Natasha King

• Manage a significant technology portfolio and team delivering technology solutions and services across Fortescue's Pilbara Iron Ore Operations ( AI, infrastructure, Decarbonization, Energy, Rail, Village Operations ( in room services, Foxtel, wellness, access management, NPI, Asset health, Mine expansion related technology (towers, trailers in pit, out of pit communications) up to a value of $200M year on year.
• Program Manage technology program - Decarbonization in line with Fortescue's light on the hill 2028 objectives (Delivery of all technology services across Pilbara Operations, Green Field Sub Stations, Green In Field switches, Green Iron Plant, Green Hydrogen), software, infrastructure (in-ground services, Wi-Fi, networking, and communications, and related hardware).
• Manage Technology Portfolio budgets, steering committees in alignment with CAPEX and OPEX frameworks and processes. Creating, submitting business cases, and validating investments, including TCO.
• Facilitated team meetings to align project objectives and enhance communication.
• Negotiate contracts with vendors to maintain timely delivery of goods and services.
• Oversee budgets and expenditures to ensure cost-effectiveness while upholding quality standards.
• Ensure delivery of Technology projects are delivered to the correct standards, and follow operational readiness activities ( DMIR's, HSE regulations, Licence to operate and all related transition to support activities)
• Business partnering: working closely with business stakeholders to advise on strategic decisions

• Delivered technology solutions across Fortescue Operations by leading team of project managers and members.
• Managed CAPEX and OPEX budgets for business and internal technology projects.
• Ensured adherence to PMO and Project Delivery frameworks by team members.
• Oversaw day-to-day activities, performance evaluations, and development goals for team.
• Handled time-sheeting, leave management, and general administrative tasks for team.
• Collaborated with senior stakeholders and GM for Technology on portfolio communications and engagement.
• Conducted vendor reviews, commercial agreements, and negotiations to optimize resources.

Directed project delivery across diverse business and technology initiatives.
Oversaw FMG Covid Compliance Project, implementing systems for reporting and access management.
Managed Fortescue First Industries projects in green energy, decarbonization, and renewable technologies.
Led LIMS sample management project to enhance data accuracy and efficiency.
Implemented IT financial management solutions to optimize budgeting and forecasting processes.
Led the William Advanced Engineering ERP transition from Microsoft Dynamics to new solution. Travelled into the UK to manage the team and 3rd party implementation partner to successfully transition ERP including migration of data ( Financial, Warehousing, Parts and inventory data) within a condensed timeline
Facilitated steering committee meetings to ensure alignment on project objectives.
Administered vendor relationships to support successful project execution.

Spearheaded S4 HANA transformation program for major Australian Gas company in Adelaide.
Collaborated with onsite and offshore teams to enhance Operational and Service Management frameworks.
Contributed to strategic retention of managed services contract with Tata Consultancy.
Cultivated client relationships across business units to foster collaboration and trust.
Influenced strategic account direction regarding project spending and operational initiatives.
Established project delivery business case, securing funding against competing tenders.
Led large offshore team to improve project delivery and update SDLC processes for implementations.

• Managing a Portfolio of Corporate Strategic Initiatives across the Western Power Landscape which spans across (Training Systems, Customer Connections, Customer Initiatives, Energy Management Application, Microsoft Dynamics, SuccessFactors, Warehouse, Reporting and Integration to ERP Landscape) with an approx value of $20 million dollars across the portfolio
• Managing SI Partner/s for delivery and adherence to Western Power Delivery Standards and Frameworks, RFQ’s, SOW’s, CCN’s
• Ensuring budget, reporting compliance, investment and capital review processes, signs off’s adhered and complied to
• Working with executive and steer co members to manage project outcomes, deliverables, funding, approvals
• Working to establish the new SI Engagement Panel with other ICT leadership team members, Tender, Evaluation, Selection, RFP, Market Events
• Business case creation, review, benefits management, tracking and reporting
• Business case approval at Board/Investment Review Committee level
• Steerco member on behalf of ICT on all projects in the portfolio I manage
• Engaging with all executive level stakeholders on project, portfolio progress, risks, issues deliverables, budgets and timeline

