1. Tel: (08) 9417 4817 (h)
Mobile: 0422 306 004
186 Gibbs Road
BANJUP WA 6164
Maggie Wright
PROFILE
I am highly experienced in Managing Infrastructure Project and Service Delivery/Helpdesk
teams. Proficient in recommending IT solutions such as Telephony, server refresh, laptop
desktop standards etc. and providing Level 1 through Level 4 Support to all levels of the
organisation. Industry experience has been at both a National and International Level.
I have gained experienced in managing multi-disciplinary teams of varying sizes and complex
programs of work. I have the ability to build strong relationships with all stakeholders and to turn
proposals into reality. Especially successful in management roles that demand rigor, a high
level of drive, dedication and a focus on delivering business outcomes through the use of
methodologies. I also have skills in Managing Vendors and external contracts and driving
strategy to improve the overall IT services and encourage change within the organisation.
Further experience lies within the areas of mobilising and demobilising Project offices both
within the CBD and remote sites, procuring IT equipment, sourcing and managing vendors for
communications, and infrastructure requirements.
KEY STRENGTHS & CAPABILITIES
• ITSMF Foundations Accreditation
• Excellent Teambuilding and people Management skills
• Management of the Service Desk to ITIL 3 compliant
• Stakeholder engagement
• Contract Management
• Vendor Management
• Change Management
• Reporting – Analysis, Activity Trends, Procedures
• Strong work ethic, results oriented
• Solid understanding of IT concepts and their functional application from Level 1 through to
Level 4
• Effective in both an autonomous or a team player role
BUSINESS EXPERIENCE
Department of Health Statewide Telehealth Services
Program Manager, Systems and Technology May 2016 – Present
Recently moved over to the projects area into the position of Program Manager for the SIHI
(Southern Inland Health Initiative) Program. Responsible for the management, strategy and
establishment of a technical infrastructure plan to incorporate future capacity and infrastructure
requirements, services improvement and expansion of the service desk model to adequately meet
the growing business requirements.
Responsibilities
• Create a Telehealth Services Improvement plan to support the current and future growth of
Telehealth
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2. • Identification of future capacity requirements and infrastructure upgrades to address single
points of failure and future capacity
• Future State Plan – Phased implementation plan to implement the system architecture and
equipment refresh program
• Expansion of the Service Desk support model to ensure adequate service support to meet
the business requirements.
• Procure, install and deploy core Telehealth infrastructure as identified in the Technical
Services Improvement Plan.
• Operational policies, processes and procedures in place to ensure the ability of Telehealth
to continue service delivery at acceptable predefined levels following a disruptive incident.
• Technical and clinical SLA’s and/or MOU’s to identify monitor and review service and
system performance
• Develop and implement a DR/BCP for STS and ETS
SD Manager Statewide Telehealth & Emergency Telehealth Services
Support of Infrastructure for Telehealth VC consults WA October 2015 – April 2016
Responsible for the management of the Infrastructure Support team and delivery of
videoconferencing services for the Statewide Telehealth and Emergency Telehealth who support the
Metro and Remote Regions for clinical and medical VC consults. I have a team of 5staff that
consists of Service Desk, Level 2 Support and Network Support. The Infrastructure team supports
approximately 750 VC Endpoints throughout DoH and Private Enterprise facilities. I also manage
the vendors for the support and maintenance and contracts and any licensing agreements.
Responsibilities
• The Management and delivery of Telehealth Infrastructure services to DoH Metro, Regional,
Private Hospitals and NGO’s (Non-Government Organisations throughout WA.
• Implementation of ITIL processes and procedures into the organisation to comply with the
‘Best Practice’ approach, process model and Service Strategy to assist in striving for
continual service improvement.
• Engagement of key stakeholders to best understand the business requirements
• Demonstrate knowledge and understanding of clients’ and customers’ business issues, and
how IT interrelates.
