wrogers_cv_280915

William Rogers CV Mobile: 0411108456

Personal Details

Name: William James RogersAddress: 91 Leacock Lane, Casula.Mobile: 0411 108 456Email: [email protected]

Skill SetsOver my career I have held a number of senior roles requiring a consistently high level of expertise, skill sets and responsibilities. These may be summarised as follows;

1. Delivery Team ManagementReporting directly to the Executive Leadership Team, Senior Manager responsible for a team of resources engaged in designing, implementing and building a high caliber IT technology environment; collaborating with key stakeholders to prototype, develop, launch and deliver IT Solutions.

Responsible for the team's productivity and quality of output. Leading and up-skilling the IT team, monitoring staff performance, conducting staff appraisals, providing constructive feedback and ensuring development plans in place and being actioned.

Extensive experience in the planning, management and control of current and upcoming projects to achieve agreed business objectives and expectations with respect to delivering agreed scope on time, within budget to organisation quality standards.

Garnered extensive experience in performing short and long-term capital planning, capital allocation prioritisation and pipeline management of all initiatives related to the strategic plan. Experience of both organisational and Portfolio level capital planning.

Responsible for recommending the strategic roadmap for procuring / developing and deploying IT solutions consistent with strategic priorities and IT dependencies and making recommendations jointly with select business/function leadership.

Other key accountabilities/skills include;

Identifying business requirements for additional functionality, developing business cases that effectively illustrate the value of the request including cost/benefits and ensuring alignment to the organisation’s goals.

Providing consultancy, subject matter expertise and proactive assistance to the business and technology teams to drive benefits for their business divisions and customers

Managing vendor relationships and negotiations.

Review all team plans and strategies in place for management of risk, project approach, budget forecasting, spend etc.

Ownership of all SDLC related project and financial governance processes including PMO function (performance of delivery methodology and all associated processes and procedures).

Procurement tender management (definition of documentation, management of response process, analysis of responses and selection of successful tender.

Assisted in the development and implementation of frameworks and methodologies for the successful delivery of projects and programs, including identification and mitigation of IT related risks.

Engaged with business stakeholders throughout the software development life cycle to ensure they are aware of progress and understand the risks inherent in the plan, to propose mitigating strategies and to agree changes to software specifications and/or risk tolerances. Maintain quality relationships, establish trust.

2. Program Management

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mailto:[email protected]


Extensive experience as a senior program manager in end-to-end business outcome focused program delivery, spanning the technical, commercial, change management and operational handover aspects of programs.

Designing the program structure, assigning resources to the structure, identifying all program/business touch points to ensure seamless integration of new initiatives into the BAU environment and managing the team through to outcome realization

Successful realisation of complex strategic & technology convergence type programs for agreed financial benefits & customer experience outcomes across one or more strategic business units.

Strong financial management skills applied to ensure financial budgets are managed effectively.

Other Key accountabilities/skills include;

Contribute to and work effectively within a team environment.

Define and communicate program vision, mandate, charter, business case and scope of work development and negotiation. Exhibit leadership & ability to inspire program/project teams and provide the overall direction and vision to the program team

Strong Financial Management. Program budget management and cost control. Forecast, monitor, adjust and report on financials across all streams within the Program.

Extensive Program Planning experience, including integrated schedule development, interdependency mapping, resource planning & utilisation management.

Vendor Management. 3rd party vendor scope definition, commercial negotiation & management

Executive team & steering committee facilitation & management

Strong written and verbal communication and negotiation skills

Detail oriented, ability to multi-task, plan, and execute multiple concurrent activities and priorities.

Excellent troubleshooting and problem solving abilities.

Strong risk and issue management and the ability to proactively communicate concerns to stakeholders

3. Project ManagementExcellent project delivery experience along with a track record of managing stakeholders across both technology and the wider business. Able to assess, align and implement critical projects that are impacting a number of business units.

Demonstrated ability to manage complex business transformation and technology projects to scope, deadline and within budget.

Responsible for successfully delivering assigned projects into the overarching program. Working with project stakeholders and the Business Program Manager, with responsibility for the definition and delivery of the required results within the agreed risk profile.

Experience in managing multiple disparate/interrelated projects and operational services with varying timelines and deliverables.

