1. Louis C. Murphy (murphy0502@gmail.com) 0410 212 676
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LOUIS C. MURPHY
IT EXECUTIVE MANAGER AND CONSULTANT
SERVICE DELIVERY - PRINCIPAL BUSINESS IT CONSULTANT – PROGRAM MANAGEMENT
Target: strategic, large-scale engagement that positively influences behaviour and organisational
results in a world-class IT organisation
FINANCIAL SERVICES ~ IT PROVIDERS AND OUTSOURCERS ~ IT AND MANAGEMENT CONSULTANCIES
Over 20 years as an IT Executive Manager and Principal Consultant—expert in steering operations, projects
and people and building world-class solutions in service delivery and IT infrastructure. Multinational
experience with financial services and IT providers. Career track record for exceeding expectations, has
been underpinned by consistent successes in revitalising stale operations, injecting rigour and discipline
into formal processes, and uniting diverse stakeholders in a spirit of consensus. Acknowledged for
expertise in transforming an IT value proposition into a profitable business reality. Insight and wisdom
underscore commercial acuity—leading to reasoned, feasible solutions.
Career Summary
INDEPENDENT CONSULTANT March 2015 – Present
Principal Consultant, IT Service Delivery and Project Manager
IT Implementation & Delivery, IT Operations
SOFGEN BANKING CONSULTANCY March 2013 – March 2015
IT and Business Consultant, Program Manager
FUJITSU AUSTRALIA January 2011-August 2012
Senior Project / Program Manager, Service Delivery Consultant
CONSULTANCY ENGAGEMENTS August 2009– October 2010
Principal Consultant, IT Service Delivery and Project Manager
IT Implementation & Delivery, IT Business Intelligence, IT Service Management
NETAPP AUSTRALIA August 2008-August 2009
Client Services Manager (CBA), Services Delivery Consultant
EMC ANZ September 2000–April 2008
Project Manager, Manager of the Implementation Practice, Principal Consultant
WESTPAC BANKING CORPORATION November 1999–September 2000
Manager, Operations Support
FINANCIAL NETWORK SERVICES, TRUST BANK TASMANIA July 1996–November 1999
IT Operations and Service Delivery Manager, Program Manager
THE GULF BANK, Kuwait November 1991–February 1996
Manager, Data Centre Operations and Support, Business Re-engineering Manager
THE NATIONAL COMMERCIAL BANK, Saudi Arabia October 1986–November 1991
Manager, IT Operations, Facility Management, Project Manager
PRIOR ENGAGEMENTS
 Vice President and Manager, Capacity Planning & Equipment Acquisition, Wells Fargo Bank, USA
 Manager, Data Centre Operations and Capacity Planning, The First National Bank of Chicago

2. Louis C. Murphy (murphy0502@gmail.com) 0410 212 676
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Experience Highlights and
Statement of Accomplishment
SOFGEN Banking Consultancy
IT and Business Consultant, Program Manager March 2013 – March 2015
As a member of the VietinBank (Vietnam) Core Banking Systems replacment team, Louis introduced a
solutions platform selection methodology that was eventually used to select both the production and
dev/test operating platforms. Louis also introduced a number of industry standard frameworks – ITIL,
CoBIT, TOGAF, SDLC – to the relatively inexperienced project team. These frameworks resulted in an
increased level of discipline and rigour in the conduct of the project team’s activities.
FUJITSU AUSTRALIA January 2011- August 2012
Senior Project / Program Manager and Service Delivery Consultant
As a member of an IT Service Enablement and Service Delivery Program, Louis designed and
documented a complete suite of service delivery and support processes, with particular emphasis on the
integration of the Customer Service Desks. In addition, he developed testing protocols – integration,
acceptance, disaster recovery – for the products and services being developed for Westpac
CONSULTANCY ENGAGEMENTS August 2009– October 2010
Principal Consultant, IT Service Delivery and Project Manager
 IT Business Intelligence
Louis was brought on-board to build-out the professional services organisation for a start-up
company that specialised in developing “IT Intelligence” capability for Tier 1 and 2 organisations.
Louis introduced a customer engagement model, an improved costing and pricingframework, and
developed the inhouse capability to link the IT Intelligence products to a standard suite of ITIL-
like processes and procedures.
 IT Implementation and Delivery
Louis was also engaged to introduce discipline and rigour to a niche IT consultancy that
concentrated on product and service delivery. Louis developed measurement and reporting
capability for the executive, improved the budget and P&L management, and introduced an
improved form of project and milestone tracking.
 IT Service Management (as a consulting resource to Quinticon—a firm specialising in storage
infrastructure consulting services). Project focused on injecting discipline and rigour in security
and records management—major business imperatives for the storage infrastructure - in tandem
with a strategic decision-making framework for all future storage and mid-range platform
acquisitions. The methodology, on completion, translated to better availability, performance and
security, reduced costs, smarter acquisitions, and higher levels of customer satisfaction.
 Cut through opposition from external consultants, by presenting ongoing workshops
demonstrating the validity of the new storage strategy and winning the unqualified support of
IT Managers.
 Presented to IT Managers, a business-critical methodology later incorporated into the IT strategy.
Methodology encompassed catalogues and service level agreements, costing and cost-recovery
mechanisms, staff realignment, IT risk management, and business and IT governance.
 Exceeded expectations for plan delivery and deadline compliance.
NETAPP AUSTRALIA August 2008-August 2009
Client Services Manager (CBA), Services Delivery Consultant
Managed service relationships between NetApp, a billion-dollar IT provider of storage infrastructure,
and the Commonwealth Bank of Australia, as well as EDS as the bank’s IT provider. Led the process of

