Business Projects by Robert Harris

Commercial Manager of high technology banking projects, Sydney Australia
U.S. Citizen, Australian Permanent resident- indefinite visa

Robert Harris – Technology Projects

 

Commonwealth Bank of Australia Pty Ltd

Project phase document manager for the strategy document for the closeout for the analysis phase of the migration of data for the Core Banking Modernisation project M2d phase.  Result:  Able to get a large group of internal and external stakeholders to sign their support for a common strategy document.

Commonwealth Bank of Australia Pty Ltd

Procurement project manager for the purchase of encryption software to encrypt data from the desktop.  Result:  procurement completed successfully.

Campaign project manager for the Request for Information (RFI) for new Teller Cash Recyclers (TCR’s) for the Retail Banking Services part of the Bank.  Result:  RFI completed and vendors informed.

Sourcing services provided to the Marketing and Communications group for the purchase of Video displays for all Retail Bank Branches.  Result:  Video displays purchased under favorable contract terms and conditions.

Commonwealth Bank of Australia Pty Ltd

Performed business modeling of the cost/benefits of a shared services offering of a team of staff from inside the Bank’s central I.T. group for Bank customers in the Retail and Premium Services part of the Bank.

Project Manager – Software application rollout in the Office of the CEO

Change Project Manager – Introduced application of performance management, records management, configuration management, and incident management of a new Real Time Banking system that enabled customers to submit mortgage applications online.

Asset Project Manager – Performed a “gap” analysis of assets “in usage” vs assets being charged and made a recommendation for rationalising wasteful assets.  Result: save the Bank hundreds of thousands of dollars by rationalizing assets through decommissioning.

Logistics Project Manager – Performed a spend analysis of expensive “server” assets provided by outsourcing company EDS and discovered erroneous reconciliations and ferreted out “credits” back to my project budget, the CommSee National Rollout.  Result:  Approximately $350,000 credited back to my project cost centre from an external supplier.

Media Monitors Pty Ltd from

Performed the distribution of all digital media to 200 top ASX and Government clients.  Results:  Met the 99.99% KPI set to achieve customer satisfaction

Performed a quality assurance function to maintain a “zero fault tolerance” system of delivery.  Result:  Introduced a new performance reporting tool to demonstrate actual rate of successful media deliveries.

Conducted liaisons with the account managers internal to my team and with the communications officers who were my external clients.  Result:  The delivery function became perceived as “team members” who shared the desire to satisfy customers and overcome obstacles whenever they arose.

Qantas Airways Ltd

Performed commercial procurement strategy for purchase of:

Commercialising of wireless technology - SMS text messaging for Qantas fleet of 747 aircraft.  Result:  Infrastructure design and sourcing terms and conditions defined.

Defined contract terms and conditions – Oracle e-business suite Trisoft software license, Trax software, Qantas Defense Systems software.  Result:  sourcing analysis performed.

 

HMA George Patterson Advertising Pty Ltd

Performed numerous financial models used to aid the joint company directors to decide upon an enterprise telco carrier & forecast revenue streams from a forthcoming company customer self service web service. Result: I conducted a fact-based vendor source-selection to include three competing vendors. The company directors were able to see the financial benefits of remaining with the current carrier. However, new measurable service and reporting levels were "written into" the contract to insure a more active relationship between HMAGP and the carrierÝ Resume

Authored a company strategy using Porter’s Five Forces and SWOT which identified to joint directors, three new online revenue streams for the company customer web service. Result:  Presented to both joint CEO’s. Due to economic downturn the recommendations are on "hold" until the commencement of the new financial year

Performed a company business process management audit to identify the existing company core processes and reveal the core competencies of the existing staff and processes that "touch" customers directly. Result: The audit allowed a gap analysis to be performed between existing and needed competencies for an online ebusiness strategic business unit. The gap analysis provided a basis for further strategic human resource decisions and feasible service offerings

Proposed four new service offerings/revenue streams in accordance with company strategy, staff core competencies, and fiscal limitations. Result: One joint director, Terry Maloney appreciated the proposals, but did not feel that with the current downturn in recruitment advertising, the company could implement new services

Co-developed the new company web portal and the online structure, design and function of three web service offerings. Result: Phase I of the web service was successfully demonstrated to the company joint director Terry Maloney, on July 2, 2001, on schedule, on budget, and with desired technical performance Ý Resume

Developed and delivered a training program for internal staff usage of the 1st web service for staff. Result: The account executives within HMA George Patterson were able to process advertising orders online and customers were able to request ads online. Phase I of the web service was a functional business tool that offered customers 24x7 order entry and order tracking features.