Other Key accountabilities/skills include;

Project Planning. Creation and execution of project plans and revision as appropriate to meet changing needs and requirements.

Working with the team to apply risk management processes to the projects to manage the risk profile. Develop and maintain contingency plans where required and agreed.

Resource Planning. Determining a resource plan to successfully complete the project also directly involved in recruiting the required skills.

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Financial Management. Manage project budget, undertake forecasting and financial reporting to management.

Demonstrated ability to manage complex business transformation and technology projects to deadline and within budget, scope and quality expectations.

Proven ability to work with multi-disciplinary teams and ability to effectively liaise with vendors and technical specialists. Effective management of vendors for the successful and on-time delivery of the solution.

Strong analytical, planning, and organisational skills.

High level interpersonal skills.

Excellent skills in relationship management, including excellent communication skills and capacity to negotiate, influence and deal effectively with a diverse group of stakeholders at all levels.

Experience in providing quality documentation, status reports, and other written communications

Change Management. Development, coordination and implementation of a range of change and communication activities to support the delivery and achievement of a project, including process mapping activities to integrate the new product into existing processes.

Establish the project structure to engage all required stakeholders for all phases. Monitor the engagement of these stakeholders through the Project life-cycle and implement changes where required.

Ensure ongoing operational processes are in place for achieving and tracking ongoing benefits following the project close.

Highly methodical and detailed approach, a confident and open manner.

4. Technology Business DevelopmentWorking for technology organisations selling network and IT solutions into the Telecommunications sector.

Extensive experience undertaking detailed product presentations to corporate decision makers.

Proactive and reactive (in response to RFI/RFP type requests) development and delivery of customer solution proposals and presentations outlining the integration of our solution into the prospective customer’s business environment.

Other key skills/accountabilities include;

Bid Management of several large and complex responses to tenders. Customer Relationship management Pre-Sales Support

Most Recent Education/QualificationsFormal Qualifications

Year Qualification Institution2000 Graduate Diploma of Management (Technology

Management)Deakin University (APESMA)

2002 Master of Business Administration (Technology Management)

Deakin University (APESMA)

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Industry Training

Year Course Institution2005 Contract Management Chifley Business School2005 Negotiation Skills Virgin Mobile Internal2005 Occupational Health & Safety Risk Management for

Supervisors & ManagersImpact Safety Programs

2005 Strategic Thinking Chifley Business School2009 Leadership – Making It Happen Dawson McDonald &

Associates Pty Ltd2009 The New Supervisor Chifley Business School2009 Leadership in the Workplace Chifley Business School2010 Rockstar Leadership (Senior Management training) Virgin Mobile Internal2015 Prince2 Foundation & Practitioner (in progress) e-careers Australia

Career AchievementsPeriod: 5/15 – 6/15 Organisation: ATORole: Project Manager ATO Web Site Transformation (Deployment Phase only)

Skill Set AchievementsProject Management Introduced detailed monitoring and reporting of all activities

across the diverse streams of activities Developed and implemented Risk Management Strategy to

better manage risk.

Period: 4/14 – 10/14 Organisation: Digicel FijiRole: Project Manager LTE

Skill Set AchievementsProgram ManagementProject Management

Launched expanded 3G services across the country. Launched 4G services in all large population centres. Had full product lifecycle oversight responsibility (technical,

commercial, operational) to ensure that the new products and services being launched on the new technology were developed and the organisation ready to service them.

This program was essential to the organisation’s stated strategy to migrate from a call/text product centric business to a data product centric organisation.

Transformed the Digicel ISP from WiMax based to 4G based, including migration of all customers to the new technology including set up and manning of modem return centres across the country.

Digicel had very little in the way of management tools. To assist in Program Delivery I undertook the development of an end to end Product Delivery management tool to identify and assign all interrelated end to end product lifecycle tasks across technical and non-technical streams (commercial, sales, marketing, customer support, regulatory etc).

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Period: 1/12 – 3/14 Organisation: n/aRole: Property Development

Skill Set AchievementsProject Management Comprehensive renovation of old home resulting in successful

sale of the property.