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problem and change management, monitored project status, developed service strategies, managed
finances and ensured all services provided to CBA were stringently aligned with IT governance.
 Monitored the success of the project by evaluating NetApp’s compliance with promises made,
assessingthe level of cost and risk reduction from the new storage infrastructure, and identifying if
the business had become more agile through reduced time-to-market.
 Spearheaded a new portfolio of revenue-generating services including value-based workshops,
infrastructure assessments and storage server platform management. Initiatives were suspended
following the ongoing impact of the global financial crisis.
EMC ANZ September 2000–April 2008
Project Manager, Manager of the Implementation Practice, Principal Consultant
Promoted from Project Manager within five months to become the firm’s first Manager, Implementation
Practice. Established and managed the first EMC ANZ Project Management Office. Delivered an
implementation service that was underpinned by the type of formal protocols and disciplines required
for a Tier 1 IT Provider.
This new workgroup delivered improved customer satisfaction and relationships, mitigated spiralling
project costs and extended implementation schedules, and positively affected the potential for repeat
business.
 Revitalised workgroup operations by hiring ten professional project managers with a verifiable
history of excellence. Result: Professional implementations were delivered in the first year.
 Introduced a standard implementation methodology, established a governance mechanism,
committed to ongoing customer communications and expectations management, and aligned with
the sales team.
 Slashed implementation times, and reduced reworks and issues through meticulous quality control
and preventative monitoring. Initiatives that cut thousands-of-dollars per project, further solidified
customer satisfaction and improved the bottom line for the business.
 Spearheaded training sessions for staff on project methodologies, new products, IT operational
processes and customer management. Results: increased customer satisfaction, reduced costs, and a
sales team allowed to sell instead of “firefight” at the coal face.
 Personally negotiated and won several professional services contracts ranging from $100Kto $500K,
to include:
1. An Internet data centre build and commissioning for a major Australian telco
2. A complete Business Continuity and Disaster Recovery Program, to include production data
centre relocation, for a global insurance provider
3. An APRA records management compliance study
4. An ITIL “best practice” assessment for a leading wealth management firm, to include
development and implementation of SLA / OLA’s, the IT Services Catalogue, and the supporting
measurement systems.
WESTPAC BANKING CORPORATION November 1999–September 2000
Manager, Operations Support
Challenged to overhaul the support group, embedding discipline and rigour and eliminate the lack of
responsiveness undermining reputations internally and externally. Embarked on a full program of change
and quality improvement focusing heavily on the “business of doing business” in areas of operational
projects, software implementations, and problem-, change- and release-management.
 Delivered project in fewer than four months, with the organisational model later adopted by
additional Westpac workgroups and the bank’s outsourcing provider.
 System availability rose by 2%.

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 Cut vendor maintenance expenses by $10K monthly via initiative to audit invoices.
FINANCIAL NETWORK SERVICES, TRUST BANK TASMANIA July 1996–November1999
IT Operations and Service Delivery Manager, Program Manager
Engaged as a Program Manager to plan and direct the Financial Network Services (FNS) $7M banking
system development and implementation. This effort employed 10-15 analyst / programmers, 3-4
systems administrators, and banking consultants provided by FNS. This project was completed and fully
operational within 18 months, and successfully replaced all retail and branch banking systems, to include
credit card and EFT/POS.
Success of the project prompted promotion to IT Manager—presiding over a $10M budget, five direct
reports, and with a mission to stabilise the flawed legacy systems significantly undermining productivity
and daily operations. Drove evolutionary change across all areas from vendor support improvements,
through disciplined problem and change management and other ITIL service and support processes.
Instrumental in the bank being considered an attractive candidate for acquisition with system quality and
stability cited as fundamental to the acquisition deal.
THE GULF BANK, Kuwait November 1991–February 1996
Manager, Data Centre Operations and Support, Business Reeengineering Manager
Handpicked for role by the bank’s Chief Executive Officer, with the appointment winning board
approval; a strategic move that became the catalyst for $10M in measurable financial improvements in
commercial and institutional lending. Growth was generated through the accelerated approvals of high
quality lending facilities, trade finance agreements, and a reduction in bad debt provisions.
THE NATIONAL COMMERCIAL BANK, Saudi Arabia October 1986–November 1991
Manager, IT Operations, Facility Management, Project Manager
Managed IT operations across two data centre sites in Jeddah and Riyadh. Despite the challenges of
sustainingoperations throughout the first Gulf War, introduced redundancy for both data centres and
processing centres in all provincial capitals. Acknowledged for efforts in creating a “safe room” in the
Riyadh data centre for staff to take refuge during Scud missile attacks.
Prior Engagements
 Vice President and Manager, Capacity Planning & Equipment Acquisition, Wells Fargo Bank, USA
 Senior Consultant, The Institute for Software Engineering (an affiliate of Stanford Research
International)
 Manager, Data Centre Operations and Capacity Planning, The First National Bank of Chicago
Professional Development ~ Training
 ITIL Foundation Certificate: IT Service Management
 Organisational Theory, University of Michigan, Graduate School of Business
 Six Sigma Foundations
 Kepner-Tregoe Rational Process and Situational Analysis
 IBM President’s Seminar for IT Executives
 Mathematics and Logic, Northwestern University