Christopher Gaskin

• In December 2024 I joined the Marine Rescue Lemon Tree Passage Unit, initially as a trainee Radio Operator and shortly after I joined the executive committee as the Grant Officer. I have created and submitted all 6 grants since starting the role which totals about $90,000 and undated the grant system to be more efficient.
• I will shortly be taking my Radio Operator exam to become a rated member of the unit. This role includes one 6 hour session per week starting at either 6am or Noon.

• From the end of April 2024 I have been setting up a business which helps people in Australia gain their rightfully owned refunds from Government agencies. In Aventor refunds I am the owner, manager as well as the undertaking the actual refund and search activities. Therefore, I have responsibility for the initial set up and running roles within the organization. Aventor Refunds has been set up so that I can work on the activities from anywhere and at any time. This leaves me time to also focus on my charity work shown below. As well as time to pursue other activities.

• From June 2023 to June 2024, I took a sidestep to run and enhance 2 Charitable Organizations in the Hills Shire LGA of Sydney) and have also been involved in the local anti-domestic violence transitional housing charity focusing on ensuring transitional housing is available to those in need. During this time Kenthurst Rotary was awarded the District Governors Community Service Award for Large Clubs for 2023.
• As President of the Rotary Club and Community Foundation Trustee, projects under my guidance have included:
• Creation of PNG Sepik Dental Clinic for a population of 200,000 people, including fundraising from Community, Local and international Rotary clubs, Government (including DFAT), Individuals and GoFundMe activities.
• Numerous academic and leadership awards and sponsorships for local Students.
• 4 Phase restoration and upgrade of the Kenthurst Rotary Park Playground, including Federal, State and LGA Government, local organizations, and other conduits.
• Best attended Fair, Carols, Australia Day and ANZAC events since their inception in Kenthurst.
• Upgrade of War memorial to include the Vietnam war.
• Christmas events such as the Giving tree.
• Funding for eradication of Polio globally.
• Organization of our club 50th Anniversary celebrations.
• Fundraising placed the club in the most stable position in our history including numerous local and international grants and global fundraising through Rotary Foundation.
• Increase in club members and members taking positive activities as directors.
• Anti Domestic Violence Transitional House regeneration (1 complete, 1 ongoing) and related fundraising, including main sponsor control for our District.
• Flood Disaster Fundraising and goods collection.
• Regeneration of Club social media, Website and Technology.

Managing the Migration Partner Community for AWS in the ANZ Geography.

• At AWS I achieved or exceeded 100% of my KPIs.
• My responsibilities included:
• Building the migration partner community by:
• Increasing the capability of the current migration partners.
• Helping more partners attain migration competency (52 partners)
• Identifying possible new partners for migration competency.
• Enhancing the communication between the partners and AWS.
• Helping the partner to grow their migration and modernization businesses.
• Running growth activities for the partners who are yet to attain competency.
• Strategy including:
• Identifying possible new strategies.
• Evaluating, building, running, and enhancing strategies and sharing with the global team.
• Migration Funding including:
• Training partners and Amazonians in the various funding models.
• Running the Regional approval of the MAP (Migration Acceleration Program) funding model.
• Enhancing funding (For example, Partner assessment funding and Partner self-assessments).
• Training / Including Professional services Interaction:
• Training team – partner communication.
• Actioning training requests and wish list requests from partner.
• Involvement in senior executive information forums as required.
• Creating migration specific training agendas.
• Opportunities:
• Ensuring the pipeline is working efficiently and partners are utilized on migration project.
• Increasing the number of partner led/originated opportunities.
• I initiated the program of adopting endangered animals for Partners instead of providing merchandising as an awards mechanism. This program has also been taken up but the US, UK, and Asia teams.
• Communication:
• Running regular cadence meetings with all migration partners (manage associated action logs).
• Running and reporting on AWS and partner targets.
• Ensuring general communication channels are function, act as escalation point for partner communication.
• During my tenure at AWS, I exceeded my KPI targets each year.

• As an extension to my role as Global Lead of Application Modernization I built the new Global Application Transformation team and offering.
• This offering was run as a cost center.
• My responsibilities were very similar to those of my GAM role and included:
• Strategic direction of the GAT offering within our digital transformation strategy.
• Partner program management.
• Budget and Finance control.
• Running the senior and PMO (Project Management Office) teams.
• Training and community functions.
• Marketing, presales and sales alignment.
• Day-to-day control of the offering.
• Roadmap control for the offering.
• Managing and reporting on progress, projects, KPIs and human resources.
• I was running this offering center from mid-2017. My team became highly valuable to the organization in a very short period, bringing together numerous capabilities and skills whilst creating valuable network global partners and resources.

• I was the founder and global leader of the Global Application Modernization team, which is located across all geographic regions.
• The offering is run as a semi-autonomous business, which I founded, built and ran.
• My responsibilities included:
• Strategic direction of the GAM (Global Application Migration) offering and the three-year rolling plan.
• Partner program management, over 30 partners.
• Creation and Management of GTM (Go to Market) and related activities.
• Budget and Finance control, including profit targets.
• Running the senior and Project Management Office (PMO) teams.
• Training and community functions.
• Marketing, presales, and sales alignment (Video and written).
• Day-to-day control of the offering.
• Roadmap control for the offering, including the delivery centers and Center of Excellence.
• Rolling out the agile framework.
• Managing and reporting on progress, projects, KPIs with senior management.
• I was the original author of the business case for this global offering and over the years I built a strong and efficient global team with a passion for the mission and a strong coherent global set of internal and partner-based capabilities. We exceeded our revenue and profitability targets every year.

• Prior to the existence of the Global Application Modernization team, which functions directly under Fujitsu Japan, I founded the initial Legacy Modernization team. As leader of this team, I had the role of bringing together the various regional skills, intellectual property, center of excellence, and partners to combine them into an offering that was truly global with a backing community of engaged resources.
• I achieved or exceed all of my KPIs in this role.
• My responsibilities included:
• Strategic direction of the Legacy Modernization offering and the three-year rolling plan.
• Partner program management across 23 countries.
• Budget and Finance control.
• Running the senior team and community.
• Marketing, presales and sales alignment.
• Day-to-day control of the offering.
• Roadmap control for the offering.
• Managing and reporting on progress, projects, KPIs and human resources.

• During this period, I ran the Business Application Service transmigration team. This was a smaller and limited capability group which would eventually act as the kernel for the global modernization offering.
• My role in this group was initially Senior Technical consultant for New South Wales and then Program Manager for Australia.
• During this period the revenue attributed to transmigration services grew from nominal to the second largest item within application management, allowing the company to further improve the wallet share percentage of our application management customers.

This role involved ensuring that all of the departmental consultants had an up to date career and training plan and that suitable training was undertaken to keep the team up to date. This involved 300 consultants across Australia.