1. Rod
Moran
-­‐
Summary
(0401-­‐516-­‐132)
Page
1
of
7
29/11/16
CONFIDENTIAL
CURRICULUM
VITAE
Rod
Moran
61
Frazer
St
Marrickville,
NSW,
Australia
Home:
612
9590-­‐3228
Mobile:
61
0401
516
132
Email:
dowlingcottage@optusnet.com.au
Executive
Bio
Rod
Moran
is
a
senior
organisational
change
management
professional
with
over
twenty
years
experience
in
the
information
technology,
financial
services,
engineering,
energy,
retail
and
credit
reporting
industries.
He
has
developed
a
solid
reputation
for
successfully
designing
and
delivering
large
OCM
and
complex
sustainable
business
/
technology
transformation
programs
across
organisations
like
the
Commonwealth
Bank
and
WorleyParsons.
Working
in
concert
with
large
project
teams
and
across
impacted
business
audiences,
these
programs
have
delivered
many
significant
transformational
outcomes
such
as
new
organisational
capabilities,
supported
operational
cost
reductions
and
enabled
impacted
groups
to
become
proficient
in
the
adoption
of
new
technologies,
processes
and
behaviours.
Rod
has
an
extensive
set
of
change
and
project
management
skills
encompassing
all
elements
of
the
change
management
lifecycle
-­‐
from
change
impact
analysis,
change
strategy
definition
and
execution,
tailored
communication
and
learning
programs,
change
and
project
planning,
metrics
and
change
portfolio
development
to
BAU
reinforcement
planning
and
execution.
He
has
led
many
diverse
change
initiatives
ranging
from
IT
sourcing,
regulatory
change,
capability
development,
executive
education,
cultural
change,
as
well
as
new
product
and
information
systems
releases.
Rod
has
line
managed
change
management
teams,
as
well
as
provided
coaching
and
mentoring
to
project
managers,
business
operations
staff
as
well
as
provided
strategic
change
advice
to
general
managers
and
C
level
executives.
In
Rod’s
most
recent
role
in
the
WorleyParsons
technology
division,
he
was
accountable
for
the
design
and
execution
of
an
end-­‐to-­‐end
global
change
program
to
support
a
three-­‐year
technology
/
business
transformation
strategy.
This
involved
a
comprehensive
review
and
re-­‐evaluation
of
how
WorleyParsons
managed
and
delivered
all
of
its
traditional
global
IT
services
and
operational
platforms,
transitioning
the
current
IT
team
from
the
typical
‘Maintain
and
Run’
function
to
a
strategic,
value-­‐add,
business
enabling
function
through
the
‘Support
and
Innovate’
application
of
technology.
It
also
included
the
adoption
of
public
and
private
cloud
utility
technologies
as
well
as
new
approaches
to
enterprise
architecture,
service
management,
customer
service
and
engagement,
IT
asset
and
cost
transparency
management.
Prior
to
joining
WorleyParsons
in
2015,
Rod
spent
eleven
years
at
the
Commonwealth
Bank
initially
participating
in
and
then
designing
/
leading
change
programs
across
many
transformation
initiatives
across
the
Retail
Bank,
Enterprise
Services
and
Wealth
Management
divisions.
He
played
a
founding
role
in
establishing
the
Group’s
Change
Community
of
Practice,
its
enterprise
change
methodology
accessible
through
a
common
portal
(‘Change.CBA’)
in
addition
to
other
important
capability
initiatives
like
an
OCM
“Do
It
Yourself’
manager
toolkit.
Over
this
time,
Rod
led
change
programs
supporting
enterprise
capability
initiatives
in
Business
Requirements
Management,
regulatory
reform
in
Wealth
Management,
IT
senior
leadership
education
in
conjunction
with
MIT
and
the
rollout
of
a
national
product
accreditation
program
in
the
Retail
Bank.
