Jan 2025 – Jan 2026 · 1 yr · Melbourne, Victoria, Australia · Remote

Dec 2024 – Present · 1 yr 3 mos · Remote

Sep 2024 – Present · 1 yr 6 mos · Melbourne, Victoria, Australia · Remote

Apr 2023 – Present · 2 yrs 11 mos · Melbourne, Victoria, Australia · Remote

Jun 2022 – Sep 2024 · 2 yrs 3 mos · Melbourne, Victoria, Australia

Jan 2021 – Feb 2023 · 2 yrs 1 mo · Melbourne, Victoria, Australia

Dec 2020 – Apr 2023 · 2 yrs 4 mos · Melbourne, Victoria, Australia

Nov 2019 – Apr 2020 · 5 mos · Melbourne, Australia

• GDT is a world-first approach to reclaiming end of life tyres. As a shareholder in his green-tech startup, I helped out for a few months with attracting investment and opening up international markets.

Apr 2019 – Apr 2023 · 4 yrs · Melbourne, Australia

• I have leveraged my ongoing love/fascination with the property industry to create a business that flips homes. Strategically buying, planning the level of renovation, organising and contracting trades and then placing the product in the market.

Mar 2018 – Apr 2019 · 1 yr 1 mo · Hong Kong

• After 18 months in my prior role (and based upon success with non voice for the Hotels.com brand). I was asked to step into a global role managing all new non-voice customer channels which covers Social (Facebook, Twitter, etc), Chatapps (Messenger, Line, Wechat, etc) and webchat. This role encompassed all of the Expedia brands across the globe.
• The first step of the role was to conduct a full analysis of our current capability and then create a unified global strategy of where we wanted to go and how we would get there. This strategy was then ratified and a significant business case developed and approved. 2019 is the year of execution for this strategy.

Jun 2016 – Mar 2018 · 1 yr 9 mos · Hong Kong

• Brought in to the Expedia Customer Operations Group to run customer operations across all of APAC with operational responsibility for all points of sale. This involved managing a large P&L and ensuring quality standards in our outsourced partners across the region. This role had a very matrix reporting structure that included leadership in London, Dallas an Seattle as well as peers in Sao Paulo, Japan and more.

Sep 2013 – Mar 2016 · 2 yrs 6 mos · Cathay City, Hong Kong

• I was brought into Cathay to examine the current contact centre infrastructure across the globe and create a strategy for enhancement with a view to supporting a growing airline through 2020 and beyond.
• In particular the strategy had to not only address locational, language and time-of-day, it must also support all media and customer preferences whilst balancing potential reward with capital required to execute.
• Once the strategy was complete I moved to building out the Business Case and then on to implementation. The result is the creation of 4 primary hubs across the world including a new one in Krakow, Poland (after extensive due diligence).
• Simultaneously I stepped into lead the management of these centres resulting in Call Abandon rates dropping from in excess of 50% down to just 3%. Revenues were significantly increased (by almost 50% in two of the major centres), Staff attrition rates dropped (in one centre from 24% per annum to just 14%) and Cust Satisfaction scores increased as well.

Apr 2012 – Aug 2013 · 1 yr 4 mos · Hong Kong

• I was brought in to HSBC to lead the design of sales models / tools / practices to enhance and extend retail banking sales made via the telephony channel - working alongside other sales channel heads.
• I was involved in the implementation of the global Target Operating Model (TOM) for inbound contact centres in Asia, and was instrumental in the creation of the outbound TOM.
• I developed detailed channel level reporting of sales activity across inbound, outbound and outsourced activity across all countries (at a product by product level).

Sep 2011 – Apr 2012 · 7 mos · Belfast, United Kingdom

• I was brought in from Hong Kong to set the bank-wide strategy for Telephone banking across all departments.
• This strategy then identified a number of initiatives which are currently being implemented, including the amalgamation of service & sales, removing excess call traffic from branches, rework how collections & recoveries handle call traffic and more.

Aug 2009 – Aug 2011 · 2 yrs

• As well as leading the overall Execution Programme Office for this key divestiture, I was heavily involved in the Management presentations, Information memorandums and deal meetings.
• One of the largest divestitures in recent history, the programme covers all of the RBS Asian Retail and Commercial businesses as well as several of the Global Markets and Global Trade businesses, and involves multiple acquirers.
• The dimensions of the programme are:
• 10 separate countries (Pakistan, India, Malaysia, China, Philippines, Vietnam, Hong Kong, Singapore, Indonesia & Taiwan)
• 4.5 million clients and 190 branches
• In excess of 13,000
• ~€8 billion in AUA.

Jun 2008 – Jul 2009 · 1 yr 1 mo

• In this role I was responsible for setting the overall strategy for contact centres across Asia. This resulted in a full plan of strategic and tactical programs which were validated by executve management.
• Some of the projects completed included the implementation of a 500 seat predictive dialler in Pakistan, the implementation of call recording for 400 seats in India and the complete build of a 30 seat contact centre (in 45 days) in China to comply with local regulator conditions aligned to the Olympics.
• This role was demised when the Group decided to divest the Asian retail assets.

Jul 2003 – Jun 2008 · 4 yrs 11 mos

• Sagatori is a specialised Management Consulting firm based in Hong Kong and working across Asia.
• I conceptualised and launched Sagatori, building a stable of blue chip clients across the region and employing several senior consultants.
• I also developed most of the Intellectual Property of Sagatori including consulting-based business rating models, etc. The very popular THEM model is still used by several clients in China.

Sep 1999 – Jul 2003 · 3 yrs 10 mos

• This role started with Cambridge Technology Partners prior to its acquisition by Novell.

Jan 1995 – Sep 1999 · 4 yrs 8 mos

• My own call centre training and consulting company based in Melbourne, Australia.

Jan 1992 – Jan 1995 · 3 yrs

• I held multiple roles with the National Telemarketing Centre. Starting out as a telemarketer I rose quickly through Team Leader and Manager before branching off into Stats & Reporting, Campign Management, and more.