• Managed a Global Programme team of approx. 18 resources (mix of Rio Tinto FTe’s, 3rd party vendors, contractors) in India, Australia, North America, Canada to deliver a Global SQL Remediation Programme to remediate and upgrade all legacy SQL databases across the Rio Tinto Environment.
• Assessing all application running on the sql databases and ensuring the application could run on a new version of SQL.
• Engaging vendors and business units across these sites and locations to test, complete business readiness and any other activities related to upgrading the SQL database, infrastructure as required.
• Assessing opportunities to minimis support costs/hosting for the underlying infrastructure (including moving and consolidating databases and applications to Rio Tinto Cloud Hosting locations around the work), or if required retaining the database on premise due to other restrictions like GPDR, latency, performance.
• Application discovery was focused project to conduct analysis and discovery of all Rio Tinto Application across all global sites, document l Level 1,2 business processes supported by the application, integration and data points between the application, site, other technology.
• Application versioning information, user base, hosting technology and location.
• All of these data points were then transferred to a Rio Tinto Custom Built Application that was built by the project team to show Application Mapping, Number of Applications, Criticality ( Business/ICT) in views that were understandable by the business and various business units to assist with decision making around application consolidation, rationalisation/modernisation strategies.
• The programme budget was $4.5M AUS with a yearly increase of 4.5m.
• Managed project financials, milestones, key objective, team on boarding, off boarding and day to day project team activities.
• Resourcing and structuring the delivery team, milestones.
• Managing programme risk, issues and actions.
• Steerco and executive management.
• Reporting to a programme board and ensuring compliance to Rio Tinto programme and project methodologies, tools and processes.
• Stakeholder engagements at all levels, to influence, gain buy in to achieve and deliver to milestones.
• Managing programme schedule and financials, financial model, resource forecasting, resource and capacity planning.
• Vendor engagements with Amazon and Microsoft including proposal reviews with Rio Tinto Commercial, Enterprise Architecture and Software Licensing team to assess opportunities and ability to migrate onto cloud locations and reduce overall TCO.
• Working closely with various IT and business stakeholders across various Rio Tinto sites to ensure programme upgrades were planned, delivered, tested and scheduled with business buy in, testing and minimal impact to the Applications hosted on the various databases.
• Business Case creation, management, presentation at Board, Investment level and throughout the investment lifecycle.

• Project Managing delivery of Asset/Integration ( IIB/.WESB), various applications to SAP SuccessFactors as part of BHP Global End to End Training Program.
• Managing the various onshore and offshore technology teams for delivery and execution.
• Finance management, licencing and commercial management of asset and integration components.
• Managing and participating in steering committee reviews, tollgates and approval stages gates.
• Assisting the business with Deployment and Implementation Planning for Go Live’s and business readiness.
• Coordinating and managing the deployment into Production for all Integration and application changes outside of SAP SuccessFactors across various assets and sites ( Iron Ore, NickelWest, Olympic Dam). Cutover planning, alignment with business readiness activities.
• Managing delivery and Testing of Asset/Integration components through their lifecycle.
• Assisting with Business and OCM activities for the program.

• Coordinating and managing the transition of operations and engineering functions to Next Gen Outsourcing Partners for Analytics, Databases, Integration, Business Intelligence, Desktop Applications and ServiceNow globally.
• Commercial and financial reviews and confirmations, current operational costs versus new transition costs.
• Assisting new NGO partners with onboarding processes, team and BHP embedment, training, stakeholder management.

