflow, or accounts payable. Project data, field activity, and invoice processing all ran through disconnected manual processes — creating double-handling, approval delays, and reconciliation work across finance and operations. There was no single source of truth for project status or financial commitments, and no structured way to manage the volume of invoices flowing through a construction business.

Led the selection and end-to-end implementation of three integrated business systems: Databuild ERP for construction project management and financials, Onsight Companion for field workflow and job management, and Filebound for OCR-driven invoice processing and document management. Each implementation was scoped against the operational workflow it replaced, with data migration, user training, and go-live support managed in sequence to avoid compounding disruption across departments.

End-to-end systems coverage established across construction management, field operations, and accounts payable. OCR invoice processing through Filebound reduced manual data entry in finance significantly and created an auditable document trail. The three platforms together replaced fragmented manual processes with a connected operational core — giving management reliable visibility over project costs, job status, and financial commitments for the first time.

Landev required a full data centre and PABX relocation — moving the core infrastructure underpinning construction operations, finance, and communications to a new physical location. Any extended outage would directly impact site coordination, financial processing, and internal communications across a business running active construction projects. The window for disruption was effectively zero.

Planned and executed the full relocation, coordinating the sequencing of infrastructure moves, connectivity switchover, PABX cutover, and post-migration validation to compress the disruption window. Each stage had a documented rollback procedure. Systems were brought up and validated in sequence rather than simultaneously, reducing the risk of compounding failures. The migration was scheduled to align with the lowest-impact window for business operations.

Full data centre and PABX relocation completed with under two hours of total downtime. Operations resumed without incident. No data loss and no unplanned service interruption outside the agreed maintenance window — a result that reflected the sequencing discipline in the plan rather than luck.

Print costs across Landev had never been formally reviewed against market rates or current usage. Existing supplier arrangements had been in place without renegotiation, and there was no visibility over total spend, contract terms, or whether the business was getting value. For a construction business with high document volumes across sites, print infrastructure was a significant operational cost that had quietly grown without scrutiny.

Conducted a full review of print infrastructure, usage patterns, and existing supplier agreements across the business. Benchmarked costs against current market rates and identified where the existing contracts were out of step with actual volume and capability. Negotiated revised agreements — consolidating vendors, restructuring contract terms to reflect real usage, and introducing service-level accountability into the arrangements. The process was structured to be repeatable and was used as a template for reviewing other supplier categories.

Print spend reduced by 30%, delivering approximately $72,000 in annual savings. Contracts restructured with clearer terms and usage-based accountability. The negotiation established a repeatable vendor review approach that was subsequently applied to other supplier categories — shifting the business from passive contract renewal to active cost management.

Connected Technology Alliance was engaged by the Department of Home Affairs to stand up a national, ISO-aligned IoT cybersecurity labelling scheme — an energy-star-rating-style trust label for consumer smart devices, internationally aligned to Singapore's Cybersecurity Labelling Scheme and ETSI EN 303 645 under the Cyber Security Act 2024. None of the operating infrastructure existed: no platform, no contracted supplier, no governance model, no staffing plan — only a co-designed policy brief and a fixed pilot deadline.

Ran a vendor selection across 12 candidate platforms on a weighted scoring matrix and authored the executive recommendation, choosing the option with the lowest delivery risk against the pilot timeline. Negotiated a five-year SaaS master agreement with volume-scaling cost tiers, replacing a punitive milestone-penalty clause with a partnership-aligned payment model, and caught a drafting error in the termination clause before signing. Built the governance and staffing model as six costed scenarios mapping fixed cost against volume, giving the Board a defensible path to financial self-sufficiency. To move fast on a dense policy brief, built and ran a production agentic AI workflow — Claude and Gemini via Antigravity in VS Code, with human-in-the-loop guardrails including critical-review passes and cross-corpus audits — to convert policy into a working operating model.

Selected platform delivers a 4-to-6-week configuration path instead of a 12-to-22-week custom build, keeping the program on track for pilot. Contract signed on partnership-aligned terms, with a drafting error caught before it became a liability. The Board now holds a defensible, costed path to self-sufficiency instead of an open-ended funding question. The agentic AI workflow built to accelerate this work has since been adopted by the wider CTA team.

Four Western Australian Government agencies — Landgate, the Department of Communities, the Department of Local Government, Sport and Cultural Industries, and the Department of the Premier and Cabinet — needed a shared training platform covering 8,000 to 12,000 combined staff. Each agency required its own single sign-on integration, secure data feeds, and certificate dependencies, and stakeholders needed one combined view of program status without collapsing each agency's own governance cadence into a single undifferentiated program.

Delivered the program on a shared platform architecture: a joint initial build across all four agencies, followed by individual implementation of agency-specific SSO, secure data feeds, and certificate dependencies. Held as Customer Success Manager through to renewal, running a single combined status view for executive stakeholders alongside individual governance cadences per agency — so government silos didn't force four disconnected programs.

Program delivered on time across all four agencies. Every agency was retained at the end of its initial term, proving the delivery model held consistently across government silos rather than favouring the easiest agency and struggling with the rest.

Held 2IC accountability for the APAC enterprise customer success portfolio, spanning organisations from 1,000 to 33,000+ employees. Roughly ten of those accounts had been carried personally by a spread-thin regional manager who held all of the client trust himself — a classic churn risk the moment that person moved on or lost bandwidth — while several other accounts across the wider portfolio were approaching multi-year renewal with no repeatable process behind them.

Built direct relationships across the inherited accounts through a proactive cadence and a co-built success roadmap per account, so renewal became the next milestone in an ongoing program rather than a decision each client had to make fresh. Applied the same cadence discipline across the full portfolio, and embedded a recurring strategic advisory engagement into one major renewal — deepening the relationship beyond the platform itself.

Every segment of the portfolio renewed. Three named multi-year recontracts — Cochlear, Bendigo and Adelaide Bank, and Downer — at three-to-five-year terms without discounting, alongside zero churn through the inherited accounts despite client-side restructures and contact changes. The embedded advisory engagement added approximately $250,000 in recurring annual revenue on top of platform renewal.