Key
strengths,
skills
and
capabilities
Rod
can
deliver:
• OCM
planning,
scheduling
and
delivery,
aligned
to
business
benefits
• Communications
planning
and
delivery
• Development
and
rollout
of
high
impact
learning
and
engagement
materials
• Effective
stakeholder
management
and
targeted
interventions
across
multiple
levels
and
internal/external
audiences
• Change
readiness
implementation
checks
and
reporting
• Management
of
OCM
risks
and
issues
• Senior
leadership
and
project
management
OCM
coaching,
mentoring
and
capability
uplift
• Development
and
rollout
of
specific
strategic
change
programs
• Portfolio
change
planning
and
metrics
development
• Line
management
of
other
change
management
teams
and
individuals
• High
impact
communication
and
presentation
skills
and
delivery
• Experience
in
working
with
and
development
of
engagement
strategies
across
multiple
audiences

2. Rod
Moran
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Summary
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Career
History
WorleyParsons
–
Senior
Global
Change
Lead
Duration:
January
2015
–
October
2016
Division:
Information
Management
(iM)
Key
Responsibilities:
• To
design,
deliver
and
implement
the
change
program
for
the
IT
Sourcing
program
–
scope
included
outsourcing
the
company’s
telco
and
infrastructure
IT
management,
implementing
standard
global
IT
asset
management
processes,
aligning
service
management
structures
to
ITIL
best
practice
and
embedding
a
new
IT
operating
model
to
support
the
new
outsourcing
arrangement.
It
also
involved
removing
technical
debt,
adoption
of
the
latest
technology
trends
(such
as
Infrastructure
as
a
Service,
Cloud
and
Mobility)
and
led
to
significant
reductions
in
IT
risk
and
operating
costs
by
moving
the
technology
group
from
a
traditional
‘IT
Asset
Based’
cost
structure
to
one
that
leverages
a
‘Utility
Based,
Infrastructure
as
a
Service’
cost
model
• To
manage
a
diverse
group
of
IT
and
business
stakeholders
-­‐
supporting
40,000+
users
in
44
countries
at
over
250
locations
• To
provide
strategic
OCM
support
and
communications
advice
to
the
CIO,
CTO,
IT
leadership
team,
Project
Director,
and
Group
Communications
teams
• To
design,
deliver
and
implement
a
range
of
best
practice
Service
Culture
programs
across
the
IT
division
and
strategic
partner
communities
to
boost
engagement
and
customer
service
techniques
and
behaviours
• To
provide
coaching
and
mentoring
of
project
managers
across
seven
workstreams
and
other
IT
business
staff
• To
lead
an
OCM
team
of
3
(communications
and
change
managers)
–
managing
delivery
and
OCM
coaching
and
mentoring
as
required
Key
Achievements:
• Design,
delivery
and
implementation
of
the
overall
program
IT
Sourcing
OCM
strategy
and
plan
• Design
delivery
and
implementation
of
the
change
management
approach
for
an
agile-­‐designed
IT
cost
reporting
system
(InsightNow)
including
delivery
of
virtual
training
to
300
end-­‐users
globally
• Supported
the
internal
and
external
stakeholder
engagement
during
the
transition
of
IT
telecommunications
and
infrastructure
management
to
two
separate
global
outsourcing
providers
• Created
program-­‐level
stakeholder
heat
maps,
tailored
engagement
approach
and
developed
program-­‐level
analysis
and
training
rollout
for
900
stakeholders
in
46
countries
• Created
executive-­‐level
monthly
communications
(as
voice
of
the
CIO)
for
distribution
to
40,000
WorleyParsons
end-­‐
users
and
engagement
materials
and
logistics
planning
for
global
virtual
and
physical
‘Town
Hall’
sessions
• Monitored
levels
of
change
adoption
through
periodic
OCM
pulse
health
checks
and
engagement
surveys
• Design,
delivery
and
implementation
of
a
three
day
Change
Leadership
program
in
Houston
for
twelve
senior
business
and
IT
leaders
/
chair
of
a
fortnightly
global
Change
Leader
forum
to
explain
and
manage
people
risks
for
the
program
• Design,
delivery
and
implementation
of
a
three
day
Partner
Culture
engagement
program
in
India
for
over
60
vendor
team
members
to
explain
the
WorleyParsons
strategy,
business
lines,
IT
strategy
and
transformation
program
• Design,
delivery
and
implementation
of
a
‘OneIT’
Values
and
Behaviours
framework
supported
by
a
quarterly
OneIT
awards
program
to
create
common
behaviours
amongst
the
IT
and
strategic
partner
communities
• Design
and
delivery
of
an
ITIL
Awareness
Education
program
for
over
400
IT
staff
along
with
a
Service
Management
escalation
framework
• Design
and
partial
delivery
of
new
IT
Customer
Service
/
On
Boarding
/
Business
Customer
Service
Forum
programs
to
create
consistent
understanding,
techniques
and
behaviours
around
customer
service
• Creation
and
deployment
of
a
nine
month
‘Info
on
Infra’
newsletter
series
to
create
awareness
of
the
infrastructure
transformation
initiative
across
the
IT
and
business
communities
• Design,
delivery
and
implementation
new
KPIs
and
a
proposed
career
model
for
IT
location
managers
and
desk
side
support
staff
as
part
of
the
Technology
Delivery
Services
project
• Support
of
the
CIO/CTO/IT
leadership
teams
through
communication
and
distillation
of
various
IT
thought
leadership
articles,
demonstrating
alignment
to
best
practice
IT
in
addition
to
other
senior
business
communications
(i.e.
