Andy Luiskandl

• As a member of Greencross Vets' Senior Leadership Team (SLT) and Greencross Pet Wellness Company's IT SLT, I am responsible for the IT needs of 180 general practice, specialist and emergency clinics across Australia (supporting 3,500 staff and 1.8 million client consultations per year).
• Through frequent visits to Greencross Vets clinics (including co-located Petbarn stores), advocacy (including at the Greencross Vets Clinical Symposium) and a highly collaborative approach, I developed a strong and trusting relationship between Greencross Vets and IT, along with key IT vendors (Covetrus and IDEXX).
• Working in close consultation with the Greencross Vets SLT, I spearheaded the development of an IT Roadmap to replatform Greencross Vets on the Cloud, with the first phase (Project Velocity) now underway to deliver shorter-term earnings-accretive benefits while laying the foundation for strategic and transformational change.
• When a key vendor unexpectedly announced the imminent shutdown of a mission-critical IT platform (enabling 15% of total revenue), I provided cross-functional leadership and facilitated rapid replatforming, which was achieved in 18 days from a standing start and resulted in incremental cost savings of $660K (minimum) and eliminated the risk of service disruptions and customer dissatisfaction.
• To better prevent or mitigate less resilient IT platforms suffering outages disrupting business operations (across both retail and veterinary care), I facilitated a holistic review with the wider IT team, resulting in a roadmap for implementing additional safeguards and mitigations.

With $11 Billion turnover, the Pallion Group is an Australian Top 3 privately-owned company and vertically-integrated precious metals business with operations throughout Australia, Europe, and China.

• While the business generated $7B in revenue in 2021, poor technology deployment, inefficient business processes, and catastrophic IT risks hindered and endangered its growth.
• By partnering with the CFO and recovering a failed ERP initiative, overcoming vendor lock-in, and implementing a multifaceted business technology strategy endorsed by the Board, I mitigated risk, fixed gross margin leaks, and enabled strong revenue growth (+40%).
• In order to capture B2C marketshare in the rapidly growing jewellery market, I led the implementation of a digital commerce platform (with 3D product customisation, manufacturing automation, and order fulfillment) that tripled revenue in this strategic, high-margin market (400% ROI).
• I also initiated and managed the development of a comprehensive AI business automation strategy (appraising all business functions within manufacturing, retail, customer service, shared services, operations, and finance). Using Robotic Process Automation (RPA), we quickly automated inefficient processes, reducing the time it takes to onboard B2B customers by 95%, for example.
• Oversaw the technology fitout of the world's largest robotic gold and silver barring plant and a new precious metals retail center in Sydney's CBD. Additionally, my team developed enhanced data reporting and dashboarding (using Microsoft PowerBI).
• As the company had $11B in turnover and $500M in customer deposits to protect, I spearheaded the implementation of a state-of-the-art cybersecurity defense system (supported by Microsoft, Lenovo, and Deloitte).
• To successfully execute, I built a high-performance team of 25 IT professionals with deep business knowledge across the company's subsidiary businesses (manufacturing, retail, precious metals financial products) supported by an agile IT operating model and the Skills Framework for the Information Age (SFIA).

In the digital transformation space, Digital Success Factors was a boutique consultancy. As Managing Partner, I defined and executed transformations across multiple industries in fixed-term executive contract roles such as:

Head of IT at Healius Medical Centres ($330M healthcare business, 80 medical and dental centres, 3,500 staff):

• As part of my tenure on the XLT, I designed and successfully executed a multi-pronged technology carve-out strategy that ensured a smooth transfer of ownership on Day 1. By channeling external vendor partners into an orderly, efficient, and transparent program, I was also able to prevent a huge (multi-million dollar) carve-out cost blowout.
• Having gained the support of the CEO and XLT, I led an IT strategic sourcing program that unlocked $70M in incremental enterprise value, sweeping technology upgrades for medical and dental centers, and multi-million-dollar savings.
• Despite the challenges of the COVID-19 pandemic, built a multidisciplinary team of 25 people to successfully implement the carve-out while increasing IT performance for clinics and consumers (+95% compliance with SLAs).
• In order to support the development of future digital health business opportunities, I initiated and led the development of a consumer engagement model based on modern team-based and integrated care technology.