• Development of Incident. Problem, Change and Knowledge Management processes
• Developing a Service Catalogue for Telehealth Services
• Management Disaster Recovery and Business Continuity Tests
• Risk assessment and review
• CAB (Change Advisory Board) & Change Manager for all changes related to the Telehealth
Services environment
• Vendor and contract Management for internal and external SLA’s.
• Order processing and procurement, provisioning, setup and support of Video Conferencing
equipment for Metro and Regional sites throughout WA
• Responsible for the contracts and warranties associated with the equipment.
• Reporting of Service Desk statistics for Incident, Problem Change and any other service
Requests
• Understanding the objectives of the organisation to ensure Service Level Management is in
alignment with the business vision.
Achievements
• Implementation of a Service strategy to meet customer expectations provide Incident,
Problem Change management as part of a Service Strategy.
• Vendor engagement to establish a process for redundancy on the Emergency Telehealth
sites at no additional cost.
• Established processes and procedures in line with ITIL
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3. • Created a service Catalogue
• Created and asset refresh schedule to address VC assets EOL and out of warranty and
maintenance.
• Created reports in line with KPI’s provided by the SIHI project.
• Building the team skills and responsibilities to work in a more structured and procedural
environment.
• Implemented a Major Incident and after-hours MI process
• Established a Risk Register.
• Maintained and on-call and after hours roster for the Emergency Services.
• Established processes for 3rd
party support out of business hours for Emergency Services.
• Established an escalation procedure.
TSA Telco Group
Manager of Infrastructure Services
Support of Infrastructure Services Australia and Manila March 2014 – July 2015
TSA is the largest provider of telemarketing services to Telstra customers, which supports and
assists with their inbound and outbound telemarketing sales and consultancy. They provide a wide
range of products and services which requires the provision of 24 X 7 ICT services including
support for Telstra’s call centres for both the Service Desk and the Network Infrastructure
environment throughout Australia and the Philippines. I managed a team of 12 staff that consisted
of Service Desk, DBA, Network & Security, Sys Admin, Server & Storage and Site support. I had
two support staff on the ground in Manila who are mainly Deskside and Service Desk. The
Infrastructure team supports approximately 2,200 users throughout Australia and Manila
Responsibilities
• The Management and delivery of IT Infrastructure services to Telstra’s call centres
throughout Australia and the Philippines.
• Implementation of Policies and Procedures which resulted in a more controlled and
streamlined environment.
• Management of twice yearly Disaster Recovery and Business Continuity Tests
• Forecasting and Budget planning.
• Risk assessment and review
• CAB (Change Advisory Board) & Change Manager for all changes internal and external to
TSA.
• Implementation of ITIL processes and procedures into the organisation to comply with the
‘Best Practice’ approach, process model and Service Strategy to assist in striving for
continual service improvement.
• Demonstrate knowledge and understanding of clients’ and customers’ business issues, and
how IT interrelates.
• Easily adaptable to rapidly changing environments, TSA would often have to mobilise and
de-mobilise in response to Telstra’s campaigns. We would be required to set up new
offices at very short notice and provide all the Infrastructure and applications they require.
• Order processing and procurement, provisioning, setup and support of Laptops, Desktops,
iPads, Servers, Switches, Mobile devices and IP Telephony.
• Responsible for the Microsoft Enterprise Software Licensing Agreement and aligning the
yearly tru-up costs.
• Reporting of Service Desk statistics for Incident and Service Requests
• Understanding the objectives of the organisation to ensure Service Level Management is in
alignment.
Achievements
• Provided delivery of IT Services that understand and meet the needs of the business
requirements by engagement of key stakeholders.
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4. • Delivering a service that clearly understands the diversity and key requirements of the
varied business units.
• The ability to respond at very short notice to implement IT services into a new business.
• Regular engagement of key stakeholders.
• Successful DR & Business Continuity tests completed.
• Successful Implementation of Manage Engine, Incident, RFC, RFS and Asset Management
including the associated policies and procedures.
• Cisco Call Manager Upgrade to version 10.5 including IM and presence.
