anton nekic delivery exec.doc

Anton Nekic

Phone: 0412 469 882

Email: [email protected]

Professional Statement

Anton has proven expertise in Enterprise Service Management, Portfolio Management and leadership. He sits on the CIO Executive Council and has developed trusted advisory relationships working on the both the vendor / client side in senior executive engagements.

Key Competencies:

Portfolio Management

Service Management

System Operations

Financial Management for IT

Key Business Achievements

NAB- Home side

Value Chain have provided IT project services to the National Australia Bank.

Business Need

Initial projects in the area of business surrounding mortgage origination and lending included re-development of the intranet system which services the rapidly increasing NAB-Home Side Lending network of Brokers, Solicitors and internal administration and marketing staff.

The system receives information from several production systems which were linked to the central MIS platform.

Solution Delivered

Anton Nekic worked closely in partnership with NAB management and IT on these projects to improve delivery, scalability, flexibility and reporting. The result of this technology services partnership is a system which has a high degree of ownership by the people who rely on it. Affirmations of support from clients of the system have been received regarding the speed, quality and ease of use of this business support system.

Value of Solution

Utilising this technology solution, NAB- Home side Lending had experienced significant growth and cater for large transaction volumes.

Additional projects and services have been provided to NAB to support systems essential to business process improvement and solution delivery for NAB clients.

Resume of Anton Nekic of 7

Senior Executive - Contracts

Value Chain

Principal

Key Engagements include : Jan 2009 - Current

Orica

Senior Project Leader

Managing a team of Project Managers and a PMO.

Leadership role for PMO

Monitor and control at strategic level

Develop and manage the performance and capability of direct reports

Service Management Operations and Financial Management embedded globally for IT recharge both from a project and operations

International Training and Development

Associate

Performance Management Systems development for a range of clients and coaching leading a team of project managers

1 on 1 Executive and Project team coaching to successfully turn around projects in trouble by managing team differences.

Peak Team Performance coaching and culture uplift for a range of clients where high levels of organisation change was occurring.

Emergency Services

Enterprise Service Operations Lead

Development of an integrated approach to emergency Services sector to improve community outcomes. Review current capability and needs, to deliver emergency services communications

and engagement. Development of information that can be used as operational intelligence during

prevention, preparation and response activities to ensure resilience of the Emergency Services sector.

Formalisation of the service delivery model and ensure integration service delivery is defined as a common approach for the sector and key strategic vendors to work together.

Develop business cases on behalf of and grow project pipeline as part of business engagement with the sector.

Strategic intervention’s for projects in trouble and coaching project manager’s/business analysts to ensure a portfolio approach leveraging Global Enterprise experience in the private sector.


Rio Tinto Enterprise

Enterprise Service Management Lead

Global Enterprise Service Management Lead for Rio Tinto who were undertaking a Data Centre Migration to Australia and responsible for global business engagement, organizational change management and ensuring that the ITIL processes support the data centre.

Development of the data and reporting process to support availability and capacity management.

Global Enterprise Service Management Lead for Rio Tinto who were undertaking a Data Centre Migration to Australia and responsible for global business engagement, organizational change management and ensuring that the ITIL processes support the data centre.

Development of the configuration management database to support the new ITIL service processes.

Identifying innovative delivery and engagement models to reduce the service delivery costs through the management of an outsourced contract where CSC was the outsourced provider for Rio Tinto.

Kennedy Needham Associate

Consulting support range of target clients.

Reposition the advisory practice to include project change management to unlock new opportunities for the Group in both a practice sales and delivery engagement model.

Key Client Engagements for Kennedy Needham Included :

Shell

Consultant

Shape SAP Projects around asset management globally and integration with master data management for supply chain and distribution.

Pre deployment review to ensure alignment with key stakeholders globally in line with original objectives and expectations.

Business acceptance of change for new application along with proposed processes being appropriate level of detail and “fit for purpose”.

Project Governance established globally and embedded.

Dependencies with other projects and work streams identified and managed.

Cut over plans established to clearly articulate the “why and how”.

SAP skills and knowledge embedded into Shell permanent staff through post deployment period.

Development of role transition plans that clearly documents what activities will be completed and accountability for transitioned processes and tasks.

Leadership engagement strategy and awareness sessions for business leaders.

Business Communications and stakeholder management plan.

Handover projects to permanent staff once project turnaround services objectives achieved.

Crown


Portfolio Management

Developed the business requirements for a Portfolio Management Tool ahead of a

budgeted 200 hour’s work effort and delivered less than 50 hours. Built in future state capability to ensure standardised, transparent, repeatable and

scalable delivery environment. Ensured that team were able to handle information quickly and effectively , focusing

on getting things done Improved the overall project management process and established the foundation for

the governed project management providing capability uplift. Provided a dedicated set of rules for running projects and guided all project managers

through the process and provided a clean, organised collaborative environment.

GE CapitalStrategic Projects Manager

Establishment of a business case for the Positive Credit Bureau as an industry program with GE opting in due to significant benefits unlocked across the enterprise

Management of Credit Card processing projects in trouble across the group and provided corrective action to ensure that the program was on track.