to
Regional
Managing
Directors
across
the
globe)
• Development
and
rollout
of
tactical
OCM
material
(comms,
learning,
engagement)
to
support
other
program
streams
–
IT
asset
management,
cloud
deployment,
configuration
management
database,
telco
WAN,
WLAN,
Voice
and
IT
infrastructure
deployments
-­‐
including
the
launch
of
a
new
major
data
centre
in
Singapore
• Development
of
a
comprehensive
program
intranet
site
with
reference
material
on
all
seven
workstreams,
thought
leadership
articles,
‘good
news
stories’
program
FAQs,
and
telco/infra
weekly
release
schedules
• Development
and
rollout
of
a
comprehensive
program
briefing
session
program
for
CTO
and
project
manager
presentation
to
key
impacted
IT
and
business
communities
• Development
and
presentation
of
OCM
and
other
engagement
material
for
various
PWG
and
PSG
executive
forums

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• Development
/
handover
of
key
templates
(simple
OCM
plan,
comms
templates)
for
BAU
post
program
closure
Commonwealth
Bank
–
Senior
Change
Manager
Duration:
June
2010
-­‐
December
2014
Division:
Enterprise
Services/Group
HR
Key
Responsibilities:
• To
setup
and
lead
end
to
end
change
programs
across
the
Enterprise
Services,
Group
HR
and
Wealth
Management
divisions
• To
lead
a
team
of
change
managers/change
analysts
across
the
above
divisions
• To
design,
develop
and
implement
capability
approaches
to
boost
OCM
maturity
across
the
change
community
as
well
as
business
representatives
• Provide
strategic
OCM
support
and
portfolio
reporting
to
the
Head
of
Organisational
Change
Management
and
Executive
General
Manager
Group
HR
• To
design
and
implement
best
practice
OCM
metrics
and
measurement
approaches
for
portfolio
initiatives
• To
function
as
a
strategic
trusted
adviser
to
senior
leaders
/
general
managers
on
their
business
transformation
change
programs
via
coaching
and
change
management
insights
Key
Achievements:
• Design,
delivery
and
leadership
of
the
Wealth
Management
Advice
Regulatory
Reforms
Phase
2
change
program
–
change
impact
analysis
and
execution
across
five
Advice
business
units
including
Count
Financial,
Financial
Wisdom,
Bankwest
Advice,
Commonwealth
Financial
Planning,
and
Specialist
Licensees
• Management
and
oversight
of
a
weekly
communications
schedule
to
the
above
businesses
collaborating
closely
with
the
national
Advice
marketing
and
communications
team
• Development
and
rollout
of
learning
and
engagement
material
to
support
the
reform
agenda
in
Fee
Disclosure
Statements,
Licensee
Standards,
Conflicted
Rem,
Best
Interest
Duty
and
Adviser
Competency
• Design,
delivery
and
leadership
of
the
Wealth
Management
Regulatory
Reforms
Phase
1
change
program
involving
change
portfolio
management
for
the
Chef
Risk
Officer
(CRO)
and
the
Wealth
Management
leadership
team
–
leading
training,
communication
and
engagement
activities
across
CommInsure,
Colonial
First
State
and
WM
Advice
(33/35
reforms
implemented,
total
program
resources
of
over
300
staff)
• Conducted
approx.
