Dean Roberts

ERP Program

With a team of over 400, IBM is Systems Integrator for the SAP S/4HANA ERP solution across Supply Chain, Procurement, Engineering and Maintenance, Finance, HR, Case Management, and Military Planning and Operations in a world-first implementation of SAP’s Defence and Security (D&S) Industry Solution on the Defence Protected Cloud.

• Led IBM PMO and Commercial teams governing this multi-release implementation.
• Managed 10 statements of work totalling $300M, including $70M of new sales.
• Redesigned and rebooted delivery governance and reporting for IBM as Systems Integrator.
• Championed the use of data-driven decision-making to inform planning processes and improve outcomes across the program.
• Improved the program's project management maturity level through continuous process improvement initiatives.
• Used key metrics and prepared reports for senior management to monitor performance of commercial activities.
• Enhanced stakeholder communication by developing comprehensive reporting tools and dashboards.
• Facilitated change control processes to accommodate evolving project requirements while aligning with strategic objectives.
• Mentored junior project managers, enhancing their skills in managing multiple projects simultaneously.

ERP Program

Global implementation of SAP S/4HANA focused on the global trade capabilities of this multi-national metals and electronics recycling company. IBM was System Integrator across 4 key service providers managing teams in Australia, the UK, India, Singapore, and North America

• Clarified, redesigned, and rebooted the delivery governance practices including a significant uplift to planning and scheduling, RAIDD management, reporting, quality management, and program change control.
• Boosted stakeholder satisfaction by enabling transparent reporting on project status and progress.
• Enhanced overall project performance by providing guidance and support to project managers and teams.
• Implemented a continuous improvement culture within the PMO, fostering innovation and growth.

Services Rebalance Program

The Bank undertook to streamline their delivery partner ecosystem, ensuring regulatory compliance, and reducing the number of support organisations across their IT portfolio. IBM transitioned level 3 support for over 200 applications and platforms over six IT domains to another of the bank’s tier 1 suppliers. This required collaborative planning and execution of over 1400 knowledge transfer events followed by several phases of joint service delivery over an 8-month period. Over 300 IBM staff were then redeployed to higher value project-based work.

• Established strong relationships with key stakeholders, ensuring support for program initiatives.
• Collaborated with the Banks program management and commercial teams to define and agree the Rebalance Program Contract, Transition Plan and Governance arrangements.
• Developed strategic plans, setting clear objectives and achievable milestones for the team.
• Advised the Bank on risks and mitigation strategies to ensure continuity of service during the transition period.
• Transition was completed successfully with no impact to service delivery and IT system SLAs.

Program Infinity

AIA Australia purchased CBA's insurance businesses; Sovereign Insurance in New Zealand and CommInsure in Australia. IBM Services was contracted to build a new multi-site, multi-tenant data centre, migrate the existing AIA IT estate to the new DC and undertake significant components of the migration of Sovereign and CommInsure IT assets and data.
What was initially planned as a straightforward “like-for-like / lift and shift” migration turned into a complex process, requiring significant elements of transformation and re-architecture. This was necessary to seamlessly integrate and comply with AIA's robust IT architecture and policies.
The program was orchestrated across multiple geographies: New Zealand, Australia, Hong Kong, India, and China. This global reach underscores the scale and complexity of the program.

• Took accountability for all IBM Services delivery; Global Technology Services (GTS) for Data Centre build and AIA migration, and Global Business Services (GBS) for program management, architecture, and migration of the newly acquired businesses.
• Collaborated closely with executive leadership to validate and clarify the scope and redefine the program management approach accordingly, including revised governance, delivery team structure and roles and responsibilities.
• Developed delivery plans to align project baselines to program goals.
• Successfully turned around delivery performance through proactive engagement, targeted action plans, and rigorous follow-up on deliverables.
• Improved team performance by providing coaching and feedback and setting clear expectations for service delivery goals.
• The Sovereign migration event was successfully conducted under COVID-19 lockdown conditions in both New Zealand and Australia, which required all teams to work remotely from home. A first for all parties involved.

National Cancer Screening Register
Telstra Health had a $250M contract with the Federal Department of Health to develop and operate the National Cancer Screening Register, which would amalgamate existing State-based registers supporting the Cervical Cancer Screening Program and the National Bowel Cancer Screening Program.

• Took on leadership of this troubled project, partnering with Federal, State, and Territory Governments to gather and align the project with stakeholder requirements and deliver register services.
• As leader of the implementation of the National Cancer Screening Register, I directed a diverse team of 150 members across 17 workstreams. Our collective efforts supported the renewal of the Cervical Cancer Screening Program and led to the establishment of crucial call centre, helpdesk, and mail house capabilities
• Achieved accreditation against the highest government security standards (ISM).
• Successfully onboarded 100+ pathology laboratories into the initial register solution.

Priority Projects Office Establishment

Priority Projects Office reports directly to Executive Leadership and Enterprise Investment Committee on project milestones and the delivery of 15 foremost mission-critical initiatives.

• Designed and established the Medibank Priority Projects Office for oversight, integration, and delivery of Priority 1 projects across multiple business units
• Established delivery governance to resolve resource and funding contention issues across the portfolio.

T-Force Workforce Transformation Program

Led the customisation and integration of IBM’s Professional Market Place solution for managing all Telstra Operations and Global Services workforce (~33K FTE) as a critical enabler of the T-Force Workforce Transformation Program.

