Lenka Bednarikova

• Company Overview: Technology services, tech for good
• Advising Orli Tech's CEO on how to run an effective customer focused tech consultancy
• Advising CEOs and Boards of small companies and start-ups on digitisation and AI solutions

• Reviewed the D&AI function's org structure, finances, operational strategy, data strategy, data governance framework, insights & reporting services, operational risk, people strategy and data privacy program, and implemented various improvements
• Accountable for budget management, ensuring financial sustainability, appropriate resource allocation and budget submissions to execute on 2030 strategy through data & AI
• Functions in the D&AI business unit are: Enterprise Data Engineering & Platform; Business Analytics/Insights & Reporting; Data & AI Governance & Privacy; AI Solutions (Data Science, AI and Advanced Analytics); Protecting Confidential Information Program

• Responsible for ART's AI strategy and its execution
• Defined ART's Foundational AI Strategy to execute a plan to safely accelerate AI adoption, including uplifting and implementing AI governance framework compliant with APRA’s and ASIC’s expectation, and aligned to ISO 42001/42005
• Defined ART's Enterprise AI Strategy that's business driven and built on ART's unique data to achieve ART's 2030 strategy
• Leading a team of AI engineers and data scientists to develop in-house AI solutions, including machine learning models and gen AI solutions
• Set up and run internal AI consultancy and AI Labs to accelerate time to value
• Leading ART's AI literacy program, and AI partnerships

• Company Overview: Technology services consulting
• Held three 'Head of' roles over the period of 6.5 year

OVERARCHING ROLES SUMMARY

• Accountable for strategy, P&L, delivery, partnerships, client and employee satisfaction
• Led cross functional teams who solve impactful business problems for enterprise clients across AI, data, digital, IoT
• Served as an individual contributor, as well as a people leader of 90+ consultants
• Collaborated with cross-functional intra-company matrixed teams to provide mutually beneficial outcomes
• Contributed to and lead M&A strategy and subsequent due diligence and acquisitions
• Increased business performance metrics in every role

SEE DETAILS PER ROLE BELOW

• Led all aspects of the D&AI Practice, from strategy, P&L, go to market, strategic partnerships, pre-sales and execution
• Ensured the Practice has a strong team of consultants to design and deliver end-to-end D&AI transformations at scale (from data engineering and platforms to advanced analytics and responsible AI solutions)
• Designed and implemented a ready-for-scale org structure and operating model of the Practice
• Grew and expanded the Practice through impactful strategy, transparent leadership, honest advise to clients and deepening strategic partnerships (i.e., Microsoft, Databricks, AWS, Snowflake)
• Advised Enterprise clients on data & AI strategy, governance frameworks (including Ethical AI), implementation roadmaps, and solution delivery
• Overseen implementation teams in escalation and problem solving capacity
• Represented Telstra Purple at Telstra’s Data & AI Risk Council (governs Telstra’s overall D&AI risk posture)
• Sponsored the design and implementation of Telstra Purple’s AI Governance Framework
• Line manager to 3 direct reports (Directors), with extended team of ~100 data & AI consultants
• Increased the Practice pipeline 4x (the 3 year record high)
• Onboarded several new strategic clients in public and private sector, resulting in $10M+ additional revenue
• Increased employee engagement and customer satisfaction by ~20%

• Developed and executed overall Practice strategy which included technology, GTM, partners and vendors ecosystem, target acquisitions and operating model changes required for the Practice to scale to planned growth ($300M p/a)
• Accountable for driving Practice M&A strategy, delivering M&A business case, and leading due diligence on potential M&A targets
• Accountable for Practice P&L (revenue, EBITDA), inc. people investment decisions
• Increased Practice revenue from $0.3M to $80M in the first year (inorganic and organic growth)

• Led all aspects of the NSW Digital business unit from strategy, go to market, pre-sales, execution, workforce planning, HR and Finance
• Ensured effective strategy and continuous improvement are in place to drive profitability, growth and long term client relationships, and employee engagement
• Nurtured culture of delivering impactful digital transformation outcomes to the delight of our clients
• Increased all performance metrics by over 30% (revenue, utilisation, employee engagement and retention)
• Recognised as one of the top performing units nationally

• Company Overview: B2B Digitisation in Telecom
• Owned the end-to-end delivery approach of the B2B Digitisation Program ($850mil p/a), built on Agile methods
• Led a globally dispersed team of ~85 Scrum Masters, ensuring a flexible yet unified delivery of the right outcomes
• Coached senior stakeholders on business agility
• Developed data-driven business insights to inform strategic decisions and drive delivery improvements
• Improved overall efficiency with the introduction of agile methodologies and performance metrics
• Optimized resource allocation, reducing operational costs and enhancing profitability
• Enhanced employee engagement and capability through targeted training programs and transparent performance evaluations

• Lead and delivered high impact digital projects from service redesign and digitisation, digital strategy creation and execution, to organisational capability building
• Counselled global clients on digital transformation strategy and execution
• Led and participated in tender responses and pre-sales
• Managed, coached, and developed direct reports

• “Agilified” the strategic portfolio planning process in preparation for 2016 priorities
• Lead a high profile program of work (banking mobile app development) and embedded Agile ways of working to enable customer centric iterative delivery in the Digital business unit
• Organized the Advice Transformation program of work, including teams structure, program backlog, and flow of work across the whole program, to enable Agile ways of working

• Helped transform the Sabre Cyber Security program ($350mil) in Digital Protection Group to Agile ways of working
• Lead the Core Applications stream (FY budget $17mil) – implementation of security analytics (next generation SIEM) and cyber security support tools (Archer SecOps and Resilient Systems)
• Lead Agile transformation of the Customer Contact Strategy (Data Analytics) department, one of the first non-software development areas in CBA
• Part of the CBA-wide Agile Transformation Program Team. The objective of this program were to create solid foundations across the Group to enable consistency across all Agile Practices in CBA, support continuous maturity of practicing Agile, and expand Agile capability across the Group to areas that would benefit from it.
• Increased the speed of planning and delivery by ~30% across all teams
• Increased employee engagement by ~40%

• Acted as the Lead Scrum Master in the Productivity Domain (lead 4 agile teams) with the main objective to help Bankwest's customers and business colleagues work more efficiently through the use of technology
• Coached Domain Directors, Program Managers and Portfolio managers to improve the workflow into the domains and teams
• Increased speed of planning and delivery by ~20%
• Increased employee engagement and retention by ~15%
• Increased customer satisfaction with product by ~20%

• Led the team responsible for the entire student related online portfolio (business critical applications), including budget accountability
• Increased portfolio visibility and transparency, department accountability and engagement with senior management
• Enabled fast reliable product design and delivery

• Planned and lead global projects within Microsoft International as per fiscal year priorities
• Conducted business analyses and stakeholder workshops, translated the results into prioritised business requirements and impacts
• Identified areas of improvement and proposed potential solutions, then worked with global teams to ensure timely and costly delivery
• Received an "Impact Recognition" for creating measurable business value (increased efficiency in financial processing)

• Helped build a vision and strategy, and implement the RPO (Recruitment Process Outsourcing) model to bring it to its full maturity
• Led end-to-end value add projects across Nokia’s HR function
• Managed recruitment vendors, including facilitation of monthly board meetings

• Led redesign and rebuild of the PeopleSource website; supported IT projects and programs
• Provided consulting and resourcing services to Nokia Music (Western Europe), including client development

• Managed and coordinated end-to-end multiple concurrent medium to large scale events and online marketing campaigns