• V7000 Upgrade
• Cisco Firewall upgrade
• Upgrade to Server 2012
• Upgrade to SQL 2012
• PC Refresh
• Complete re-build of the Server Room
Iluka Resources Ltd
IT Service Delivery Manager
Delivery of IT Services for Australia March 2012 – March 2014
Iluka Resources is the major producer of zircon globally and largest producer of the high-grade
titanium dioxide products of rutile and synthetic rutile, with operations in Australia and Virginia, USA.
I provided management of the Iluka Service Desk and Site support officers supporting Perth HQ,
and all regional and remote sites throughout Australia and Shanghai. Being a 24 X & Operation it
was imperative to facilitate restoration of normal operational service with minimal business impact,
and provide high availability of ICT services and applications. I had a team of 8 staff, 2 of which are
on the Service Desk and the remaining 6 are Level 2 and Site Support with a varied amount of
contractors depending on utilisation of the team.
Responsibilities
• The Management and delivery of IT services to Head Office, remote sites, mobile users and
Executive Support.for 20 VIP’s and approximately 900 users throughout Australia including
remote sites.
• Responsible for an Operating budget of $1.4 M for Consumables, Labour, IT& Comms,
External Services for HQ and remote sites.
• Forecasting and Budget planning using SAP and Hyperion.
• CAB (Change Advisory Board) & Change Manager for all changes internal and external to
Iluka that have an impact on the organisation.
• Evaluation and Implementation of a new Cloud based Service Desk tool. A Cloud Based
solution was implemented for many reasons: cost, no hardware requirements, regular
updates, externally hosted and supported. It also provided OOTB (Out Of The Box)
Incident, Problem, Change & Asset Management. Whereby, prior to this, only Incident
Management was part of the Service Desk.
• Configuration of Users, Groups, Queues, Licenses, Templates and Reports for
Remedyforce.
• Demonstrate knowledge and understanding of clients’ and customers’ business issues, and
how IT interrelates.
• Order processing and procurement, provisioning, setup and support of Laptops, Desktops,
CAD Machines, iPads, Servers, Mobile devices and desk phones.
• Management reporting of the Service Desk statistics to key stakeholders, Business
Services Managers, General Managers & Site Managers for statistics specific to their sites.
Prior to implementation of Remedyforce Service Desk Tool, limited reporting was available,
mainly just the number of outstanding calls. We produce reports on Trend analysis, Calls
in/out of SLA, top categories, calls by group to name a few.
• Understanding the objectives of the organisation to ensure Service Level Management is in
alignment.
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5. Achievements
• Managed the Win7 rollout, upgrading from Windows XP, to approximately 1,300 users
nationally, with an additional 7 contractors. Implementation was very successful with minimum
disruption to the business.
• Introduced Service Level Management into the organisation, where none existed before, to
demonstrate the impetus to have continual service improvement which can then be
reported on.
• Reduction of calls to the Service Desk with the implementation of a self-service tool of
approximately 20%
• Implementation of ITIL processes and procedures into the organisation. . ITIL 3 was
introduced into the organisation because of its ‘Best Practice’ approach, process model and
Service Strategy to assist in striving for continual service improvement.
• Effectively adapt to a rapidly changing environment, Iluka being in such a niche market it
was a balance of dealing with very busy periods, whereby you need to employ extra
staff/contractors or a downturn in the market where people are being made redundant. It’s
important to keep the team positive and encouraged during these challenging times.
• The ability to respond at very short notice to implement IT services into a new business.
• Regular engagement of key stakeholders.
Various Consulting Contracts Feb 2010 - March 2012
I was engaged to consult for an Engineering Recruitment company to assist on IT
requirements. Assisted in reviewing resumes and marketing the skills of applicants to
Engineering organisations on a casual basis. I also worked for a company called Mango
Consultants as a Training Consultant delivering Microsoft Courses through to advanced
level. Delivered courses for Priority Management on Lotus Notes and Project Management.
