Peter Moroney. Maxxia Pty LTD. E~nigmatic Management Solutions. IT & Management Professional EXPERIENCE. Continuous Improvement Consultant

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1 Peter Moroney IT & Management Professional Phone: Address: 2/18 Grenville Street, Hampton, 3188 I'm an IT professional with excellent finance credentials. I've worked as a financial and management accountant, as well as business analyst, IT consultant, project manager, IT manager, and management consultant and business engagement partner. Methodical, capable and measured, with extensive experience leading and working with teams, resolving issues, excellent stakeholder management, high EQ, and managing project plans to completion. EXPERIENCE Maxxia Pty LTD Continuous Improvement Consultant A cross-functional role identifying opportunities to enhance business process and productivity across the business. January Present Implemented web chat client to customer facing websites; implemented internal audit systems and processes; managed transition to alternative card providers; created quality and error tracking process. Coordinated and defined process for management of customer feedback, complaints and commendations, both online and internally. E~nigmatic Management Solutions Consulting CIO / Management Consultant December 2008 to 2015 Providing Management and IT Consulting services to companies looking to streamline business processes, develop strategic frameworks or build platforms for growth. My speciality is in the nexus between IT and Finance, applying practical solutions to real business challenges. Management of business requirements including application implementation, strategic implementation, office integration and infrastructure. Provide strategic IT and business advice based on business priorities and goals. Working within SME s to streamline processes, investigate systems and integration, review controls, and update policies to enable greater efficiency and productivity. BPR services, incorporating Sis Sigma & other tools. Project facilitation: analyse, scope and define client requirements of ERP, CRM, etc applications; managing vendor selection; coordinating/managing client side implementation. Intranet development, management and build - incorporating the collaborative, interactive and social functionality of Intranet 2.0. Working with SME s to assess and map IT strategies to promote growth and achieve business objectives. Implement IT roadmap. Conduct IT capability assessments to analyse and benchmark business functions. Project management Sample of jobs: iproperty (online Real Estate, Kuala Lumpur): engaged in mapping out business requirements of a CRM system. Mapped existing processes as a part of the As-Is, working across different profit centres. Identified and assessed business drivers and imperatives and documented those as the To-Be state, in addition to defining key workflows, forms and associated process controls to be created from scratch and incorporated in the implemented system. Made recommendation on the CRM system to be implemented, and worked with vendors to manage implementation and followup activities. Webjet( Travel): engaged in defining business and IT requirements of an SME undergoing rapid expansion. Mapped out requirements in terms of financial and business applications, roadmap forward, and the procedures, policies and controls required to manage operations and new processes. Brace5 (Health services); Rinnai Australia (Manufacturing); Metricon (Construction);

2 Adecco Australia Chief Web Consultant (consulting role) August 2010 to February 2011 Initially engaged to conduct project feasibility study. Subsequently engaged to lead intranet upgrade project. Conducted detailed business analysis to define specific business requirements, producing intranet blueprint adopted by company. Including developing personas, IA, and governance. Elicited requirements using interviews, document analysis, requirements workshops, site visits, business process descriptions, use cases, competitive product analysis, task and workflow analysis. Worked with subject matter experts to discover, define, assess, and document business needs and requirements and juggle multiple internal stakeholders and competing priorities. Developed strategic transformation roadmap for transition from Lotus Notes to SharePoint/Exchange. Managed intranet migration strategy from Lotus Notes to SharePoint 2010; as-is/to-be analysis; and defined project roadmap, strategy and architecture. Incorporating: Information architecture, metadata, taxonomies, content management, governance, usability & content guidelines, etc. Bupa Australia IT Financial Management Consultant December 2009 to December 2010 Engaged by CIO to provide financial oversight on IT operations, and implement spending controls, analysis and reporting. Introduced reporting, governance and process initiatives to enable financial transparency. Managed IT expenditure and budgeting with IT Department heads and Finance. Created an IT financial framework to deliver greater clarity and visibility on IT spend: incorporating cost centre and budget management, enhanced reporting and the implementation of structural and expenditure controls. Reviewed resource management, employee life cycle, and Capex expenditure processes. AGR Asia Pacific Systems & Business Process Analyst/Acting IT Manager March 2007 to December 2008 Finance based role working with department heads to assess business needs; manage business and IT projects; coordinate business improvement activities. Responsible for the successful implementation of organisation wide applications in difficult environment, requiring superior project, change and stakeholder management skills. Responsibilities Manage internal system and process projects. Liaise with business to manage expectations and requirements. Map and document finance BPR strategy. Manage external vendor relations. Achievements Coordinated relocation of finance function (25 staff) from Darwin to Melbourne. Managed implementation and upgrade of online timesheet system (Greentree etimesheets). Managed implementation of online expense process. Managed engagement of new travel provider and developed new travel policy. Designed and created SharePoint travel request and approval process. IT Manager (Interim role asked to step-in to replace existing IT Manager, in addition to existing roles.) Transformed poorly motivated and unproductive department into a high performing, happy team. Implemented significant proposals improving governance and process, including SLA's and PMO. Responsibilities Day-to-day management of IT priorities and staff (6). Management and maintenance of IT infrastructure and services. Engage business to align IT strategies to business objectives. Achievements Initiated re-design of SharePoint infrastructure and implementation. Re-structured IT Department to align with business requirements. Created IT Service Level agreement.