Develop and maintain a thorough understanding of legislation and regulations pertaining to financial services and their delivery

Facilitate the consolidation of issues across the program and resolve within the delegation of authority agreed with the Steering Committee

Establishment of program resource plan & delivery of program of work to agreed timeframes, budgets and objectives utilising appropriate project management rigour

Designing M banking program of work and examining transformation scenarios driven by technology and operations synergies

Management of pipeline of all projects and validation of cost /benefit analysis

PMO uplift for enterprise resource management and drive operating rhythm across GE

Work Safe SA & Vic Sep 2008 – Dec 2009General Manager - Shared Services

Development of consistent and repeatable project management processes across both TAC and Work-Safe along with Managed Project Assurance Reviews for a range of projects.

Key responsibilities:

Managing risk profiles of projects

Aligning and delivering repeatable and consistent delivery processes to both organisations

Selecting projects and generating buy-in from stakeholders

Developing methodology for enterprise wide project management operations

Analysing work breakdown of structure for the Treatment Provider and Connectivity Program.

Responding to audit reports - appropriate inventory

Resolving audit issues within three week deadline

Inventory of all software licences

Researching and understanding commercial arrangements regarding licences


Ensuring repeatable processes and systems were in place and followed

Communicating key recommendations to asset and communications/commercial management around the information of Performance Management Framework

Reducing cost of OH&S compliance in terms of business improvement

Quantification of risks in dollar terms and associated mitigation

Utilising data to support risk management

Benchmarking across jurisdictions and introducing best practice

Conducting in flight reviews for high risk projects

Providing management support and leadership to project managers

Improving capability uplift for the Project Management Office

Department of Transport May 2007 - Aug 2008Group Business Engagement Manager - acting CIO

Development of Information Management Strategy and Program Establishment


Providing evidence based policy and planning across department

Developing strategy, treating data as physical asset

Validating business direction and engaging key stakeholders to gain buy-in

Initiating a self-service program and producing self-service capability reports

Managing commercial contracts

Maximising the benefits of ICT contracts

Developing the investment logic proposals

Initiating an engagement approach to ensure stakeholders were aligned to the business plan

Conducting workshops with key stakeholders, producing a clear set of short and long term outcomes

Developing an Information Management Strategy, facilitating a corporate approach to integrated policy and planning

Logical Tech Value Chain Dec 2005 – April 2007Practice Director

Consulting and as part of a Global business venture defining and leading a cross consulting practice to create value in each customer interaction and focusing on the total customer experience.


Researching and understanding the business direction of each client and development of Service Intelligence Capability uplift for IT Operations.

Developing engagement strategies around partners as the basis of a go to market strategy.

Delivering new contracts through provision of bid management services

Developing and maintaining of business continuity and disaster recovery plans for major change projects as a value added service to service operations.

Analysing and transforming the sales approach to maximize revenue in key accounts and reduce staff turnover within Telco, Banking and Government

Governance


Ensure department operational expenses meet or are below budget ($30 million).

Ensure administered program expenses meet or are below budget ($350million).

Ensure forecast expenditures are consistent with PBS forward estimates and Module budgets.

Ensure statutory requirements met, including sign off of accounts.

Effective risk management programs in place for all Operations.

Telstra

General Manager April 1991 – Dec 2005

Government Delivery for Projects and Sales management

Emergency services projects

Health Sector projects

Migration of Government Customers from legacy products

USO Universal Service Obligation – Telephones and Payphones delivery as part of Telstra Regulatory commitments.

Business Intelligence Program of Work

The business problem included inadequate technology detrimental to flexibility and scalability along with lack of visible measures, resulting in an inability to drive accountabilities across the business, including a lack of centralised reporting functions.

Delivering the business a centralised approach to reporting and delivery

Providing self-service capability to the 110 users, within an overall budget of $2.5m

Reducing manual costs associated with the production of manual scorecards

Preparing a business case for the funding of a self-service data warehouse

Transferring staff within the call centre to more effective value adding functions

Planning resources to support estimate, ensuring availability as required

Telstra Six Sigma Program

Providing “measures that matter” to all of Telstra’s project managers to support the Six Sigma implementation

Supporting the Project Managers, through coaching and mentoring, in the deployment of Six Sigma

Developing a central metrics repository, ensuring projects could be executed in a timely manner

Directory Assistance Program of Work

Managing project services to the entire retail channel

Leading the delivery of Telstra's Directory Assistance Transformation Program

Reducing average handling time, reducing manager to staff ratios and operational cost

Introducing and implementing customer surveys to improve communication and customer relationship and experience

Developing and implementing a Program Governance Framework

Telstra Project Management Community


Presenting on thought leadership to the Telstra Project Management Community

Developing project business benefits and business engagement frameworks into the project methodology

Additional projects I led:

Future Edge Sharp Edge Project Management Office Manager

CRM Program Manager for Siebel Implementation in Telstra’s front of house

Telstra Retail Call Centres & Shops process improvement and new systems implementation

Corporate Systems Program of Work (SAP ERP , Supply Chain , Time and attendance)

Y2K and GST Program Manager

National Sales Manager

Responsible for win back campaign and sales in the consumer and SME Segment

Development of Data, IP and enterprise services channel

Hosted and Managed Services Enterprise Sales

Professional Associations & Qualifications

Master Project Director Accreditation - The Australian Institute of Project Management.

CIO Executive Council of Australia – Board Member.

Commerce Degree.


anton nekic delivery exec.doc

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