Period: 12/10 – 12/11 Organisation: n/aRole: Travelling

Period: 1/09 – 11/10 Organisation: Virgin MobileRole: Head of Business Planning and Delivery

Skill Set AchievementsTeam Management Numerous new customer propositions introduced

Successful introduction of the new and improved Virgin Mobile eShop allowing us to significantly grow the web as a viable sales channel

Replacement of the Virgin Billing and customer care platform (hardware, software and integration) to enable next generation capability with respect to our ability to manage and bill our customers.

Complete review of end to end Virgin Mobile delivery methodology including review of all documentation, processes and procedures.

Development and introduction of a Capital prioritisation model to enable us to apply tangible criteria to the assignment of capital across competing stakeholder groups.

Period: 1/09 – 11/10 Organisation: Virgin MobileRole: Head of Business Planning and Delivery

Skill Set AchievementsTeam Management Numerous new customer propositions introduced

Successful introduction of the new and improved Virgin Mobile eShop allowing us to significantly grow the web as a viable sales channel

Replacement of the Virgin Billing and customer care platform (hardware, software and integration) to enable next generation capability with respect to our ability to manage and bill our customers.

Complete review of end to end Virgin Mobile delivery methodology including review of all documentation, processes and procedures.

Development and introduction of a Capital prioritisation model to enable us to apply tangible criteria to the assignment of capital across competing stakeholder groups.

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Appendix 1 – Career Summary

Period Organisation Role Responsibilities

3/07 – 1/09 Virgin Mobile Mgr, Strategy and Long Term Product Development

Strategic Program Management including all IT development stream requirements in support of new products

Vendor Management Stakeholder Management Business Strategy Development Process re-engineering Virgin Home Phone & Broadband Launch Sales & Marketing Business Process Re-engineering

2/06 – 3/07 Virgin Mobile Mgr, New Technology Introduction Strategic Program Management including all IT development stream requirements in support of new products and technology introduction

Vendor Management Stakeholder Management Web Enablement Strategy 3G Service Introduction Broadband Strategy

7/04 – 2/06 Virgin Mobile Mgr, Operations Support Project Management Strategic Management Vendor Management Stakeholder Management Business Improvement Process Re-engineering Mobile Number Portability GSM Network Access Upgrade Virgin Mobile/SIMPLUS Integration/Business Transformation

7/02 – 7/04 Virgin Mobile Senior Project Manager Project Management of Virgin Mobile component of the Optus GSM Network Replacement project. Included all OSS platform impacts flowing from change to GSM network elements. GSM Network Replacement VMail Platform ReplacementSMSC Platform Replacement

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3/01 – 7/02 OpenTelecom. OSS Business Development Manager OSS Platform Telco Customer Relationship OSS Platform Telco Pre-Sales Support OSS Platform Telco Customer Business Case Development

Customer Bus Case ModelProduct Pricing Model

Partner Strategy

Developed a comprehensive financial model (cost/benefit, ROI) for Next Generation OSS Platforms. This model was distributed to the sales force for use when assisting customers to gauge the cost/benefit of the deployment of our next generation OSS platforms.

Developed a comprehensive Channel Partner Strategy identifying and servicing the needs of channel partners engaged in pre and post sales activities associated with the company’s OSS products.

Developed an alternative, more customer friendly, product pricing model for the organisation’s OSS products.

10/00 – 3/01 Virgin Mobile Network Systems (OSS) Manager Strategic Platform Management of all network facing systems

Optus Technical LiaisonMNP Strategy/Solution

8/94 – 10/00 Optus Mgr Network Activation Systems (OSS) OSS IT Portfolio Management OSS IT Program Management OSS IT Delivery Team Management OSS Systems Strategy Development OSS Platform Business Case Development Stakeholder Management

12/92 – 8/94 Alcatel Australia Systems Engineering Customer Relationship OSS and Supplementary Services Pre-Sales Support OSS and Supplementary Services Technology Support Network and IT Convergence (integration) technologies (platform

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interfaces etc.)CLASS Product TrialNetwork/BSS integration solution Network/OSS integration

8/89 – 12/92 Telecom Australia Mgr CustomNet Systems Product Development including all IT platform development in support of the CustomNet (core network based Centrex and VPN services) product portfolio

IT Portfolio Management Product Support Systems Delivery (OSS, BSS, CNM) Product Support Systems Solutions

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