Simon Greenwood

• Leading the Digital ecosystem capability for Judo Bank's Digital Banking platform, Open Banking platform, Public Website and other digital solutions
• Driving collaboration and improvements across people, process, and technology
• Managing relationships with strategic partners & managed service providers
• Cross functional, collaborative platform delivery working across several stakeholder groups to achieve common outcomes
• Good understanding of banking and associated core business processes
• Technical understanding of digital banking systems, open banking (CDR) and general
  digital services & best practices
• Monitored team performance, adhered to service level agreements (SLAs) and provided detailed job training
• Met with customers to discuss service needs and offer / develop effective and practical solutions
• Resolved customer complaints & support requests in professional and timely manner
• Developed and maintained positive relationships with customers to build rapport and trust
• Coordinated with other departments to maintain streamlined and productive workflow
• Maintained positive customer relations by addressing problems head-on and implementing successful corrective actions
• Established team priorities, maintained schedules and monitored performance
• Developed detailed plans based on broad guidance and direction
• Led Major Incident, Incident, Problem, Change & Request core service management processes across the digital experience portfolio

• Partnered with business teams to understand needs and mitigate potential problems and manage risk during delivery of critical projects and initiatives
• Created methods to integrate functions, optimise processes and prepare staff through proactive training, socialisation and awareness overview sessions
• Managed internal, customer-facing and external vendor relationships throughout transition lifecycle, vendor / service on-boarding and service establishment processes
• Oversaw change management efforts to support implementation and on/off-boarding of critical new services and business initiatives driving technology, process and culture changes
• Identified impacted parties, business partners and resources required for planned changes
• Designed and updated processes and systems supporting business needs before, during and after transitions
• Monitored, tracked and reported transition portfolio progress to support timely completion of multiple in-flight initiatives
• Coordinated with external vendors to deliver IT project components and successfully integrate new vendors and products into Aware's standard service management processes and operational framework
• Implemented best practices to improve quality of service transition delivery, practices & processes
• Communicated and reported transition portfolio status updates to stakeholders at all levels
• Assessed and analysed customer requirements to develop effective IT service transition plans and requirements
• Provided effective business continuity coverage for the critical IT Change Management processes, in the event our IT Change Manager was away
• Developed solutions to address complex issues and operational gaps.
• Designed processes and systems supporting business needs before, during and after transitions.
• Oversaw change management efforts to support implementation of critical initiatives driving technology, process and culture changes.

• Service Integration & Management (SIAM) WorkSafe Victoria, IT Shared Solutions, Service Management Office Background:
• WorkSafe Victoria (WSV) is the trading name of the Victorian WorkCover Authority, a statutory authority of the state government of Victoria, Australia
• WorkSafe is a regulator, focused on workplace health and safety and workers compensation
• Core business revolves around claims, inspections and insurance
• IT Shared Services (ITSS) is accountable for the technology underpinning both WorkSafe and the Transport Accident Commission (TAC), including all infrastructure and systems that support successful operation of all core business functions for both entities
• The Service Management Office (SMO) sits within ITSS Service Delivery and provides management, governance and assurance of the delivery of services to core customers - the TAC and WSV businesses and the Public

Responsibilities:

• Accountable for leading the WorkSafe Vic SIAM transition initiative, to implement minimum viable Day 1 ITSS SIAM elements, practices, functions, governance framework and controls to support and enable realisation of incremental improvements to the existing Service Integration and Management (SIAM) capability
• Accountable for the critical transition business readiness, knowledge capture and transfer, messaging, communications plan and organisational change management requirements to support the SIAM capability uplift
• Managing the core service management functions, people and processes, including Service Transition Management, Change Management, Major Incident & Incident Management, Problem Management, Release Management, Access Controls and Audit Management and Configuration Management services

Accomplishments:

• Successfully delivered continuous service improvement initiatives for Problem Management, Configuration Management, Transition Management, Incident Management & Change Management
• Each Service Improvement Plan (SIP) was a three month mini project reviewing and uplifting existing process (As is - To be), policy, workflow, ITSM technology/platform configuration (ServiceNow), operating support model, performance management metrics, KPI's and reporting requirements and critical transition and organisational change business readiness activity
• Successfully led new capability development delivery for the following new processes - Knowledge Management, Service Portfolio Management and Vendor Risk Management processes, covering all people, process and technology requirements and including critical organisational change and readiness transition requirements

• Systems Background:
• Founded in 2005, IFX Payments has grown to become a leading global financial payments service provider
• With revenues of USD $2.5Billion p/a
• Cloud based financial technology integrates with growing global partner network to offer mass payments and near real-time financial services
• IFX Payments developed a highly innovative proprietary banking and real-time payments infrastructure, which is the backbone to all their transactional banking assets

Responsibilities:

• Accountable for the global technology business end-to-end, including all ICT infrastructure and systems that support successful operation of all core business functions
• Managing a globally distributed team with employees located in London, Australia, Spain and including the technical innovation centre in Warsaw, Poland
• New FinTech product portfolio and roadmap development and delivery, creating new revenue streams to increase bottom line value in support of corporate goals and strategy
• Manage the technology organisation, including people, processes and technology for effective, agile, efficient, customer focused service delivery

Accomplishments:

• Delivered new FinTech payment services products (SaaS / PaaS) and capability, creating new revenue streams
• Directly resulting in a run rate of GBP $3.6MM p/a, projected to achieve target GBP $800K p/mth by start 2020
• Assisting achieve 200% revenue growth adding GBP $1.5MM in revenue to the business during the first 7 months of successful product launch
• Successful ground-up restructure of the IT organisation to drive operational and service delivery excellence and efficiency while reducing costs and maximising ROI
• Successful planning, development and implementation of a new target operate model
• Including introduction of formal global best practice standard methodologies and processes for Project Management delivery (PMBOK, Agile, SCRUM); IT Service Management delivery (ITSM, ITIL, Service Desk, Operational Support Systems); Software Development delivery (Agile, SCRUM, Kanban, DevOps)
• Successful ground up re-build, development and delivery of a best of breed DevOps capability (people, process and technology)
• Reducing annual cost and improving the risk profile with significant uplifts in security management, access controls management, back-up and recovery, monitoring and alerting, configuration management, continuous integration and continuous deployment (CI/CD) fabric and capability
• Successful uplift of compliance and regulatory requirements to operate as an e- money licence holder for an Agency Banking integration delivered with Barclay's Bank (New product development - PaaS multi-currency payments platform, e- wallet solution)
• Successful uplift of compliance and regulatory requirements to meet stringent new PSD2 (Open Banking) and GDPR (General Data Protection) regulations introduced to the EU 2018/19

• Information Management Background:
• WorleyParsons Ltd is an Australian engineering company (global multi-national) which provides project delivery and consulting services to the resources and energy sectors, and complex process industries (circa x26,200 employees distributed across x3 global zones)
• Engaged to program manage the Information Management group's global operate model re-design (Ground up iM business re-structure of circa x2500 iM employees distributed across x3 global zones)
• Case for change: Prior to the Program and transition iM spent 80% of its resource efforts running operations & 90% of its total annual budget maintaining its legacy environment
• Legacy infrastructure was unable to scale, management of technical debt was spiraling, resiliency and DR was best efforts with zero investment in areas that differentiate, reduce risk, reduce cost or deliver value to the customer

Responsibilities:

• Responsible for the end-to-end management of a Global iM Operate Model Redesign Program (iM Business restructure & transformation), providing a single point of contact for the Program, key project stakeholders and Sponsor
• Accountable to deliver key Program objective: The primary organisational change objectives focused on consolidating all iM distributed Local and Global support teams into one iM group creating a single technology services delivery team
• Driving down cost overhead, improving operational efficiency, transforming iM from reactive technical support (Maintain and run) to a proactive, customer engaged and services based team focused on support and innovation delivering business value

Accomplishments:

• Successful re-design and integration of the new global iM operate model into x7 strategic new service delivery business units across x3 global zones (Global - customer engagement group; strategy & innovation group; architecture group; IT service management & delivery group; vendor management office; performance and metrics group & end user computing group)
• Included core group processes, process interfaces and touch-points, governance, roles and responsibilities, KPI's and performance measurement metrics and supporting systems and workflow for each group
• Each global zone was successfully delivered, designed to support each other 24/7 (Zone 1: NZ, AUS, ASCH; Zone 2: EUR, SSR, Menai; Zone 3 USA, CAN, LAM)
• Managed and supported by a dedicated zone lead and service delivery team
• Designed to provide follow the sun 24/7 seamless global service support
• Founded on a bedrock of best practice in service delivery and industry standard business processes
• Successful delivery of the global HR resource management transition plan
• Successful delivery of a new central data store (Partnering with Apptio - financial management and reporting suite) to establish a valid single source of data to support iM manage utilisation, performance management, cost management and the shift to a new expenditure allocation (user pays) model (Transparent consumption data availability)
• A significant process improvement for continual cost optimisation, budgeting and service cost allocation capability enabling true TCO reporting and providing transparency of SLA's to deliver supplier performance scorecard's

• End to end project and program management, complying with the formal project management methodology, process and standard practices (PMBOK)
• Single point of contact, governance and communication with project stakeholders, third party providers, business owner's and sponsor's

Accomplishments:

• Successful delivery of a critical IT service management delivery Program, to uplift best practice industry standard IT and service delivery policies, processes and procedures, improve customer service and drive operational excellence, efficiency and effective service delivery
• Successful planning, design, development, implementation and integration of new ITIL service management and assurance processes (Incident, Problem, Change, Service Request & SLA management processes)
• Successful RFT process, planning, design, development, implementation and integration of a new ITSM (IT Service Management platform)
• ServiceNow SaaS cloud based solution was successfully deployed across the University
• Resulting in improved service delivery and efficiency, operational consistency and stability and customer service experience

• SingTel Optus), Managed Services PMO Background:
• Alphawest one of Australia’s leading ICT professional service providers, is a wholly owned subsidiary of SingTel Optus
• Alphawest’s Managed Services National PMO developed a structured project management methodology and framework built around PMBOK (Project Management Body of Knowledge) best practice standards
• Programs/Projects range up to significant size and complexity, and involve delivery of standard Optus and Alphawest managed service offerings (Voice, data, ICT Infrastructure) and/or mix of fully customised managed solutions, see the following product portfolio and capability suite, all hosted in tier 1 carrier grade data centers, with full redundancy at every layer and high availability (99.95%)
• Unified Comms (IPTEL, Tele-Presence, Contact Centre); Managed Network (WAN / LAN); Managed Helpdesk (HP OpenView Service Desk Platform); Managed Security (Firewall, DDoS, IDP, IDS, SSL & Authentication); Managed Servers & Storage; Managed Hosted SaaS (Business Intelligence systems)

Responsibilities:

• End to end project and program management, complying with the formal project management methodology, process and standard practices (PMBOK)
• Single point of contact for delivery, governance and communication with project stakeholders, third party providers, business owner's and sponsor's

Accomplishments:

• Successful delivery of Optus IAG ICT Services Whole of Business Outsourcing contract
• Complex, large-scale multi vendor, multi-stream Program of work
• First large-scale Program successfully delivered on time and budget for Optus’ largest NSW customer ($30Mill enhanced annuity svc revenue turned on)
• Involved planning, design, development, delivery and integration of a large on-site Optus service delivery and PMO management team and capability
• Successful delivery of the SingTel ANZ Bank Super Regional Network (Global Service Management Program)
• Complex, large-scale multi vendor, multi-stream Program of work
• Managed Program project services budget on target to deliver 40% services margin at time of Phase 1 completion and operational handover ($45Mill enhanced annuity svc revenue turned on)

• Ericsson’s Hutchison Managed Services Division is a national organisation with skilled project managers located in capital cities
• The Division’s purpose is to provide full end-to-end outsourced management and support for the Hutchison 3G mobile core network infrastructure and environment

Responsibilities:

• Responsible for the end-to-end program management of a key security remediation program, providing a single point of contact between the customer (Hutchison), all project stakeholders Hutchison Managed Services (HMS) and Ericsson in respect to all issues associated with service and solution delivery
• Reporting into the National Hutchison Risk Manager

Accomplishments:

• Successful end-to-end management and delivery of the security remediation Program (End-to-end security refresh uplift), delivered within the information security group of the HMS business
• Including - Firewall Migration uplift; Implementation of new Vulnerability Assessment Capability; Implementation of new Anti-Virus Protection Architecture; Implementation of new Intrusion Detection System; Implementation and establishment of a new global security network (SecureNet) & Infrastructure; Delivery of an Information Security Management Plan (ISMP/ISMS) Tender and subsequent vendor ISMP/ISMS delivery program (Appointed VeriSign to deliver)

• TelstraClear’s Managed Services Division is a national organisation with skilled project and transition managers located in capital cities
• The Division’s purpose is to be the leading provider of managed IP and Communications solutions to New Zealand’s Key and Corporate Customers
• Projects range up to significant size and complexity, and involve delivery of traditional telecommunications services and solutions (Voice and Data products) and converged IP and Data networking infrastructure services and bespoke total business solutions

• GDC Voice Solutions delivered tailored ICT communications solutions for our clients
• The business focus is on provision of high value voice and data solutions as a managed service for customers, and in the design, installation and maintenance of communication infrastructures
• By building strong partnerships with key vendors GDC delivered flexible analogue, digital and VoIP (PABX) voice solutions, utilising the latest voice technology from Alcatel, NEC, Cisco and other leading suppliers

• Services & Solutions
• Telstra’s Business Services & Solutions, Project Management Office (BSS) is a national organisation, with skilled project managers located in capital cities
• Projects range up to significant size and complexity, and involve provision of a range of carriage telecommunications services and data networking infrastructure services
• Telstra’s BSS operates under a Quality Management System certified to AS/NZS ISO 9002, and has developed rigorous project management methodologies which provide continuous monitoring and control at every level to ensure projects and deliverable’s are effectively managed to meet customer requirements
• All projects were managed in accordance with recognised project management methodologies such as those described in PMBOK (Project Management Body of Knowledge)