Decided on a break from my career in 2009 until Feb 2010 after taking redundancy from
Fluor.
FLUOR Australia Pty Ltd
IT Manager Australia
Delivery of IT Services for Australia September 2004 – July 2009
Fluor Corporation is one of the world’s leading publically listed EPCM (Engineering,
Procurement, Construction & Maintenance) companies. Fluor has 59,000 global employees and
24/7 project-execution capabilities. IT is part of the shared services group within Fluor and is
responsible for delivering IT services to all Australian offices and Project offices. I was based at
corporate head office in Perth and managed a team of 40+ staff and contractors supporting all
communications from desktops, servers and comms devices through to mobile phones and
VoIP. Provided 1st
2nd
and 3rd
level support to the BHP FAST JV project both in Perth and at
remote sites. Originally FAST JV was Mine and Port Development Joint Venture - MPD JV was
a joint venture between Fluor Australia and Sinclair Knight Merz (SKM) to execute BHP Billiton
Iron Ore’s expansion projects in the WA Pilbara. This was renamed the FAST - Fluor SKM Iron
Ore Joint Venture and delivered six iron ore expansion projects which my team supported.
Responsibilities
• The Management and delivery of IT services to the various Business Units within Fluor.
Managing an IT budget of approx AU$6M, with 4 cost centres.
• Managed a team of 30 – 40 people consisting of Level 1-4 Support, Service Desk,
Procurement and Administration, remote site support and team leaders for each office.
• Management of the IBM managed services contract for Australia.
• Lead project teams on an internal and external IT project. Establish and maintain a high
level of external client and internal customer interaction, actively engaging IT at the
beginning of the project to provide IT requirements and costs.
• Change Management and associated Service Level Management through our in-house
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6. developed Service Desk Tool
• Ensuring SLA’s and KPI’s are in line with the Delivery of IT Services as outlined in the
Support Agreement.with IBM and review of this support agreement on a regular basis.
Managed the MSA with Telstra for all comms, which I eventually moved to Optus because
of the lack of engagement from Telstra.
• Demonstrate knowledge and understanding of clients’ and customers’ business issues, and
how IT interrelates.
• Effectively adapt to a rapidly changing environment.
• The procurement, provisioning and setup of Laptops, Desktops, CAD Machines, Servers,
Mobiles devices, deskphones and conferencing facilities.
• Ensuring all documentation is current and kept up to date. This involves developing new
processes, policies and procedures both HR and IT related.
• Evaluation of existing infrastructure to recommend improvements within the environment,
which may lead to, projects outside delivery of the core contract.
• Management of timesheets on-charging to projects, recoveries and work requests relating
to invoicing and costing.
• Monthly reporting of call and trend analysis within each business unit.
• Conception and implementation of procedures to improve the service to the business.
• Ensuring recurring issues are documented, reported to the business and a recommendation
given for resolving known issues.
Achievements
• In conjunction with IBM managed the relocation of all IT from East Perth to the CBD this
included the complete fit-out of the new offices
o Cabling for Data and Voice
o Installation of a new telephony system VoIP
o Provision of a new Server Room, including new equipment
• Through IBM’s managed services contract hey provided comms monitoring, global updates,
support for the local Australia team on scheduled change controls, capacity planning, DR
and Helpdesk services. Due to the local Helpdesk not being a viable part of the service
they provide I re-negotiated the IBM contract with senior Management in Fluor to bring the
Helpdesk services back in-house saving Fluor $1M and providing a better service by
providing Fluor having helpdesk staff on-site.
• Mobilised several project offices for FAST JV - Fluor SKM Iron Ore Joint Venture which is a
partnership between global business leaders; working with BHP Billiton Iron Ore on its multi-
billion dollar growth plans in Western Australia, RGP (Rapid Growth Project) FAST was
overseeing the construction of several expansion projects simultaneously. My team had to very
rapidly mobilise the project offices with infrastructure, communication and also staff up with
contractors for support.
• Managed the upgrade of the UC/VoIP Project for all Australian offices.