Led a team of key managers from across the company customer service, production, and sales staff members to contribute design and functionality and usability elements of company web service. Result: The web service had workflow that was consistent with the real world paperflow in the business. Website usability was kept at a maximum for users inside and outside the company.

 

Harris Internet Consulting private consulting company

Quantum Investment Group needed independent assessment of the telephony products in development and being offered by Miva Pty Ltd. Also needed was an assessment of the company’s ability to bring the products to market. This was an overall assessment of technical product, marketing capabilities and overall quality of management. Result: The assessment was delivered on a very short timeline and all areas were covered successfully

Developed a proposal & design win strategy for a marketing website structure and functions for EMI Records Australia. Included were viral marketing features of emailing a recording star; seeing the recording stars daily journal entries while "on tour", and a "groupie" chat room Result: EMI ecommerce marketing manager used the source selection methodology. The proposed website was not selected by EMI.

A dotcom startup needed a strategic plan for creating a smartcard enabled personal services B2C web service portal. Result: VC presentations and all architecture documentation successfully delivered to entrepreneur clients.

Conceived & authored a proposal for an ecommerce function for Ericsson Australia’s worldwide wireless application competition. My entry was almost identical to the winning entry: a roaming system to allow for downloading audio clips of major tourist attractions in Europe with deployment plans for global application.

Conceived & authored a proposal and design win strategy for a telecommuting bundle for Sydney central business district employees during the Year 2000 Olympic games. Through one 1-800 phone number, the employee could buy a PC + ISP bundle delivered to their residence 10 days before the commencement of the olympic events. Engaged Cable and Wireless Optus, IBM, and Pinpoint Call Center in Sydney, Australia into an alliance team.

 

Principal for the Technology Group, XT3 Commercial Internet Solutions** 2000

XT3 is an internet integrator offering three services streams; online advertising and Customer Relationship Management; technology solutions (web project management); and online strategy consulting.

My role was to:

Build business through overall management of bid competition - design win strategy, proposal preparation and management of competitive engagements & presentations

Forecast manning requirements and project personnel assignments for individual project teams providing website and technology design, development and implementation

Develop a business process management methodology for the technology practice to enhance efficient delivery of core processes, continuous improvement and rapid employee training

Provide frontline consulting to XT3 client Austrade (www.austrade.gov.au)

Interview and hire new practice members

Result: I successfully delivered improvements in the proposals from the XT3 technology practice to include benchmarking and usability sections. I built a financial model for cost estimating a global infrastructure deployment that was applauded by the directors. I mapped all core processes within the practice and published the work on the company intranet.

 

Marketing Manager, e-business, Advantra Pty Ltd 

Advantra is a joint venture startup formed between IBM, Lend Lease Corp, and Telstra, (Australia’s largest telecommunications company). Advantra needed to build the first server farm in Australia to IBM USA standards and fill it with customers. The build project was in chaos when I arrived and there was no strategy, marketing sales plan. Result: Implemented an eCommerce payment gateway between the Sausage Software "Business in a Box" website and St George Bank. The functional test demonstrated full commercial potential of the server farm. I led an inter-divisional team of forty staff members and collaborated with a team of IBM counterparts in Illinois. This phase was completed in four months after my arrival and the project team was awarded the CEO’s Gold Award. I was promoted to the marketing manager (offering manager) for the operations phase of the server farm. I immediately formed a Tiger Team and conducted customer survey groups and reported sales forecasts to the CEO. I followed this with a marketing strategy plan. I developed the content for sales collateral and performed sales force training and presentations are part of IBM engagement teams. In the marketing strategy plan, I identified to the CEO that the price point for the service offering was too high for the local market and the infrastructure was too inflexible.

 

I.S. Manager, SC Johnson Wax Australia-New Zealand 

Conduct a company wide training survey and establish an I.T. training program. Result: The training of Microsoft Office across all company locations and 350 staff was successful (including MS Access). The average feedback rating was 4.5 out of a possible 5.0.

Manage the preparation of company I.T. resources for the Year 2000. Result: Project Manger- Conducted inventory of external suppliers, and internal hardware and software. Created an action plan for the SC Johnson Wax company to address any areas not deemed Year 2000 compliant (replace or upgrade). Communicated all actions to the company headquarters.

Initiate a way to communicate supply chain data to suppliers "on demand". Result: I designed the usage of an easy to update, non interactive, low cost, easy to maintain Internet WWW listing SC Johsnon Wax inventory levels of piece-parts and materials supplied by vendors. Any time vendor needs to know our inventory levels of their products; they will simply use internet browser to go to a secure WWW page for the information. This allowed them to track and self initiate replenishment rather than wait for buyer orders.

