1. PHILLIS SKONTOS Mobile: 0413794929
37 BOWNS ROAD KOGARAH Email: philliss@tpg.com.au
Australian Permanent Resident
SENIOR PROJECT MANAGER
An experienced Business Program/Portfolio/Senior Project Manager who has excellent
project management skills and strong influencing and negotiation skills in Portfolio &
Project Management.
Extensively experienced in navigating large, complex organisations and their many
stakeholders and business interdependencies to drive challenging programs and projects
to successful outcomes. Business Transformation/Change Programmes involving offshore
outsourcing within complex hybrid structured organisations driving rapid change have
been a long-standing specialty.
Pragmatic and outcome focussed, have consistently delivered complicated projects in
complex change environments utilising effective communication and facilitation skills.
Acquired a breadth of diverse people leadership and very strong stakeholder management
experience.
Very successful in working with multiple business unit owners for the delivery of complex
projects
 Troubleshooting  Stakeholder Management  Communication
 Disaster Recovery  IT Policy Development  Project Management
 Project Risk & Scope  Budgeting / Forecasting  Strategic Business Thinker
 Solution Development  Client Training
 Bid / Tender Preparation  Systems Implementation  Project / Delivery Methodologies
 Team Building / Leadership  Migration & Implementations
 Change management /Business
Analysis & Requirements
Gathering
 3rd
Party Vendor
Management
 Client Liaison / Collaboration
_________________SUMMARY OF PROFESSIONAL EXPERIENCE_____________
Date
May 2013- current
Nov 2007- May 2013
Mar 2003- Nov 2007
Jan 1999- Mar 2003
Feb 1994- Jan 1999
Client
Mindfields ( Various Clients)
The Westpac Group
Commonwealth Bank of Australia
IBM Global Services
Qantas
Job title
Program Manager/ Business
Consultant/ Snr Project Manager
Project Lead
Project Management Consultant
Senior Project Lead/Portfolio
Manager/Senior IT Lead/Senior
Transition Manager
Senior Project Manager/ Outsourcing
Programme Manager Strategic
Outsourcing
Corporate Accounting Manager
Confidential 1

2. ________________________PROFESSIONAL EXPERIENCE_______________________
CURRENT- MINDFIELDS – IS A VENDOR AGNOSTIC SOURCING AND MANAGEMENT ADVISORY FIRM THAT
PROVIDES STRATEGIC SOLUTIONS TO ACROSS INDUSTRIES GLOBALLY.
OTHER CLIENTS
PROGRAM MANAGER /BUSINESS CONSULTANT – KONNARIS CPA BUSINESS CONSULTANTS
PTY LTD.
SYD- NSW OCT 15- APR 15
Managed small to medium businesses Company accounts. This includes compilation and analysis of all
financials.
Project Manage all company accounts to ensure timely submission of accounts and allocation of work to
staff. Construct billing details for clients itemised accounting activities.
Implement controls and ensure compliance with regulatory legislation. Use Project Management
methodology to implement the programs.
Construct general ledgers and balance sheet accounts.
Provision of financial advise to enable cost effective and continuous improvement solutions.
Managed companies annual tax returns . Preparation of BAS and Superannuation. (Includes submission to
ATO )
Perform assurance review in accordance with the Risk and Compliance Assurance & perform cost benefit
analysis and provide guidance to clients regarding process improvement strategies.
Perform process analysis and create outsourcing solutions. Consult with customers and vendors for the
provision of outsourcing solutions.
Influence business companies to embed risk monitoring and control practises within their processes.
Confidential 2
Create project schedule for Robotic Automation Phase 1 delivery. (MS Project Plan)
The solution involves utilising the transformation methodology . After a process is evaluated fo
opportunity further analysis is performed before development work is commenced to determine
feasibility for RPA.
Stakeholder Engagement for RPA Project initiation.
Facilitated various Project Meetings as required. SteerCo kick-off , Proj Team, Bus Evaluation,
Architectural Design, and Reference Group .
Liaise with key stakeholders regarding the development of conceptual design elements .Created (excel
spreadsheet) High Level Tasks for Phase 1 delivery end to end.
Liaise with Business SME to reprioritize Phase 1 Timeline.
Prepared New Phase 1 timeline , revised cost estimates .
Negotiated overall outcomes with the Business Sponsor required for Project Initiation , conceptual
design & detail design inception.
Provided leadership and guidance onsite to RPA Project Team. (Mindfields and Clients)
Included- Macquarie Bank, Infosys, Wipro,ANZ