• Complete fit-out of the Old Perth Post Office building, which was a greenfields project, for the
expansion of the FAST JV project.
• Complete fit-out of 5 floors in London House in the CBD for FAST JV
• Mobilisation of a project site in Prominent Hill which was a major copper, silver and gold mine in
NW South Australia 100= km SE of Coober Pedy. Because of the remoteness of this site it
proved to be a challenge getting services to the area and logistically, nonetheless it was a
successful mobilisation.
MAPTEK IT
Operations Manager
Rio Tinto SBS Contract March 2003 – August 2004
Ensuring delivery of the Rio Tinto Shared Business Service Contract for Applications Support
and Development. To manage the provision of support of Maptek IT applications, and ensure
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7. smooth running of projects. Day-to-day management of production issues, implementation of
updates and new versions through release management. Frontline management for helpdesk
issues, call analysis, resolution and resource management. Preparation, assessment,
development and completion of change through the Change Control system. Ensuring the
provision of Service to the client is in line with the Support Contract.
Responsibilities
• Responsible for the day-to-day production issues for the Rio Tinto SBS units: Argyle
Diamonds, Robe, Hamersley Iron and Rio Tinto related business units
• Change Management and associated Service Level Management
• Management of the Service Desk for 3rd Level incidents, problems, known errors and
enhancements,
• Ensuring SLA’s and KPI’s are in line with the Delivery of IT Services as outlined in the
Support Agreement.
• Ensuring all documentation is current and kept up to date. This involves developing new
processes, policies and procedures both HR and IT related.
• Evaluation of existing infrastructure to recommend improvements within the environment,
which may lead to, projects outside delivery of the core contract.
• Management of timesheets and work requests relating to invoicing and costing.
• Promotion and implementation of continuous improvement within the business.
• Monthly reporting of call and trend analysis within each business unit.
Achievements
• Ensuring the provision of Application Support and Development services are available in
accordance with the contract.
• Ensuring critical applications are supported as in agreement with the business.
• Conception and implementation of procedures to improve delivery of service.
• Established procedures for Change Management
• Established procedures for Enhancements identifying small project work which will then be
incorporated into Release Management
• Establishing clear procedures for resolving application issues in line with SLA’s
• Maintaining and ensuring sufficient manpower is available, both during normal business
and after hours, in-line with the current support agreement.
MARCONI (Originally Harman IT) September 2000 – February 2003
Service Delivery Manager July 2001 –February 2003
Rio-Tinto SBS Contract
The overall responsibility of this position is to manage the provision of IT services to Hamersley
Iron and associated sites, in accordance with the terms and conditions of the outsourcing
contract. This position has also required me to liaise with 3rd party vendors for support of
applications outside the Scope of Works.
Responsibilities
• Frontline Management of the Hamersley Iron Network support contract.
• Responsible for 12 permanent staff based in Perth and 5 permanent staff based at the
Hamersley Iron sites in the remote North West Pilbara area
• Staff motivation, supervision, training and development – used formal performance
management procedures bi-yearly to provide feedback.
• Contract Management.
• Ensuring all documentation is current and kept up to date. This involved developing new
processes, policies and procedures both HR and IT related.
• Managing small projects outside the scope of work.
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8. • Maintaining contact and support for the NW site team. Includes regular VC’s and regular
travel to site.
• Managing contractors for adhoc and project related work.
• Ensure team’s compliance with the Health and Safety procedures of the client site.
Achievements
• Ensuring the provision of IT services on a 7 X 24 production site
• Conclusion of the XP Desktop rollout project comprising of 1,400 desktops in Perth and the
Northwest remote sites
• Established goals and objectives for employees which resulted in a more efficient team
environment
• Implementation of the Disaster Recovery project and ultimate custodian of the
documentation
• The implementation of clear roles and responsibilities for all staff under my direction
• Maintaining and ensuring sufficient manpower is available on the contract
Hamersley Iron Extranet Project (Still Marconi) January 2001 – July 2001
The overall responsibility of this position is to implement and manage the Hamersley
Iron Content Management system into the business.