500
training
sessions
with
4000
attendees
over
four
months
with
3100
advisers
completing
client
and
implementation
training
• Collaborated
across
the
above
teams
on
a
wide
range
of
high
impact
communication
outputs
–
CFS
newsletters
and
briefing
decks,
CommInsure
and
program
website
enhancements,
Adviser
General
Manager
engagement
slide
decks,
program
executive
events,
and
jointly
developed
with
the
program
communications
manager
a
fortnightly
newsletter
across
400
business
and
program
team
members
(Debbie’s
Digest)
• Design,
delivery
and
leadership
of
the
Business
Requirements
Management
change
program
-­‐
an
enterprise
wide
capability
development
initiative
for
new
skills,
methodology
training,
consistent
job
descriptions/KPIs
and
new
operating
model
for
the
1000
strong
BA
community
transforming
the
way
CBA
managed
business
requirements
reducing
overall
project
costs
by
up
to
30%
• Launched
the
‘BA
Professional’
newsletter
as
a
monthly
engagement
forum
to
create
awareness
and
desire
for
the
Business
Requirements
Management
change
program
• Design
and
delivery
of
the
parallel
Benefits
Realisation
Framework
change
program
and
operating
model
supporting
over
$1Billion
in
project
investments
and
increasing
the
ability
to
achieve
benefits
on
projects
resulting
in
$250M
additional
benefits
within
the
first
24
months
of
deployment
• Delivered
a
one
hour
lecture
at
Sydney
University’s
IT
in
Professional
Practice
course
on
the
importance
of
change
management
in
the
IT
lifecycle
• Delivery
of
the
‘Ready
for
the
Future’
Workforce
Optimisation
change
program
in
Service
Delivery
(back
office
operations
area)
involving
communications,
engagement
and
oversight
of
the
training
program
• Delivery
of
the
Group
Information
Security
change
program
involving
stakeholder
management
and
change
impact
analysis
across
the
entire
Enterprise
Services
portfolio
• Developed
an
online
‘OCM
Team
Yearbook’
to
foster
a
sense
of
team
identity
in
the
wider
change
team
Commonwealth
Bank
–
Change
Manager
Duration:
June
2008
-­‐
June
2010
Division:
Enterprise
Services
Key
Responsibilities:
• To
setup
and
lead
the
change
program
for
the
Enterprise
Services
IT
Executive
Education
program
from
the
MIT
Sloan
CISR
School
of
Management.
Three
programs
delivered
over
18
months
involving
approximately
60
IT
senior
leaders
in
developing
project
submissions
for
formal
CIO
review
and
approval

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• To
design,
deliver
and
rollout
other
Enterprise
Services
Service
Culture
OCM
initiatives
as
part
of
the
Strategic
Initiatives
team
portfolio
• To
provide
strategic
OCM
and
communications
support
for
the
Enterprise
Services
customer
service
programs
Breakthrough
Service
Performance
and
Leading
Breakthrough
Service
Performance
Key
Achievements:
• Design,
delivery
and
implementation
of
three
MIT
Executive
Education
change
programs
for
a
combined
audience
of
Enterprise
Services
and
business
Executive
and
General
Managers
involving
close
relationships
with
MIT
professors
and
the
CIO/Group
Executive
and
IT
leadership
team
on
high
impact
communication
and
engagement
sessions
(video
sessions,
town
halls,
monthly
communications,
senior
executive
events)
• Initiated
and
led
a
diverse
series
of
change,
engagement
and
communication
related
activities
to
reinforce
and
embed
the
concepts
and
practices
of
the
MIT
CISR
Executive
Education
program
across
the
Enterprise
Services
senior
leadership
community
• Co-­‐created
an
Enterprise
Services
Partner
Culture
program
to
educate
and
reinforce
the
Group’s
IT
strategic
and
business
strategy,
values
and
customer
service
focus
across
the
strategic
technology
partner
community
• Co-­‐created
an
Enterprise
Services
