Jasmine Dimons

Pre-Sales Strategic Business Transformation Program

Methodology: Hybrid (Agile & Waterfall)

Budget: $3,000,000

• Managed multiple strategic projects with numerous workstreams to drive change and foster continuous improvement across cross-functional business and technical teams for successful project completion within deadlines and budgets
• Led Agile program delivery, collaborating with Product Owners and cross-functional teams to prioritise backlogs, manage risks, and drive incremental value through structured planning, iterative releases, and Agile best practices. Facilitated key Agile ceremonies (sprint planning, stand-ups, reviews, retrospectives) to foster transparency, alignment, and continuous improvement.
• Provided strategic leadership and governance, partnering with senior executives to align project budgets, objectives, and delivery roadmaps. Championed Agile transformation and team development, ensuring adoption of best practices and fostering a high-performance, outcome-driven culture.

Business Assurance (Gold) Reviews

• Led multiple Business Assurance Reviews with Revenue of $100M to ensure that if they are won, the organisation may deliver them successfully and at the forecast margin.
• Collaborated closely with the Bid Team (Bid Manager, Architects, Legal Counsel) to assess, identify, and mitigate critical risks. Presented key risk insights to Senior Leadership (CEO, CFO, Heads of etc.) within Fujitsu, enabling informed decision-making on whether to pursue strategic opportunities.

Presales Lead

• Led the entire lifecycle of proposals, from inception to approval, drawing upon my extensive Program Delivery experience to ultimately contribute to the successful execution of programs/projects
• Assisted in closing deals by skillfully leading negotiations to achieve mutually beneficial outcomes
• Demonstrated adept communication with a diverse range of customers and business stakeholders

Key Achievement(s)

• 90% of Proposals approved through to delivery

Delivery Lead

• Managed the implementation of automation initiatives, streamlining proposal development of an advanced pricing mechanism to enhance efficiency

Key Achievement(s)

Optimised proposal generation by reducing turnaround time, accelerating production, and minimising human error, ensuring greater accuracy and consistency across a diverse customer base

Qantas Project Portfolio

Methodologies: Agile and Waterfall

Budget: $3M

• Provided strategic oversight for a diverse portfolio of IT programs and projects, leading a team of up to 10 Project Managers in collaboration with Qantas vendors and stakeholders, including Employee Experience, Networks, Cybersecurity, and Airlines, to ensure seamless delivery and alignment with organisational goals.

Key Achievement(s)

• Increased revenue by 100%
• Selected as the preferred partner of choice for transitioning from Waterfall to Agile methodologies within the Employee Experience space at Qantas

EUC Transformation Program

Budget: $2M

• Successfully turned around a struggling large scale EUC Transformation program spanning 8 workstreams (Cloud migration, Virtual desktop implementation, Server refresh, Data Centre Consolidation, Meeting Room Panel Refresh, Apple Mac, Software Packaging, Win 10 enablement), implementing strong governance to achieve all deliverables within revised timeframes, budget, and quality standards
• Championed cross-functional collaboration, regulatory compliance, and stakeholder engagement
• Driving financial transparency and strategic decision-making through detailed cost analysis, profitability assessments, and comprehensive reporting, ensuring clear and effective communication across all management levels.

Key Achievement(s)

• The successful turnaround of a struggling EUC Transformation program to deliver within 9 months

Fujitsu Strategic Transformation Program

Budget: $10M

• Established and led the Project Management Office (PMO) for a Fujitsu Strategic Transformation Program, overseeing 40+ initiatives and managing a team of 10+ Project Managers, while implementing standardised project management methodologies, tools, and processes to ensure consistency and best practices
• Aligned initiatives with organisational strategic goals, prioritised high-value projects, and collaborated with senior leadership to ensure program outcomes supported the company's long-term objectives and positioned it for future growth
• Fostered a culture of continuous improvement by promoting knowledge sharing, documenting project management approaches, and driving excellence in project delivery through the dissemination of best practices and lessons learned across teams

Key Achievements

• Enhanced competitiveness and a 25% cost reduction over a 3-year period
• Established uniformity in project management and provided accurate, up-to-date project information

Beehive Program @ Qantas

Budget: $500K

• The Fujitsu engagement for the Transition Project, focused on consolidating Qantas' Service Desk into the ServiceNow platform through the SIAM framework
• Engaged with Subject Matter Experts (SMEs) to define and test new processes, facilitated the onboarding of multiple Fujitsu resolver teams into the new platform, and ensured the smooth transfer of Service Desk functions to the new service supplier

Key Achievements

• Achieving on-time project execution ensured uninterrupted Fujitsu service to the airline, preserving their satisfaction, and minimizing any potential impact

Go-To-Green @ Qantas

Budget: $1M

• A comprehensive service improvement program (CSIP), comprising of 10 project streams across various business units
• Monitored project progress, ensuring prioritisation, minimising risk and scope creep, and offering a strategic overview to achieve client objectives

Key Achievements

• Enhanced Fujitsu's competitiveness and a 25% cost reduction over a 3-year period

EUC Transition & Transformation @ Qantas

Budget: $2M

• Managed the PMO for the Global EUC Transition & Transformation (T&T) Program facilitating the migration to the Windows 7 platform globally
• Orchestrated several significant IT projects, guiding and coordinating diverse stakeholders, including clients, managers, engineers, and developers, within a matrix environment

Key Achievements

• The PMO played a pivotal role in the Global EUC T&T Program, ensuring project consistency, quality standards, risk mitigation, resource efficiency, and clear communication for successful outcomes

Online Portal Software Project, City of Sydney

Budget: $2M

• Directed a high-profile program for the City of Sydney, delivering an innovative online portal using .NET technology by integrating with City of Sydney and Banking systems, to introduce new services including payments, bookings, and issue reporting, significantly enhancing value for council ratepayers.
• Managed the end-to-end implementation of the City of Sydney's online services, leading a team of 6 developers to ensure on-time, within-budget, and high-quality delivery.
• Engaged in extensive stakeholder management, collaborating with key council leaders, including the City of Sydney Chief Information Officer (CIO) and Chief Financial Officer (CFO), to align project outcomes with strategic objectives and ensure seamless execution.

Key Achievements

• Provided a delightful experience for the council's customers by successfully leading a $2m+ program for the Council, achieving exceptional customer satisfaction - on time and within budget
• Chosen by the Council's Chief Information Officer (CIO) to serve as both the Customer and Vendor IT Project Manager, showcasing their trust in my ability to seamlessly manage the intricacies of the project from both perspectives