Responsibilities
• Project Management of the implementation of the Extranet into Hamersley Iron, including
setup and configuration of the Test server.
• Setup of the production Server in DMZ.
• Installation and configuration of SSL and eSign security software, administration of Digital
Certificates for HI users.
• Replication of news items from the staging environment to the Intranet site.
• Applying updates of code from developers to the test environment then evaluate thoroughly
before application to the production environment.
• Account management of external users from Rio Tinto and PCPL.
• Managing the change control system to ensure minimum downtime of the site
Achievements
• Installation and documentation of the Extranet server into the Hamersley Iron DMZ
• Management of third party Web Developers and implementation of controlled updates,
ensuring minimum downtime of the system
• Administration of a digital certificate system ensured controlled access to Hamersley Iron’s
confidential documentation
Contract Work May 2000 – September 2000
Exchange Administration and NT Admin
WESTERN METALS PTY LIMITED September 1999 – May 2000
Network Administrator
PBA PROFESSIONAL PTY LTD January 1999 – September 1999
Systems Consultant
Contract Work November 1998 – January 1999
Support Consultant
HALLIBURTON BROWN & ROOT ENGINEERING, WA January 1996 – October 1998
Engineering Support Coordinator
INTERNATION COMPUTERS LTD (ICL) UAE (Fujitsu) July 1993 – November 1995
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9. MS Solution Provider Manager/Administrator
Self Employed, UK January 1991 – July 1993
Systems Consultant
TAY HOMES PLC, UK February 1990 – January 1991
Systems Designer and Network Supervisor
COMPUTACCOUNT LEEDS LTD, UK February 1989 – February 1990
Technical Consultant
COMUPTERLAND LEEDS LTD, UK December 1987 – February 1989
Training Manager/Technical Consultant
BARCLAYS INFORMATION SYSTEMS, J’hb South Africa August 1985 – February 1987
Research and Business Analyst
PUNCHLINE LTD, J’hb South Africa February 1985 – August 1985
Technical Support Consultant
PILKINGTON SHATTERPRUFFE GLASS, PE South Africa August 1984 – February 1985
SW/HW Installation and Implementation Specialist
COMPUTERMATIC LTD, J’hb South Africa January 1989 – February 1989
Technical Support and Database Development/Installation
AUTOMATIC REPETITION ENGINEERING, J’hb South Africa
Technical Support and Database Development/Installation
TRUST BACK, J’hb South Africa
Business Analyst Finance
PROFESSIONALDEVELOPMENT&TRAINING
• Department of Health Feb 2016
ICT Contract Management
• Risk West Dec 2015
Business Continuity Management Practitioner’s Course
• AIM July 2014
Preparing a Business Case
• AIM June 2015
Frontline Management Refresher
• Iluka Resources Dec 2013
Safe Production Leadership
• Iluka Resources Oct 2013
Negotiation Skills
• Iluka Resources Jul 2013
Equal Opportunities and Conflict Resolution
• Identity Solutions Aug 2012
BMC Remedyforce Administration
• PRIORITY MANAGEMENT Aug 2008
Working Sm@rt with Lotus Notes
• PRIORITY MANAGEMENT Feb 2008
Project Planning Breakthroughs
• AIM Mar 2007
Leadership Essentials
• AIM Jul 2006
Leading at the Frontline
• AIM Aug 2005
Developing High Performance Teams
• AIM Mar 2005
Finance for Non-Finance Managers
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10. • Conan Group Aug 2003
IT Service Management Foundations
• Tony Aveling and Associates May 2003
MARCSTA (Mining and Resource Contractors Safety Training Association)
• Australian Institute of Management March 2002
Frontline Management – Developing High Performance Teams
• ORACLE Systems, Perth August 1997
ORACLE Administration, SQL & PL/SQL, Backup & Recovery
Referees will be supplied upon request
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