Jeffrey Seeney

Overview:

• Currently responsible for leading a team of20+ finance professionals, providing strategic financial leadership, business partnering and finance support to the Greater Sydney and Planning, Integration & Passenger Divisions of TfNSW, overseeing the financially sustainable delivery of a $10bn to $15bn+ per annum portfolio.

Key Achievements:

• Successfully led the team out of Covid and into a period of sustained stability.
• Matured the Integrated Planning process and achieved ISO55001 certification of divisional asset management system.
• Successfully launched the Patronage Revitalisation Program, including improved analytics, ideation of demand inducing initiatives and a successful budget bid to cover revenue losses.
• Successfully led a budget bid for the Bus Service Improvement Program off the back of the Bus Industry Taskforce reports.
• Enabled a successful negotiation of the SRAP (Sydney Road Asset Performance) Contracts during the recent commercial reset, within existing budget and providing flexibility for improved outcomes under a range of scenarios.
• Provided cost modelling and strategic commercial optioneering for the Transport Executive and Minister for Transport supporting policy options around large scale in-housing and / or re-tendering of all government transport services contracts.
• Currently providing financial leadership for the Toll Reform Program, including the establishment of the NSW Motorways entity and financial management of ~$500m p.a. of Toll Relief programs.

Overview:

• Responsible for leading a team of20+ financial professionals, providing strategic financial leadership, business partnering and finance support to the Greater Sydney Division of TfNSW and overseeing the financially sustainable delivery of a $20bn+ per annum portfolio

Key Achievements:

• Established the Greater Sydney Finance Team from scratch, providing leadership through Covid and the Corporate Functions Review (CFR) Reform.
• Harmonised financial processes across merged entities and successfully led the Greater Sydney Division through a system company code merge.
• Successfully removed $250m p.a from the Greater Sydney baseline Operating budget
• Helped deliver the first Divisional Asset & Services Plan and Outcomes Based Budget.
• Successfully managed the financial risks associated with Covid.
• Transitioned the legacy Sydney Maintenance Contracts (SMC) to the new Sydney Road Asset Performance (SRAP) Contracts.
• Provided Financial Leadership to Greater Sydney through Evolving Transport Reform
• Enablement of Greater Sydney Client Capability

Overview:

• Responsible for strategic financial leadership, business partnering and finance support to the Sydney Division and overseeing the sustainable delivery of a $2.5bn per annum portfolio.

Key Achievements:

• Successful transformation of a poor performing team into a high performing team.
• Helped implement Opex prioritisation processes across the Organisation.
• Helped implement a client/delivery matrix model.
• Successfully implemented asset management methodologies across the Sydney Roads portfolio.
• Successfully removed $70m p.a from the Sydney Division baseline Operating budget.
• Led an embedded Finance Team inside the Easing Sydney’s Congestion project delivery office
• Improved labour costing compliance across Sydney Division from ~60% to >95%.
• Improved forecasting accuracy and achieved financial KPI’s delivering programs within +/-1% of revised budget

Overview:

• I was the lead embedded resource from RMS finance into the Transport Equip ERP implementation program for the Finance and PPM/PS streams
• I was the lead point of contact for all System integration, Data Management and Change Management contractors within the program

Key Achievements:

• Led, from a Finance perspective, from start to finish, a successful ERP system implementation.
• First point of contact for the Equip Program for all Finance related issue/s and finance delegate for the RMS Equip deployment Core Leadership Team (CLT).
• Key participant in workshops for provision of information into and sign off of13 Finance and12 PPM/PS global & local blueprints.
• Development of materials and presentation at Regional Change Awareness roadshows, including development of a Detailed Change Impact Assessment
• Compilation and Execution of Finance transition register activities
• Provision of input into and sign off of Integration & Data Conversion Functional Specs
• Development of Finance test scripts for UAT and escalation point for RMS business during execution of UAT
• Provision of information into, review of and sign off of training course material.
• Allocation of Finance System Business Roles to all RMS positions.
• Oversight of cutover execution from the legacy IMS system to the new SAP Equip system.
• Escalation point for the RMS business during the post go live Hypercare period.
• Successful negotiation of post go live support resources for RMS Finance Division.

Overview:

• Responsible for strategic financial leadership, business partnering and finance support to the Infrastructure Development & Delivery Division and overseeing the sustainable delivery of a $3bn per annum capital portfolio.

• Placement4 – Commercial Strategy & Development
• Placement3 – Business Management Southern Region
• Placement2 – Financial Services Wollongong (BSG)
• Placement1 – Financial Accounting