• Providing governance and management to the Global Platforms Analytics and Data Management teams for deployment compliance to BHP Global deployment processes and tools across all global regions.
• Assisting teams with embedment of Global processes (Service Management, Change, Release, Asset, Configuration, Financials, Small Project Management Frameworks, Project methodologies).
• Ensuring Global Analytics and Data Management teams complete to Service Transition activities.
• Managing Demand Requirements and processes, embedment and training for all Un Planned Business Demand requests, assessment and allocation to delivery teams.
• Managing pipe-line review of workflow and demand forecasts for delivery of Analytics and Data Management solutions.
• Participating in reviews of new Analytics and Data Platforms ( DAP – Data Analytics Platform, Master Data Platform, Integration Platforms and Business Intelligence Platforms).
• Provide SME Deployment, Project experience to various teams on delivery and execution.
• Assisted Analytics and Data Management teams to manage, coordinate delivery for the BHP Maintenance Centre of Excellence function in Perth and Brisbane.
• Coordination of data requirements for business function ( source and collect data required for the data and analytics team) from excel spreadsheets, data warehouse and various other sources to allow the team to analyse and create reports.
• Coordinate changes to analytics reports in BI ( Reports, Dashboards).
• Coordinate access and temporary solution for data scientists ( AWS workspace, github etc).

• Engaged on the SAP WesTrac account as the SAP Deployment Lead.
• Managing Deployment and BAU Transition activities for the S3 Program – delivery of SAP HANA solution for WesTrac.
• Assisting the WesTrac Business to understand Deployment and Cutover activities.
• Ensuring all services are confirmed and ready for Production Deployment using readiness assessments and checklists.
• Engagement with the relevant Governance Boards and Steering committee.
• Assisting and managing WesTrac with creation and implementation of Business Continuity Planning.
• Operational Readiness and handover to SAP Backend support teams ( HEC/AMS).

• Project Managing Sharepoint and other Technology Platform initiatives.
• Managing development and deployment of SharePoint forms and workflows solutions.
• Creating Governance and Support models for Development Competency Centre.
• Managing a team of developers – approx 3-5 onshore and 1 offshore resource to develop SharePoint Solutions.
• Engaging with business stakeholders to confirm, document and estimate project requirements.
• Transitioning Projects to Production support.
• Ensuring Support and Deployment processes are fit for purpose.
• Liaising with all Service Management teams to ensure effective transition to support activities.
• Scheduling Deployment and Release Activities for Projects.
• Liaising with 1SAP and Integration teams to ensure code changes, testing and delivery meet agreed schedules.

• IM Service Delivery Release Manager for BHP Iron Ore Operations (Applications and Infrastructure), including 1SAP R4 Program of work.
• Reviewing, assessing and advising the 1SAP CIT R4 on Program time-lines.
• Creating and updating deployment/cutover schedules for delivery of 1SAP R4 Program Projects into the Iron Ore landscape.
• Managing and controlling Go Live/Deployment activities for Iron Ore 1SAP R4 deployment into Production, QA, Test and Development Environments.
• Managing and building Test/QA environments for 1SAP Projects.
• Coordinating Go Live of 1SAP R4 – managing, advising and controlling deployment tasks on Go live dates, nights, weekends with various vendors, IM team members and 1SAP Program Team in various locations – Singapore, offshore.
• Reviewing and assessing all 1SAP R4 Test Plans, Test Results and outstanding defects.
• Ensuring relevant Performance, SIT and Unit Testing across all Integration Interfaces for Finance, HR, MES were thoroughly tested and all defects/ issues tracked and known.
• Working with Service Delivery Teams - Test, Support and Vendor teams to ensure all Transition to Support activities were transitioned effectively prior to Go live.
• Coordinating any issues that arose immediately after Go Live for effective resolution.
• Ensuring relevant communications were sent during and after Go Live to all interested parties, Business Stakeholders, IM Management Teams, Service Desks and Global 1SAP R4 Team.

