1. MARY NIKOLAIDIS
Address: 7 Lesbury Avenue, Heathpool, SA 5068
Telephone: 0407 400 052
Email: mary_nik@outlook.com
CAREER PROFILE
Operational leader with over 20 years’ experience leading highly skilled teams spanning
retail, finance, shared services and energy operations. Demonstrated capability in both
forging strong relationships with stakeholders and business partners and driving a high
performance culture to deliver on organisational objectives and targets.
Extensive experience in successfully managing projects to deliver either strategic business
objectives or process improvement efficiencies. Accreditation in both Kepner Tregoe and
Lean Six Sigma methodology.
KEY STRENGTHS
 Assertive and dynamic in achieving objectives and goals
 Strong customer and stakeholder relationship building skills
 Strong commercial awareness and business acumen
 Highly developed interpersonal skills
 Excellent written and verbal communication skills
 Adaptive and resilient to changing environments
 Highly respected for integrity
CAREER SUMMARY
 Career break Dec 2011 – Jan 2017
Supported partner on multiple long-term interstate projects
 Department of Treasury & Finance Aug 2011 – Nov 2011
Payroll Team Manager
 AGL Feb 2008 – Aug 2011
Customer Service Team Leader
 Capgemini Australia Mar 2006 – Aug 2007
Employee Services Manager
 Westpac Jan 2003 – Mar 2006
Collections Team Leader
 Harris Scarfe Australia P/L Aug 1998 – Oct 2002
National Credit Manager
 The Mortgage Company May 1997 – Aug 1998
Collections Officer
 John Martins Feb 1985 – May 1997
Accounts Manager

2. CAREER EXPERIENCE
DEPARTMENT OF TREASURY AND FINANCE August 2011 – November 2011
Payroll Team Manager
Responsibilities
 Manage team to deliver timely payroll for SA Government Health employees.
 Build and sustain a high performance culture through, regular performance feedback,
reward and recognition initiatives and formal performance management processes.
 Build effective working relationships with key stakeholders to achieve operational
targets and goals.
 Recruitment, selection and induction of talent.
 Project manage process improvement initiatives.
AGL February 2008 – August 2011
Team Leader
Responsibilities
 Build and sustain a high performance culture through, regular performance feedback,
Reward and Recognition initiatives and Formal Performance Management process.
 Build effective working relationships with key stakeholders to achieve operational
targets.
 Recruitment, selection and induction of talent.
Achievements
 Developed and implemented “Talent Selection Matrix” tool to deliver recruitment
selection process improvement efficiencies.
 Re-engineered customer complaint escalation process to deliver improved customer
service experience.
 Addressed and resolved multiple pre-existing and complex underperformance issues
to deliver on the standard of a high performance culture.
CAPGEMINI June 2007 – August 2007
Service Delivery Manager (Acting)
Responsibilities
 Effectively manage the client relationship in a multi-functional service delivery arena.
 Operations management with accountability for Service Level Agreements (SLA).
 Recruitment, management and development of leadership talent.
 Fostering an environment of continuous improvement and expansion of service offerings.

3. Achievements
 Achieved 95% of Service Level credits for consecutive reporting periods delivering an
increase to profit margins.
 Initiated and delivered innovative solution to clients request for assistance with a
key Australian ATO Compliance Audit action item.
CAPGEMINI March 2006 - June 2007
Operational Team Leader
Responsibilities:
 Plan and co-ordinate workflow to meet SLA requirements and optimise efficiency.
 Accountable for compliance to defined Quality Management procedures.
 Accountable for increasing the competency/skill set of resources to improve
operational efficiency.
 Foster an environment conducive to people’s ongoing development and overall
performance improvement.
 Identify scope and deliver business improvement initiatives to achieve improved
performance/efficiency, cost effectiveness and smarter operations practices.
 Plan, manage and deliver projects on time and within budget.
 Build and sustain effective relationships with the client to achieve operational
targets.
 Recruitment, selection and induction of talent.
 Prepare and deliver quarterly Governance reporting to Senior Leadership team and
respond to internal and external compliance audits.
Achievements
 Acting Service Delivery Manager.
 Achieved highest customer satisfaction rating since inception of the Bluescope Steel
relationship.
 Achieved 100% of SLA measures for 2 consecutive quarters.
 Successfully negotiated the inclusion of an additional 0.8 FTE team resource to cover
services being rendered to the client (Bluescope Steel) which were not within the
SLA.
 Prepared, delivered and received approval and sign off on a business proposal
demonstrating the requirement for an increase of 1.67 FTE for 2006/2007 period.
 Successfully developed the skill mix of staff within the first 4 months to deliver
improved operational efficiency to mitigate the risks of single point sensitivities.
 Successful completion of Six Sigma projects on time and within budget.
 Employee Giving reporting
 Payroll upgrade – Micropay Vs SAP R3 – Phase 1
 Redundancy Processing

4. WESTPAC JUNE 2003 – MARCH 2006
Collections Team Leader
Responsibilities:
 Evaluation and improvement of operational processes.
 Build and maintain strong relationship with government regulators.
 Accountability for timely decision making on Hardship submissions.
 Achieve productivity and quality plans.
 Weekly/monthly workload forecasting and resource planning.
 Conduct direct report performance reviews on monthly, half yearly and annual basis.
 Project design, scope, plan, execution and monitoring.
Achievements
 Successful completion of multiple projects on time and within budget.
 Re-engineering of Contact Centre Quality Review process delivering an
increase in output without additional FTE.
 Automated Call Monitoring Tool – delivering Quality Assurance.
 Career Planning Framework for Collections business unit employees.
 Leadership Program – supporting talent development.
 Contact Centre Incentive Program – supporting employee engagement.
 Delivery of 0.6 FTE ($50K) saving through re-engineering of Hardship process.
 Successfully completed training and achieved accreditation in:
o AOM – Active Operations Management – Workware
o Kepner Tregoe project management methodology
o Lean Six Sigma - Green Belt
HARRIS SCARFE AUSTRALIA P/L JUNE 2001 – OCTOBER 2002
National Credit Manager
Responsibilities:
 Successfully manage $40M credit card portfolio
Achievements
 Efficiently managed credit function with annual sales in excess of $78 million.
 Reduced bad debt result from 1% to 0.8% of sales.
 Zero lost challenges in Small Claims Court.
 Successfully implemented Recoveries Standard Operating Procedure (SOP).
 Introduction of Customer Relationship Management software – Cognos.

5.  Introduction and implementation of Balanced Scorecards to employee performance
framework.
 Delivered $300K saving through procurement of alternative stock provider.
HARRIS SCARFE LIMITED AUGUST 1998 – JUNE 2001
Deputy Credit Manager
THE MORTGAGE COMPANY MAY 1997 – AUGUST 1998
Collections Officer
EDUCATION:
Bachelor of Arts – Psychology & Sociology Major
Flinders University
FURTHER PROFESSIONAL DEVELOPMENT:
AOM Workware 2005
Kepner Tregoe Project Management 2004
Dynamic Business Solutions – Operations Management 2004
Advanced Credit Management - AICM 1990
REFERENCES:
Available on request