Developed the $1.2bn business case to rectify the issues that emerged from Queensland Health’s payroll. This included design of the program to rectify the pay anomalies, redesigning the payroll operating model and resources, changing the pay date and addressing system issues. This resulted in a 10-year $1.2bn investment.

Establish Demand and Supply planning in supply chain services as part of the Government Covid-19 response. Current work to apply the same model around health service planning and new models of care.
Member of the Covid-19 Surety Division which was tasked to set up the Queensland Health (QH) Covid-19 response data framework and reporting infrastructure. Worked directly with the supply chain services network and the QH procurement teams to provide supply updates on PPE stock to the Deputy Director General and Premier. Led the foundational supply chain data framework utilised across the QH network that is still being utilised to date. Championed the supply chain reporting and data module within the QH enterprise data warehouse, including the translation of the logic and data definitions from S/4HANA.

Supported the various testing cycles throughout the software development lifecycle, including the development and maintenance of numerous dashboards and reports used across multiple project activities. Set up the instance of Service Now and managed the hypercare period as a queue manager, working directly with the functional and subject matter experts across the ERP / QH landscape. To help automate the queue management process, developed an algorithm to read and classify support tickets to proactively identify system issues and helped manage an influx of 3000+ daily support tickets.

Led the whole of Government supply chain response for Covid-19 through Queensland Health. As response lead, implemented demand modelling, supply allocation and secured supply chains and supplies through multiple national and international channels.

Program Director to concurrently lead the $377m Satellite Hospitals Program and $229m Accelerated Infrastructure Delivery Program successfully through a recovery period and re-establishing stakeholder confidence in the programs.

Led the payroll response for Queensland Health after the system issues that resulted in wrong and no pays for Queensland Health staff. This included overseeing rectification of award interpretation to make pays accurate, correction of the new payroll operating model, change to pay dates to simplify the pay arrangement in health, dealing with over and underpayments and the tax implications. Managed complex stakeholders including unions, staff, ATO and broad health system CEOs and Government.