CIO at Only About Children ($200M early learning and childcare business, 70 campuses, 2,500 staff):

• Managed a multi-pronged, fast-paced digital transformation and IT replatforming effort as a direct report to the CEO and a member of the XLT team that benefited 110,000 customers and achieved +70% EBITDA growth.
• Oversaw the technology side of a rapid expansion of the workforce (+40%) and the onboarding of 30+ new early learning and childcare centers.
• The replatforming on the Cloud, including AI-powered workforce management, also enabled the business to better handle the subsequent COVID-19 pandemic and likely increase its trade sale valuation.

CIO at Primary Health Network (government-funded enterprise that modernises healthcare delivery):

• As a direct report to the CEO and XLT team member, I led the PHN's operations, marketing, technology, and digital health teams (leading a multidisciplinary team of 15 people).
• Developed a digital health strategy to make healthcare more integrated and efficient (in collaboration with healthcare professionals, local communities, and government).

At InvoCare, then a $450M ASX 200 funeral and memorial services and retail company, I led a digital transformation that fueled 190% EPS growth. In an industry that demands high emotional intelligence and has almost no margin for error (one funeral per deceased), the transition to digital-augmented customer service required a large-scale change management effort (1,600 employees).

• I served as the company's first CIO (reporting to the CEO and a member of the XLT team), driving the development, design, and implementation of earnings-accretive digital and technology enablers into the business and operating model.
• Among my responsibilities was leading the development and implementation of a multi-pronged digital business and IT roadmap aimed at unified customer information management (to provide better customer service and increase business growth), leading to an increase in earnings (+40% EBITDA).
• An important element of the roadmap was establishing a new digital business (supported by B2C digital commerce) that aggregated InvoCare's product and service offerings, generating incremental sales of $26M within two years. A national pricing scheme was launched as part of this initiative, and digital marketing was further enhanced.
• As part of the roadmap, customer information was unified across the business (using Salesforce.com CRM) and a customer service mobile app was developed, which helped increase sales conversions by 15% and reduce the average time needed to serve client families (when arranging funerals) by 30% (reinvested in business growth).
• My responsibilities as InvoCare's CIO included leading a team of 25 IT professionals who delivered IT services that garnered high user satisfaction across 240 locations in Australia, New Zealand, and Singapore.
• In addition to improving back-end IT systems, including digital cash receipting, the IT elements of the digital business roadmap resulted in a multimillion-dollar boost in free cash flow and business efficiency (replatforming ERP was discouraged because a medium-term cost-effective upgrade path was available). The subsequent advocacy and transition to Oracle ERP occurred after my tenure.

At The Smith Family (a social enterprise that disrupts intergenerational poverty by providing education to 180,000 children), I initiated and successfully executed a comprehensive IT replatforming effort that enabled +200% net income growth by replacing growth-inhibiting business processes and siloed technologies.

Following Dairy Farmers, I founded Asia-Pacific's first business performance management platform business, developing, commercialising and servicing Cloud business software (based on a Software-as-a-Service business model) for customers such as Unisys, Allianz, Campbell Arnott's, and the International Union for Conservation of Nature.

At Dairy Farmers (then a $1 Billion farmer-owned FMCG business), I led the company's e-commerce function which transitioned the business from traditional to digital channels to market generating +$10M EBITDA (p.a.) by providing earnings-accretive digital and e-commerce enablers to 1,500 dairy farming businesses, 700 franchisees, and retail customers including Coles, Woolworths and Metcash.

As part of my 7-year employment with Coca-Cola, I spent the first 3 years quality-assuring and implementing business systems across Europe at The Coca-Cola Company's Global ERP Center of Excellence (based in Vienna, Austria). After emigrating to Australia with Coca-Cola, I led the company's early digital transformation as a group manager at Coca-Cola Amatil (then a 30,000-employee business with local operations in Australia, New Zealand, Indonesia, the Phillippines, Korea and Central and Eastern Europe).