3 Developed IT cost recovery model. Initiated IT Information Management Steering Committee and Project Management Office. Intrepid Travel Business System Analyst Manage finance ERP and system infrastructure. Manage finance relationship with external vendors and consultants. Investigate and implement system and process enhancements. Provide finance expertise to departmental projects and IT related infrastructure initiatives. May 2006 to February 2007 Tectura Microsoft Dynamics Nav Consultant Provide consultation and project management in implementing Dynamics Nav in partnership with customers. Create and manage implementation project plans. Analyse customer processes and requirements; document required modifications to standard. Provide training in Dynamics Nav Financials. Assist with pre-sales and enquiries. MYOB Business Analyst/Project Manager (Contract) April 2005 to February 2006 September 2004 to March 2005 Coordinated phased roll-out of Navision financials to MYOB offices in the UK, Kuala Lumpur, Hong Kong, New Zealand, the US and Ireland. Completed successfully and on time. AWB Ltd BPR Consultant Engaged to reconcile ledger accounts after flawed upgrade from SAP R/3 to SAP CFM - successfully completed. November 2003 to August 2004 Reviewed and amended processes and controls in complex environment. Designed and implemented training programs and user documentation to assist with user uptake of new system. Peter MacCallum Cancer Institute Financial Accountant & Analyst (Contract) March 2003 to October 2003 Engaged to reconcile incorrect salary packaging accounts.implemented systematic process to validate contributions and prevent error. Village Roadshow Business Analyst (Contract) Realcorp Systems Project Manager (Contract) Mayne Logistics/Health Financial/Business Analyst (Contract) Mobil Oil Australia/Exxon Mobil Australia Management Accountant / Treasury Dealer (Contract) Shell Co of Australia Financial Accountant / Treasury Dealer November 2002 to March 2003 August 2002 to November 2002 November 2001 to July 2002 October 1999 to April 2001 October 1997 to June 1999 EDUCATION

4 Deakin University Certificate IV in Small Business Management Monash University Prince 2 Foundation Eltham College HSC to 1981 SKILLS Workshop facilitation, Troubleshooting, Process mapping, Intranet Strategy, Project Implementation, Knowledge Management, SharePoint, Microsoft Dynamics, IT Management, IT Financial Management, Virtual Management, Organizational Improvement, Enterprise 2.0, Collective Intelligence, Information Systems Strategy, Basic Accounting, Writing, Entrepreneurship, ERP, Software Selection, Business Analysis, Requirements Gathering, Business Strategy, Business Intelligence, Six Sigma, Business Process Improvement, Process Engineering, Management Consulting, Consulting, Management, Project Management, Analysis, Business Process Re-engineering, Project Planning, Change Management, Pre-sales, Business Process, IT Strategy, Governance, Strategy, Integration, PMO, PRINCE2, Policy development, MS Project, Visio, CRM, SAP R/3, Leadership, Small business management, Project delivery, SalesForce, Business Engagement Partner RECOMMENDATIONS Tim Hickman CFO I employed Peter, initially as project manager for the implementation of an ERP system, and then subsequently engaged him as a full time employee with the mandate to undertake business process improvement and simplification of business procedures between functional disciplines. To that end, Peter: Was instrumental in driving efficiency and technical gains with the implementation of business-wide enhancements for resource management, expense management and travel approval; Drove significant cultural change in a challenging environment with the introduction of an e-time sheeting process; Developed a strategic roadmap to upgrade systems and processes from ad hoc approach to best practice; and Re-aligned the IT functions and systems to meet business requirements and governance standards. Peter undertook all of the above with an enjoyable sense of good humour, necessary in a time of significant cultural upheaval as a change in the company ownership during his tenure necessitated a formalization of the organisation s approach to operations and support functions as it became part of a wider international group. Tim Hickman Chief Financial Officer, AGR Asia Pacific Pty Ltd, February 2008 Nalina Kirupalani Accountant CPA I had the pleasure of working with Peter whilst I was with AGR, and in his position as the Systems and Business Process Analyst, Peter did a good job helping those who weren t familiar with the current software system in terms of getting the right information out of it in a comprehensible way that was very beneficial to us, he was an asset to the reporting team during his tenure with the office. He has excellent written and verbal communication skills, is extremely organised and best part is, he is always willing to offer his assistance and could solve any software reporting issue I had. Bate Van Essen Solution Architect I worked with Peter at Shell Australia where he was working in the Accounts Payable area as a business analyst. He conducted himself in a very professional manner and his analytical skills were outstanding. He showed great initiative and was able to provide great outcomes for both the area he was working in and beyond, which was evident in implementing better aligned processes between Accounts Payable and the Treasury department.

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