• In this role I was consulting with the Karara Geology Manager at the Karara Mine Site to assess, review and liaise with vendor’s requirements for enhancements to the Inventory Management system (MineMarket) and reporting system Portal Reports.
• Review and assess business requirements for enhancements to Operational Inventory Management and Reporting systems.
• Create Requirements specifications for vendor delivery.
• Manage vendors for delivery of required enhancements.
• Stakeholder management and engagement, through workshops, conference calls.
• Liaise with vendors ( Ventyx, inhouse Karara development specialists).

• In this role I was managing a team of approximately 2 team members that were multi skilled as developers, testers, BA’s.
• Our objective for the Christmas Creek Project was to enhance MES Applications for the new mine at FMG Site – Christmas Creek.
• Our main focus was to ensure that we provide system enhancements for the Inventory Management, Delay Accounting and Reporting systems onsite.
• Systems that were being enhanced include Mine Inventory (Pit to Port), Delay Accounting and Reporting system (Babelfish), Integration from Pit to Port to Fleet Management System.
• Manage the Actuals, Forecast budgets.
• Manage resource schedules.
• Comply to Governance and audit controls within FMG.
• Complete Monthly PSR’s.
• Stakeholder management and engagement, through workshops, conference calls.
• Financial Management of budget approx 3Million dollars.
• Resource Management.
• Scope Management.
• Provide leadership and guidance to team members under my management.
• Liaise with vendors (Triple Point Technology, Conducive, ISS) and other FMG Services teams.
• Site visits to FMG Christmas Creek Mine as required by stakeholders.

• In this role I was managing a team of approximately 25 (onshore and offshore) people; the team consisted of developers, testers, BA’s etc.
• Our objective for Rapid Growth Project 5 was to enhance current applications inline with business operations increasing their Iron Ore Output.
• Our main focus was ensuring that we provide system enhancements for the commissioning of a new Iron Ore Handling Plant at Yandi Mine site.
• Systems that were being enhanced included Mine Inventory (MQ2), Lab Application ( CCLAS/LIMS), Plant Historian Database ( PHD), Delay Accounting System (DAS), BI Reports, DataWarehouse.
• Project Manage Operations Phase of the RGP5 Mine and Port Phase.
• Manage development and test team of approx 25 onshore and offshore resources in India.
• Manage the Actuals, Forecast budgets.
• Manage resource schedules.
• Comply to Governance and audit controls within BHP – P30 Methodologies.
• Complete Monthly PSR’s.
• Stakeholder management and engagement, through workshops, conference calls.
• Financial Management of budget approx 5Million out of a 30Million Dollar overall budget.
• Resource Management.
• Scope Management.
• Provide leadership and guidance to team members under my management.
• Liaise with vendors ( ie Honeywell, Ajilon) and other BHP Project Teams.

• Project Manage client deliverables for Mine Inventory, CCLAS ( Lab/LIMS System), Reconcilor.
• Manage development and test team of approx 8 onshore and offshore resources in India.
• Provide inputs to resource schedules.
• Comply to Governance and audit controls within BHP.
• Stakeholder management and engagement, through workshops, conference calls.
• Provide leadership and guidance to team members under my management.
• Liaise with vendors ( ie Honeywell, Ajilon) and other BHP Project Teams, ensure contractual arrangements are agreed and in place.
• Ensure delivery and completion of Functional, Technical design documentation.
• Ensure analysis, scope of requirements is undertaken. Manage any changes to scope using Project Change request process.
• Liase with stakeholders at Mines, Port.
• Manage and communicate changes, release to relevant users at Mines/Port for deliverables.
• Manage Releases for BHP Rapid Growth Project RGP5 Mine and Port Team.
• Ensure Test cases, plans are created in Quality Centre as per required documentation and procedures by Project Team.
• Approve all Enhancement requests within Release Management tool ( JIRA).
• Review Enhancements in JIRA to ensure all required documentation, test plans, test cases comply to Release Process.
• Member of CAB and Release Change Control boards.