• Partnered with client stakeholders while directing design and development teams in Australia, India, and Brazil to assess, provide solutions, estimate, and negotiate project changes with a value of 15% of original budget
• Expertly supported ever-changing client requirements, expediently addressing a backlog of change requests, enabling a more effective budgeting and rollout strategy.

SAP Blueprint Project

Delivered a global SAP template design for Australian and Canadian manufacturing facilities, including procurement, manufacturing, financial, and accounting processes, delivering comprehensive implementation strategy and technology design

• Significantly improved client confidence and satisfaction by successfully addressing unique resource capability challenges to deliver a complete SAP blueprint.
• SAP Blueprint declared to be best seen by Boeing Global SAP Centre of Competency
• Adhered to strict deadlines and delivered the project under budget, enabling the client to secure funding and partner for implementation.

Joint Border Management System

Executive Program Manager for a custom software development for the New Zealand Customs Service and Ministry for Primary Industries (MPI).

• Collaborated transparently with client and subcontractors to restore confidence, increase predictability and improve the delivery quality of this troubled project.
• Delivered B2B Gateway and Trade Single Window with 7 releases of capability over 14 months using agile and continuous delivery.
• Supported program forward planning by leading the definition and solutioning of two subsequent releases as part of a five-year contract extension negotiation.

OSS/BSS Program
Program Release Manager for a $200M+ project to implement a green fields OSS/BSS solution covering Network Inventory and Planning, Order Management and Fulfilment, Billing and Service Assurance.

• Developed and implemented the Delivery Method Framework covering planning, delivery, release management and governance to integrate multiple service providers, methodologies, technologies, and projects.
• Throughout the rapid growth of NBN Co., I successfully met all demanding network rollout milestones and accommodated numerous solution changes within strict budget constraints.
• Directed multiple integrated releases for nine delivery teams with 400+ personnel.
• Oversaw delivery of subcontractors: Accenture, Oracle, and Alcatel Lucent.
• Interfaced with IT industry analysts to convey Program success factors and critical milestones.
• Led sales effort for two additional releases valued at $30M+.

Undertaking Implementation Program

• Served as a key member of the Program leadership team, developing the Delivery Roadmap and work package scope, including integral elements of operating and governance models and Program Charter.
• Planned delivery of undertakings to the industry regulator in relation to separation of wholesale, retail and network business units.
• Established a new delivery and governance model for Technology Transformation and Shared Services (TT&SS); resolving multiple technology-related cross-organisational issues.

Wholesale Transformation Program

• Adopted accountability for the transformation program as a troubled program
• Re-established client confidence after redefining governance and delivery models
• Led a team of 200 in New Zealand and India across 13 component teams, consisting of IBM, Telecom and third-party suppliers (HP/EDS, Netcracker, Alcatel Lucent, Solnet, Datacraft and Equinox)
• Delivered two systems releases exceeding Telecom Wholesale separation milestone commitments.
• Successfully implemented a new suite of capabilities to provide “fulfil assure and billing” processes in creating a level playing field for wholesalers and retailers of broadband services throughout New Zealand.

Systems for People Program (SfP)

Held multiple roles in this $500m program: Director of Release Management, Program Release Manager, Deputy Program Manager, and PMO Lead.

• Established the IBM PMO, including resource, finance, and subcontractor management functions, enabling rapid mobilisation of 200+ IBM and Business Partner resources across local, national and international teams within the program's first month.
• Coordinated 30 interdependent projects across the Software Development Lifecycle, establishing release governance and reporting for the organisation and delivering three enterprise releases.
• Developed DIaC release management policy while overseeing the successful delivery of five significant releases and associated maintenance releases, including up to 30 individual projects.

Mymerch Retail Merchandising System

Senior Leader in Myer’s large-scale business transformation Program to drive business growth and operational excellence through all customer-facing and back-office organisational elements.

• Directed implementation of eight complex modules of the Oracle Retail merchandising system (previously known as Retek) for processes including buying, receiving, inventory and pricing management.
• Oversaw 200 IBM, Business Partner, Vendor, and Myer personnel through the build and test phases of the Mymerch project.
• Managed Oracle as a vendor and supplier to Myer by leveraging IBM's global relationship with Oracle to expedite the resolution of various integration issues.

Single Supply System Upgrade

This $70M program involved upgrading the existing supply and logistics management system to create a single platform supporting all three services. Scope included configuration of the upgrade solution, development of the Defence Supply Chain Manual, business change management, data conversion, and training of 17K+ global end-users.

• Provided new leadership for this troubled project directing a team of 250 from IBM, Defence, and five supplier organisations including contract management of Mincom, Halliburton KBR, and Dimension Data.
• Awarded with a certificate of “Outstanding Contribution” by the Director General Materiel Systems Branch of the Department of Defence
• Successfully led this critical project through a turbulent period of deployment of Australian troops in the Persian Gulf
• Empowered and revitalised the leadership team to achieve a successful rollout, including coordinating and managing the delivery of 1,200+ training courses to 17K+ students in 44 Australian locations.

Landonline Survey & Titles Automation Program

Delivered the world first integrated digital survey and land titling system redefining the way land transactions are processed in New Zealand.

• Led a team of over 100 PwC, LINZ, vendor and contractor staff over a period of four years across the full lifecycle from requirements to implementation and support
• Developed innovative delivery and governance methods including a multi-phased deliverable review process to maximise stakeholder engagement and ensure the quality and suitability of requirements and design.