On
Boarding
program
which
has
since
been
adopted
for
on
boarding
across
Risk
Management,
HR
and
Group
Finance
• Gained
accreditation
as
a
Prosci
OCM
Master
Trainer
and
facilitated
delivery
of
the
CBA
Change
Specialist
3
day
education
program
• Volunteered
to
become
an
Enterprise
Services
Sales
and
Service
Champion
facilitating
customer
service
training
and
continuous
improvement
in
Leading
Breakthrough
Service
Performance
and
Breakthrough
Service
Performance
programs
as
well
as
facilitating
in
the
above
Partner
Culture
and
On
Boarding
programs
• Led
a
series
of
initiatives
as
part
of
the
Change
Capability
Program
including
development
of
the
online
portal
‘Change.CBA’,
integration
with
the
project
management
framework,
a
‘Do-­‐It-­‐Yourself’
OCM
manager
toolkit
as
well
as
contributions
to
an
enterprise
level
OCM
methodology
• Won
a
tri-­‐annual
Enterprise
Services
Leading
Lights
award
along
with
and
for
leading
a
team
of
graduates
for
a
Technology
Innovation
platform
• Participation
in
the
Group’s
2009
Executive
Entry
Program
and
mentored
two
graduate
analysts
as
part
of
the
program
• Sponsored
a
graduate
working
group
on
project
management
for
release
of
new
trading
information
in
Institutional
Banking
• Submitted
a
nomination
to
the
2009
Australian
Banking
and
Finance
(AB&F)
Magazine
resulting
in
the
Enterprise
Services
Executive
Education
MIT
program
being
awarded
the
AB&F
Career
Development
Program
of
the
Year
Commonwealth
Bank
–
Change
Manager
Duration:
January
2006
-­‐
June
2008
Division:
Strategic
Development
/
Retail
Bank
Key
Responsibilities:
• To
setup
and
lead
end
to
end
change
programs
across
Strategic
Development
and
the
Retail
Bank
• To
lead
and
coach/mentor
a
team
of
change
analysts
via
cross
the
above
divisions
• To
participate
in
capability
development
initiatives
for
the
project,
change
and
business
analyst
audience
within
the
120
strong
Business
Improvement
Services
consulting
team
as
required
Key
Achievements:
• Design,
delivery
and
implementation
of
the
change
program
for
a
new
‘Top
Up’
application
as
part
of
the
CommSee
home
loan
origination
process
–
key
scope
item
of
the
Mortgages
Made
Easy
program
• Design,
delivery
and
implementation
of
the
change
program
for
a
new
‘Simple
Home
Loans’
printing
application
as
part
of
the
CommSee
home
loan
origination
process
-­‐
key
scope
item
of
the
Mortgages
Made
Easy
program
• Led
the
development
and
delivery
of
physical
learning
collateral,
intranet
and
web
sites
updates,
supporting
elearning
packages
and
senior
executive
messages
targeted
to
impacted
groups
for
the
above
two
initiatives–
senior
leaders,
retail
branches,
call
centre
operators,
mortgage
innovators,
product
teams,
retail
credit
and
the
mortgage
operations
teams
• Design,
delivery
and
implementation
of
the
Retail
Bank
Product
Accreditation
change
program
–
scope
included
initial
release
of
iSource
(the
Retail
Bank’s
product
and
procedure
library)
and
the
elearning
product
accreditation
modules
for
the
retail
branch
network
community
and
pre
pilot
activities
across
five
national
sites
• Played
a
lead
role
in
establishing
an
OCM
Community
of
Practice
to
increasing
knowledge
and
development
of
the
Group’s
change
and
project
practitioners
–
scheduling/chairing
of
regular
forums,
capability
development
/
knowledge
sharing
and
setup
of
an
information
repository
for
best
practice
readings
in
the
global
change
area,
tools
templates
and
case
studies
• Provided
three
submissions
to
the
Australian
Institute
of
Training
and
Development
(AITD)
for
their
yearly
awards
in
Excellence
in
Training
and
Design
-­‐
the
Bank
became
a
subsequent
finalist
in
all
3
categories

5. Rod
Moran
-­‐
Summary
(0401-­‐516-­‐132)
Page