Set-up a company intranet. Result: All hardware and software platform selection issues and the business productivity issues were compiled by me early in the project design phase. The project is currently in operation.

Set up a company Executive Information System (EIS). Result: Today at SC Johnson senior executives can find the following information on a shared network drive with security features that limit access to directors only.

 

The monthly billings for Optus mobile phone accounts, by department

The monthly billings for all British Telecom Frame Relay charges, by department

The monthly billings for all Telstra STD/IDD charges, by department

The statistics of corporate disk utilization, by department

 

Much of this information is provided in graphical forms with month-to-month line graphs for basic trend analysis. The annual I.T. plan was to migrate this information to the Intranet to aid senior managers to run the company more efficiently.

Use data from the Manufacturing Resource Planning MRP system as a Sales and Marketing Data Warehouse. Result: Managed the "set up" and data flow design for an SQL server running DSS Agent application software for the SC Johnson sales force. This included platform selection, employee education, and clear definition of the added value to be offered to the sales department by the successful introduction of a dedicated data warehouse.

Make best practice software application source selections. Result: I conducted the initial brain storming sessions with Sales, and Production staff members and outlined the key evaluation criteria for the selection of: Promax- Performed the Australian implementation of this software Promotion Evaluation Software (A sales force specific application to adjust product pricing) Demand Solutions- Performed a source selection for demand forecasting software for the fast moving consumer goods (FMCG) industry in Australia.

Manage all company Telecommunications. Result: By setting high standards and working in a partnership method, I was able to have Optus and Telstra monthly bills simplified and where possible, consolidated into one bill. I initiated the process of having all monthly bills sent to SC Johnson in electronic form for easier internal analysis. I had audits of the SC Johnson Wax Company telecommunication services performed to eliminate the existence of services that did not result in business productivity. I conducted extensive technical interchange meetings with all major telecommunications carriers and developed a recommendation for SC Johnson management for an alternate telecommunications carrier for the based upon a fact-based, objective, source-selection criteria. I managed the install of new services in a new NSW office. I greatly increased the quality of the account management of the SC Johnson business by Telstra. I was asked to make a video tape that was aired to all Telstra customer executives at their annual conference.

 

Lab Administrator, CSIRO Division of Radiophysics 

Perform workflow plans for the fabrication of the integrated circuits and managed all data collection and compilation for presentation to division leaders. Find a Document Management system for the division. Result: All lab administration duties were successfully accomplished and I project manager the selection for a system to archive documents and share document images throughout the CSIRO division. This project involved learning the differences between document records management and image management and developing a set of criteria upon which a system could be purchased by the CSIRO. This included the implementation issues being affected by an existing Ethernet LAN running TCP/IP. The Canon 250 Friday system was the winning system.

 

Computer Security Specialist, Trident Data Systems 

Computer Security Consultant to the US Air Force Secretary of the Air Force Special Projects Office and Rockwell International Space Systems Division***. Result: The ongoing work for SAFSP was successful but was not a profitable contract for Trident. I was brought back to Trident as an independent contractor to create a computer security program for Rockwell to gain compliance with Orange Book specifications.

 

United States Air Force Officer, Air Force Space Division HQ 

Assigned to Space Division Milstar satellite program. Result: Wrote the launch operations plan for the processing of the satellite at Cape Canaveral AFB, Fl for launch 1. 

Assigned to Space Division MA-3 liquid rocket motor overhaul program. Result: 28 rocket motors successfully overhauled and delivered to operational unit. Logistics inventories were also secured. Contracts for services and parts were negotiated after fact finding.

An upperstage satellite boost engine needed immediate overhaul after a design error was uncovered in a failed launch. Result: I was transferred from my job in motor refurbishment and allowed to play crucial roles in a crash redesign and test program of the. Result: I project managed cost, technical and schedule for delivery of two spacecraft subsystems. The Airborne Support Equipment, and the Onboard Autonomous Instrumentation System (with NASA). Both systems successfully flew in numerous Space Shuttle.

Los Angeles Air Force Base failed as security inspection of the computer systems. I was appointed the base computer security officer. Result: I prepared all PC and midrange system operations for inspection and the base passed the second inspection.

As additional duties, I served as a representative to the community for the Air Force Academy and R.O.T.C. programs. I also completed a 2nd B.S. degree in Computer Science in the evenings and on weekends. Also, I was elected president of the Company Grade Officers Council by my peers, Project leader for the 2nd Annual Forum on National Space Policy, and was hand picked to join the commanding general’s staff.

 

*Commonwealth Scientific & Research Organization, www.csiro.gov.au

**Purchased by Chinadotcom in 2000-2001, www.ion-global.com

***Rockwell International offered me a full time position at completion of this project