Jon Wang

• Led executive engagement across regulated industries to assess responsible AI readiness, governance, workforce capability and adoption opportunities. Close to 45 businesses engaged to-date.
• Shaped AI advisory propositions, agentic workflow opportunities and client transformation pipeline activity.

Strategic Partner to: Chief Information Security Officer (CISO).

Member of the CISO Leadership Team and Technology Improvement Working Group.

• Leadership: Portfolio change leadership across 14 cyber initiatives.
• Led portfolio-level organisational change oversight across 14 cybersecurity initiatives, aligning delivery complexity, business impacts, capacity, resources and strategic priorities.
• Advised the CISO and leadership colleagues on governance, assurance, risk buy-down, Essential 8 and sequencing of the 2027–2030 cyber portfolio.
• As part of the CISO Leadership Team, partnered with the CISO and senior leaders on strategic priorities, governance, program enhancement, assurance and the sequencing of the 2027–2030 cyber portfolio.
• Contributed to five future-state Group Technology governance design workshops and reviewed Essential 8 and risk buy-down frameworks to inform change and implementation planning.

Strategic Partner to: Executive General Manager, Strategy & Transformation; Chief Information Security Officer (CISO).

Member in Cyber, Transformation and Strategy leadership teams.

Led enterprise organisational change across the Technology Portfolio supporting major digital transformation program

Portfolio:

• Managed a team of 12 Change and Communication Managers in implementing change adoption for program/projects within domains: Cyber, Data, Platform, AI, Procurement and ERP.
• Developed and enhanced enterprise change governance, service model, and readiness frameworks to support successful portfolio transformation delivery.
• Aligned resourcing models, coordinated interview panels, and sequenced change activities across Group Technology to facilitate efficient project execution.
• Managed portfolio management activities to ensure alignment with strategic objectives.
• Established the Supplier Due Diligence (SDD) Steering Committee and supporting Digital Transformation and Business Transformation working groups, integrating executive decision-making, business process redesign, technology digitisation and cross-functional delivery.
• Developed governance structures, proposed terms of reference, executive representation, decision and escalation pathways, and risk, action, issue and dependency reporting.
• Managed relationships with technology and implementation partners including TCS, IBM, Datacom, DXC, Deloitte and Microsoft, coordinating delivery dependencies, stakeholder requirements and business readiness.

AI Governance and Capability:

• Directed enterprise AI adoption governance enabling prioritisation of approved use cases, establishment of workforce capability uplift initiatives, and measurable uptake of GenAI tools across business units.
• Established an enterprise AI champion network and structured enablement program to accelerate practical use of approved GenAI tools, supporting capability uplift, knowledge sharing and early utilisation tracking across business units.
• Supported enterprise transition to a whitelist-based AI adoption model, shifting users from unapproved GenAI toward approved tools such as Copilot and Microsoft AI under formal governance and risk-assessment pathways.

ERP

• Accountable for enterprise adoption strategy supporting the $34M SAP S/4HANA Equip modernisation (implementation within 8 months), aligning readiness and transition across Transport cluster agencies and operational stakeholders.
• Led cross‑functional team of 12 (5 direct reports) representing business process, communications, training and business units across the Transport for NSW cluster, including Maritime, Sydney Trains, Sydney Metro and Roads.

CYBER:

• Led a portfolio team of 4 Change Managers in executing change and adoption initiatives to implement Multi-Factor Authentication (MFA) in 4 operational applications for frontline customer groups.
• Supported the embedding of secure practices across the solution delivery lifecycle (SSDLC/SDLC) by translating technical security requirements into business-ready change, communications, and training approaches.

Strategic Partner to: China and APAC executive leadership.

• Leadership: Led change and communications work across local and regional stakeholders.
• Led end-to-end change and communications for an eight-week redesign of the China People & Culture operating model, translating priorities into a roadmap for demand assessment, service redesign, organisational design and transition.
• Advised China and APAC executives on future-state priorities across 14 Level 2 HR service areas, using demand and maturity assessments to identify gaps and options for service retention, redesign, outsourcing or removal.
• Facilitated executive decision forums to clarify case for change, service ownership, governance, accountabilities and implementation priorities; established stakeholder, impact, communication and readiness approaches.

Strategic Partner to: General Manager, Asset Management.

Leadership: Led a 5-person change team.

• Led change strategy and execution across project delivery (frontline), finance, procurement, asset management and supply chain in support of a $15M Maximo ERP transformation.
• Chaired the Change Governance Board, providing visibility of readiness, organisational impacts, stakeholder priorities and implementation decisions; supported recovery and delivery of the transformation.
• Established a change champion network and partnered with HR, unions and operational leaders on roles, procedures and adoption of new ways of working.

