James Maile

Team Lead for a team of three enterprise wide Business Architects

• Developed and deployed an Enterprise Business Capability Model which has been embedded into annual strategic planning and helps inform initiative prioritisation
• Developed a common structured to categorise enterprise products and services to enable an effective and ongoing profitability review
• Leading a whole of organisation Operating Model review to ensure our business is configured correctly to execute and run our four year corporate strategy
• Implemented combine enterprise governance with Enterprise Architecture to ensure delivery alignment with BA/EA Target State

• Developed and managed overall business capability model, key value streams and organisational map enabling the business to understand critical capability, applications and data architecture and manage the overall alignment of initiatives to the overall Retail B2B and DTC strategy
• Developed heat mapping to continuously highlight business capabilities impacted by in-flight initiatives and highlight any interdependencies
• Manage the overall pipeline of work for the innovation function (strategic analysis requests, data and reporting requests, process and system review requests), which involves managing relationships and expectations with a broad range of stakeholders (including local, regional and global senior leadership)
• Manage a Business Intelligence team of 4, whose role is to provide critical insights and highlight performance against KPIs to senior leadership to help inform key decisions around promotional and forecasting activities
• Oversaw the documentation of our end to end D2C business process, identified pain points, developed led the implementation of a plan for uplift opportunities as part of the organisation’s broader digital transformation efforts
• Project managed the implementation of two third party cloud based technology applications and led related change management activities

Supporting the execution of the Carsales new Media Strategy. This includes:

• Led the definition, creation and management of key business architecture blueprints (Capability Map, Value Streams, Organisational Map) to ensure alignment to the overall media strategy;
• Managed the overall Human Centred Design CX effort for the program to ensure what we were delivering was ‘customer first’ and led consultation with external parties to test our concepts before and during execution;
• Led an RFP process to select a technology vendor for a multi-million dollar implementation;
• Led the development of change impact analysis across the program based on the heatmapping the 'WHAT', 'HOW' and 'WHO' across the business architecture blueprints;
• Oversaw the development of 30 + current and target state core business processes;
• Program managed the delivery of our new media strategy which includes managing a team of 15+ to implement a customer data platform with a global market vendor and managing a team to deliver a self-serve analytics platform using agile methodologies;
• Managed governance activities across the program of work and liaison between technology squads and broader business leadership.

Strategy and Operations experience across a range of industries

Key achievements included:

Asset Industries:

• Leading a number of successful process and technology business development opportunities across major consumer, transport and energy sectors;
• Power and Utilities: Leading a five person team during a four month Supply Chain design stream for a major ERP implementation program (over $20M) at a major NSW energy provider. In addition I led the functional Operating Model Redesign;
• Telco: Running a business process optimisation project at a major Australian telco provider to identify automation opportunities as part of their supply chain strategy;
• Transport: Running a government funding allocation program re-design for TfNSW, aiming to significantly reduce administrative overhead to every council in NSW, simplify the application process, strengthen relationships with councils and ensure that the right metrics were in place to measure benefits to the local community;
• Insurance: Running an engagement to develop a go-to-market strategy development for a health based technology market looking to enter the Insurtech space in Australia. This included analysing the regulatory requirements to enter the market.

Other Industries:

• Running an end-to-end supply chain review for a major Australian retailer. The output included developing a 3-5 year strategic roadmap and business case to support improvement;
• Running a business process optimisation project at a major Sydney based consumer products (commodities) provider. This involved evaluating current processes to develop improvement plans (business and technology) for both quick win and strategic opportunities, helping plan how to bridge the gap to realizing business objectives;