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29/11/16
• Published
an
article
in
the
AITD
quarterly
journal
on
the
experiences
of
the
Retail
Bank
Product
Accreditation
program
focusing
on
the
change
management
approach,
challenges
and
outcomes
Commonwealth
Bank
–
Change
Analyst
/
Project
Manager
Duration:
August
2002
–
January
2006
Division:
Retail
Bank
Key
Responsibilities:
• To
develop
business
requirements
and
project
implementation
management
plans
for
various
Retail
Bank
program
initiatives
• To
lead
and
participate
in
testing,
pilot
and
implementation
activities
in
conjunction
with
all
impacted
stakeholders
• To
participate
in
capability
development
initiatives
for
the
project,
change
and
business
analyst
audience
within
the
120
strong
Business
Improvement
Services
consulting
team
as
required
Achievements
• Led
the
development
and
project
managed
an
online
valuation
decisioning
tool
as
part
of
the
Home
Loan
End
to
End
program
–
delivering
four
releases
and
driving
initial
concept
to
project
implementation
with
stakeholders
in
systems
development,
retail
products,
internal
comms,
change
and
credit
risk
management
• Managed
and
drove
the
Request
For
Proposal
(RFP)
tender
evaluation
process
for
vendors
of
valuations
data
• Development
of
initial
business
requirements
for
the
Basel
II
Collateral
Management
System
• Led
the
development
and
project
managed
the
implementation
of
the
Process
and
Sales
Coach
role
in
Third
Party
Banking
in
addition
to
a
new
Third
Party
Commissions
project
• Co-­‐created
a
new
Business
Analyst
Capability
Development
program
with
external
consultants
and
piloted
the
program
prior
to
initial
release
• Designed,
developed
and
implemented
a
new
Business
Analysis
Guidebook
to
accompany
the
above
program
-­‐
an
lifecycle
training
manual
to
educate
and
create
a
common
understanding
amongst
retail
business
analysts
Origin
Energy
–
Project
Manager
Duration:
August
2001
–
July
2002
Key
Responsibilities:
• To
project
manage
the
data
integration
of
Powercor
electricity
contracts
to
a
new
Origin
Energy
trading
system
• To
lead
a
team
of
two
business
analysts
and
manage
the
business
and
data
analysis
of
the
integration
• To
scope
and
prioritise
associated
system
functional
enhancements
for
implementation
post
integration
• To
work
closely
with
the
trading
general
manager
chief
technical
architect,
pricing
teams
and
wholesale
teams
and
other
Powercor
and
Origin
stakeholders
to
plan
and
execute
the
integration
Achievements:
• Project
managed
the
development
and
implementation
of
a
new
wholesale
electricity
energy
trading
system
arising
from
Origin
Energy’s
takeover
of
Powercor
Ltd
on
time
and
on
budget
• Developed
effective
stakeholder
relationships
and
subsequent
knowledge
base
in
a
new
industry
within
a
short
timeframe
and
within
the
politically
sensitive
dimension
of
a
post
takeover
contract
implementation
• Established
a
successful
User
Group
forum
with
representatives
from
all
main
trading
areas
initially
as
a
project
tracking
meeting
and
subsequently
widened
to
include
prioritisation
of
all
future
enhancements
• Assisted
in
managing
the
contract
knowledge
transfer
process
between
Powercor
&
Origin
Energy
including
documentation,
workshops,
&
recommendations
to
senior
Origin
management
for
Powercor
staff
retention
David
Jones
–
Project
Manager
Duration:
December
2000
–
July
2001
Division:
David
Jones
Online
Key
Responsibilities:
• To
lead
the
online
development
&
release
management
schedule
for
the
David
Jones
Online
e-­‐commerce
website
• To
line
manage
a
small
internal
team
of
testers,
business
analysts,
technical
staff
for
site
delivery
• To
act
as
a
key
reference
delivery
point
for
other
internal
online
stakeholders,
i.e.