Strategic Partner to Deputy Vice-Chancellor (Students).

Leadership: Led a 5-person change team.

• Led enterprise change strategy, stakeholder communications, training, workforce capability and transition for a Salesforce-based student administration transformation serving more than 50,000 students.
• Coordinated stakeholder and operational adoption across campuses and operations in Australia, Dubai and China, including business readiness and support transition.
• Established and co-chaired the Change Freeze Board and cross-functional working groups, advising the Deputy Chancellor (Students) on cumulative change imposts, potential change saturation points, and top-down and bottom-up impacts across the student administration value chain. Informed executive decisions on change prioritisation, sequencing and organisational readiness.

Strategic Partner to: Head of Program Delivery (Infrastructure).

Member of the GM Infrastructure Leadership Team.

• Managed and coordinated multidisciplinary technical delivery resources for InEight, including solution architects, business analysts, developers, integration specialists and infrastructure teams, alongside business and change workstreams.
• Established a Technical Working Groups to coordinate technical delivery, cross-functional dependencies, issue escalation and alignment with business and operational requirements.
• Managed technology partner engagement, including DXC and SAP, across enterprise implementation and related transformation activity.
• · Contributed to GM Infrastructure Leadership Team discussions on transformation priorities, implementation risks, operational impacts and workforce capability.
• Leadership: Led a 12-person multidisciplinary change function, comprising 6 direct reports and 6 indirect / matrix-managed team members across change management, account management, training and communications.
• Owned Infrastructure Division change, communications, training and transition strategy, establishing consistent change standards, governance and practitioner capability across technology, business and infrastructure initiatives.
• Directed the ~$17.5M InEight implementation, supporting procurement, commercial, cost management, project controls and risk improvements for more than 4,000 internal and external stakeholders and delivery partners.
• Partnered with the Head of Program Delivery (Infrastructure), HR, Unions and operational leaders to assess cross-program impacts, sequence implementation and manage adoption risks, service continuity, role clarity and capability uplift across the Infrastructure Division.

Enterprise (Achievements)

• Led enterprise change strategy supporting large-scale digital and operational transformation impacting frontline branch teams, operational leaders and corporate functions across multiple locations.
• Developed and embedded an enterprise change management framework (based on KHs Values) standardising approach to impact assessment, communications, readiness and stakeholder engagement across concurrent transformation initiatives.
• Partnered with program leadership and operational stakeholders to sequence change waves and manage competing priorities, reducing post-implementation disruption incidents by ~20%.
• Established practical change governance mechanisms including readiness checkpoints, feedback loops and escalation pathways, improving issue resolution speed and strengthening delivery confidence.

Safety Leadership Program

• Conducted structured change impact analysis across 5+ functional areas and 100+ frontline roles, improving leadership visibility of transformation risk areas and enabling prioritised mitigation planning.
• Directed end-to-end change delivery across 70+ branch locations, improving workforce readiness by ~25% prior to implementation milestones and supporting smoother adoption of new systems and processes.
• Built sustainable safety behaviours and capability by coaching leaders, change champions and business representatives, reinforcing accountability for behavioural adoption and enabling more consistent change execution across initiatives. Managed a Change Network of 130+ champions across Australia and NZ.

• Reviewed and redesigned enterprise change capability framework to align with organizational goals
• Led a four-person Enterprise Change and Internal Communications function, strengthening enterprise change capability, stakeholder engagement and internal communication effectiveness.
• Embedding enterprise change leadership frameworks and cultural models by delivering a series of People Leader Change Management Workshops
• Led review of workflows to identify bottlenecks and streamline processes
• Participated in enterprise project steering committees, providing strategic change advice on organisational readiness, stakeholder impacts, delivery risks and alignment of transformation initiatives with business priorities.
• Led cross-functional focus groups and stakeholder engagement sessions to identify project team performance gaps, organisational barriers and opportunities for improvement, translating findings into targeted recommendations for leadership, capability uplift and more effective change delivery.

Program (NIVO)

• Led a cross-functional delivery team of Business Analysts, Project Managers, Scrum Masters, and Technical Leads to implement NIVO, the organisation’s internal Customer Relationship Management system, using Agile methodology.
• Redesigned key business processes within claims, sales, customer contact centre; simplifying technical change into clear business benefits (KPIs).
• Supervised program delivery to improve operational outcomes and support strategic initiatives