Jun 2022 – Jul 2025 · 3 yrs 1 mo · Asia Pacific

• APAC CxO Security Advisor at Netskope

Apr 2022 – Present · 3 yrs 11 mos · Australia

• Leading a Global Security team for Culture Amp as it scales.

Jul 2021 – Oct 2022 · 1 yr 3 mos · Melbourne, Victoria, Australia

• Responsible for driving The Security Collective’s Interim CISO and Virtual CISO business. As well as supporting clients with cyber security strategy, security operating models, and advice on security risk management.

Jun 2020 – Jul 2021 · 1 yr 1 mo · Melbourne, Victoria, Australia

• Providing thought leadership to The Security Collective on Security Operating Models, Cyber Security Risk, and Assurance.

Nov 2020 – Jul 2021 · 8 mos · Melbourne, Victoria, Australia

• Interim GM, Privacy, Security Consulting, Security Risk & Assurance, & Supplier Security Management.

Dec 2019 – Mar 2023 · 3 yrs 3 mos · Geelong, Victoria, Australia

• In 2019 my partner and I acquired the Organic Larder (@geelongorganics) in Geelong. This 20 year old “Geelong Institution” was the first Organic grocery store in the region. The foundation offered us a strong opportunity to develop in a growing region and to align the value proposition for our customers to modern changes in the health food industry. Since December 2019, we have refreshed the business with new products & services, implemented efficiencies in operations and supporting technology. We have engaged with business partners to deliver niche capabilities to grow and develop our brand, and solidified relationships with existing and new producers/suppliers. We continue to own and operate the business which has grown since acquisition through local hiring, increased sales, and reduced costs.

Jan 2018 – Jun 2020 · 2 yrs 5 mos · Melbourne, Victoria, Australia

Jul 2015 – Jan 2018 · 2 yrs 6 mos · Melbourne, Australia

Aug 2013 – Jul 2015 · 1 yr 11 mos · Connecticut, United States

• GE Capital HQ Leader for IT and Security Risk Strategic Solutions & Programs in the CTO team in Asia-Pacific. Partnering with the CIO's, CSIO's and other Leaders in the GE Capital businesses in the ASPAC region. I had custodianship and management oversight of Information Security Monitoring, DLP, Information Security Analytics and IAM/PAM for the GE Capital businesses in the ASPAC region (including Japan).
• My secondary role was as Director & Regional Branch Leader where I had responsibility of the entire Australia & NZ CTO team. This role was the Senior CTO Representative and Leader in the region reporting to the HQ Senior Management Team on behalf of the regional team.

Oct 2006 – Jan 2008 · 1 yr 3 mos · Greater Melbourne Area

• Whilst with Proactive Services I was responsible for regional development of the customer base as well as consulting directly to the customers. I developed IT Governance thought leadership product as well as the IT Configuration Management product. During this time I developed process and controls in various areas of IT Service Management for organisations such as Fairfax, Toll, TabCorp, GE, Deakin University, Linfox, Daimler Chrysler and Foxtel. I grew the regional portfolio of customers whilst with Proactive through consultative engagement and identifying needs for IT enablement through the development of strategic account plans and opportunity analysis.

Jan 2006 – Oct 2006 · 9 mos · Greater Melbourne Area

• Accountable for the resolution of any issues within the accounts, for meeting Service Level Agreement (SLA’s), and for identifying any opportunities to assist the customer further and act as the Senior Manager for Managed Services in Victoria, on behalf of the GM of Managed Services. Establishment of Service Delivery team for core clients – manage and lead a team of 6 SDM’s – incl. resolving inefficiencies within Operations team for resolution in order to meet customer needs
• Custodian of the outsourcing agreements and relationship with the C level for the delivery of IT Services (help desk, desktop, network services, security management, and application support).

Dec 2003 – Jan 2006 · 2 yrs 1 mo · Melbourne, Victoria, Australia

• The role of Governance Leader was to work with the business and IT in establishing a governance framework and a project for adhering to financial compliance and controllership. I reported to the CIO with a dotted line to APAC in order to lead the Sarbanes Oxley (SOX 404) and Basel II requirements for GE (a global program). At the same time GE in ANZ was obtaining their banking license and had an APRA audit, so all activities for these programs were rolled into the IT Governance role that I held. I led a team of 12 internal and external auditors and IT leaders in order to ensure that there were no material control issues in the organisation. This required an in-depth knowledge of the business processes and the core financial processes of the organisation, as well as the IT that was enabling the business to operate. I worked with Cards, Loans, Lease and Operations during this time. Externally I worked with representatives from SI’s such as Satyam, CSC and TSC as they were required to certify under the SOX program I was leading.

Apr 2001 – Jan 2004 · 2 yrs 9 mos · Melbourne, Victoria, Australia

• I was the key interface between IT and the lines of business in GE (Credit Cards, Loans, Broker Network, Auto, Fleet, Call Centre & Operations). I set up the Service Management framework; SLA’s and Service catalogue as well as the Vendor management framework. I Identified an opportunity to drive 25% of cost out of multi million dollar expenditure with vendors through rebate execution, consolidation & simplification of IT services. Whilst in this role I was an IT leader working in the IT streams for the acquisition of AGC and also of Wizard Home Loans. I was responsible for business assurance and mitigation of IT risk, ensuring all IT support & operational requirements had been established prior to implementation of any new business process. During this time I was a manager of a team of 8.

Jan 1999 – Mar 2001 · 2 yrs 2 mos · Greater Melbourne Area

• In my role I was responsible for identifying business processes and working with the business areas of Payments & Channels, Operations, Cards and Branch to determine SLA’s for provision of IT. I also spent time working with the broader IT Service Management team to process reengineer change and problem management processes. I was then seconded to a new Corporate Intranet program seeking to identify opportunities to web enable business processes, create new business models and implement new process re-engineering rapid development with ROI. My focus was mainly on Service Desk, Call Centre, Learning & Development team(s), and HR. The program was about reducing cost and providing efficiency gains back to the business through IT enablement.