marketing,
customer
service,
merchandising
and
online
development
• To
manage
day
to
day
business
relationships
with
three
external
technology
vendors
• To
provide
strategic
support
to
the
David
Jones
Online
CEO
on
ecommerce
release
pipeline
and
project
management
plans

6. Rod
Moran
-­‐
Summary
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Page
6
of
7
29/11/16
Achievements:
• Project
managed
three
major
web
site
upgrades
requiring
business
requirements
and
testing
co-­‐ordination
amongst
multiple
internal
and
vendor
stakeholder
groups
• Established
effective
governance
and
working
relationships
with
technology
suppliers
to
support
projects
as
diverse
as
a
content
management
evaluation
and
a
new
warehouse
system
continuous
enhancement
project
• Established
project
management
disciplines
such
as
site
issues
logs
and
other
enhancements
to
provide
a
structured
&
prioritised
release
framework
for
all
stakeholders
to
agree
on
proposed
scope
and
technical
issues
Commonwealth
Bank
–
Internet
Project
Implementation
Manager
Duration:
November
1995
–
December
2000
Division:
Technology
Services
Group
Key
Responsibilities:
• To
manage
web
site
projects,
enhancements,
fixes,
and
online
marketing
initiatives
across
a
range
of
Commonwealth
Bank
group
websites
(including
Colonial,
HomePath,
and
Woolworths
EzyBanking)
• To
lead
and
line
manage
a
team
of
five
business
analysts
on
both
delivery
and
career
development
• Managed
day
to
day
relationships
with
the
Bank’s
main
external
technology
vendor
(EDS
Australia)
as
well
as
other
marketing
technology
providers
• To
develop
scope
papers,
business
requirements,
functional
specifications
and
other
related
documentation
integral
to
project
outcomes
on
the
branch
LAN
platform
(ASSIST),
NetBank,
web
and
other
Bank
technology
platforms
• To
manage
specific
test
and
implementation
cycles
using
permanent
staff
via
resource
placement
for
contract
test
resources
where
required
Achievements:
• Project
managed
weekly
release
schedules
for
the
Commonwealth
Bank,
Colonial,
HomePath,
and
Woolworths
EzyBanking
internet
sites
• Led
a
series
of
continuous
improvement
working
groups
producing
best
practice
design
and
implementation
deliverables
(including
test
documents)
in
addition
to
a
close
relationship
with
EDS
Australia
• Led
and
participated
on
a
wide
&
diverse
range
of
projects
both
as
a
business
analyst
/
team
leader
–
GST
website
implementation,
Y2K
NetBank
compliance,
ASSIST
functional
enhancements,
NetBank
Phases
2
and
3,
Woolworths
Ezy
NetBanking
• Seconded
as
a
business
analyst
on
the
Windows
NT
branch
LAN
project
Dun
and
Bradstreet
–
Business
Reporter
Duration:
November
1993
–
November
1995
Division:
Credit
Reporting
Key
Responsibilities:
• To
write
business
reports
for
a
wide
ranging
and
extensive
client
base
using
a
variety
of
information
gathering
techniques
(direct
interview,
ASIC
public
record
search)
and
report
writing
techniques
(historical
company
profiles,
directors
checks,
balance
sheet
analysis,
trade
history)
• To
meet
allocated
sales
targets
in
the
divisions
Business
Scope
revenue
program
which
involved
meeting
minimum
monthly
targets
as
a
key
performance
indicator
for
the
role
• To
provide
support
to
the
Head
of
Credit
Reporting
and
Sales
Managers
on
leads
generation
Achievements
• Seconded
as
a
report
specialist
to
write
World
Trade
Data
Reports
for
the
US
Embassy
• Coached
and
mentored
three
junior
business
reporters
as
part
of
their
six
month
induction
period
• Led
a
‘Direction
for
Growth’
cross
functional
team
initiative
that
published
a
Business
Scope
User
Guide
(a
training
manual
to
assist
new
reporters
the
optimal
way
to
reach
their
sales
targets)
Education/Qualifications
Institution:
University
of
Technology
Sydney
Qualification:
Graduate
Certificate
in
Project
Management
Completed:
2006
Institution:
University
of
Technology
Sydney
Qualification:
Bachelor
of
Business
(Marketing
and
International
Business)
Completed:
1993

7. Rod
Moran
-­‐
Summary
(0401-­‐516-­‐132)
Page
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29/11/16
Institution:
Benidle
High
School
Bankstown
Qualification:
Higher
School
Certificate
Completed:
1986
Institution:
De
La
Salle
College
Revesby
Heights
Qualification:
School
Certificate
Completed:
1984
Further
Training
• EEP
(Executive
Entry
Program)
• CommLeader
(Leadership
Program_
• ADKAR
Change
Management
Mater
Trainer
Certificate
(accredited)
• Management
Skills
for
Supervisors
• Negotiating
Successful
Outcomes
• Effective
Time
Management
• Four
Quadrant
Leadership
• Fundamentals
of
Project
Management
(5
day)
• Effective
Risk
Management
• Successful
Web
and
Usability
Design
(Hiser
Group)
• Presentation
Skills
• Influencing
Skills
• Negotiation
Skills
• Effective
Leadership
• People
Management
Professional
References
Personal
References
On
Request
On
Request