3. UNITED SEAFOODS PTY LTD
EUROPEAN BEVERAGES PTY LTD – Syd, Melb Australia
Whole Food & Beverage distributors to NSW & Melbourne Clients.
Senior Project Lead Overseeing Financial Staff & Management of new business (European Beverages) set-
up activities.
Responsibilities:
 Relationship & Stakeholder Management for all financial matters.
 Project Schedule Creation for new business. European Beverages.
 Web site development for online ordering
 Recruitment of staff for new business.
 Manage 3rd
Party Contractors and monitor performance.
 Creation of Risk and Issue log and manage resolutions.
 Financial Planning & Cash Flow Management.
 Perform assurance reviews in accordance with the risk and assurance processes to ensure compliant
with operational risks in control and compliance obligations.
 Management of all Leasing activities and creation of new contracts. Sourcing of quotes from vendors.
 Establish overall framework for new business. Includes Forecasting/ Project Schedule/Procedures &
Process Mapping
ALSO INCLUDED PROGRAM MANAGER OF VARIOUS OTHER CLIENTS - SYD NSW
Project Management consulting for multiple clients. This includes financial clients working with the
Program Managers to implement change management strategies for transformation intitiatives. For eg.
AMP, Macquarie Bank & CBA.
Created Project Schedules and assisted the teams with conducting workshops to resolve company financial
issues.
Coached staff to implement Project Management behaviours for problem resolution and implementing
continuous improvement behaviour.
▪▪▪
THE WESTPAC GROUP - AUSTRALIA /ASIA PACIFIC NOV 2007 TO MAY 2013
SENIOR PROJECT /SENIOR TRANSITION MANAGER/SENIOR IT LEAD/SENIOR PORTFOLIO
MANAGER
Project Management of Portfolio (Mortgages & Business Banking) for Westpac Group. Managed the
relationship between the Project Team and the Sponsors, Business Owners & 3rd Party Contractors &
Vendors .
Responsibilities:
• Coached & developed project team members for the delivery of Transitions in the Best Sourcing Program
as the Senior Portfolio Manager. This involved development of Group Service Delivery project artefacts &
standardisation of program tools. Key outputs included Master Project Schedule to align with project
execution framework & program mandatory outputs, Project Business Case submission for transition
funding approvals.
• Assigned the business units to the relevant project portfolio manager to understand the BU strategies to
enable creation of project concepts in alignment to the BU . This included Change Management
responsibilties & as the Project Manager I engaged with the relevant Portfolio Manager to ensure work is
planned BU strategies are agreed to and concept papers are approved.
Confidential 3

4. • Creation of the Portfolio Roadmap and presented to the Portfolio Owners for their buy-in and sign-off on
the Project Plans.
• Created and lead a Controls and Compliance Workstream dedicated to the delivery of Assurance
activities for the Application Services Transformation Programme SET 2.
• Successfully performed analysis of the PMO teams within Application Services Transformation (AST) &
Business Best Sourcing (BBS) workstreams & documented the commonalities & differences to align with
the target state of Best Sourcing Centre of Excellence concepts. Provided recommendations of the roles
& responsibilities for PMO Director endorsement which inputted into the PMO team re-organisation, co-
location and implementation strategy for an integrated team to service PMO activities for the Best
Sourcing Program for AST & BBS. This enables them to act as a common infrastructure layer to support
additional workstreams with minimal duplication of work efforts, standardisation of process & higher
productivity outputs.
• Working with Portfolio Leaders created solution for outsourcing of Mortgage & Business Banking process
to Overseas Partners. This included all Car Financing & Leasing processes.
• Developed a method including documentation & artefacts to enable Best Sourcing Program to articulate &
demonstrate program has diligently followed a robust execution framework which set out the process for
Portfolios to follow for Transition delivery. This included leasing companies and this resulted in the
creation of a single portal for all mandatory outputs on the intranet which acts as the central repository for
visibility to interested parties. Such as Auditors, APRA, & Senior Leadership Team.
• Successfully developed a method which included documentation & artefacts to enable the Best Sourcing
Program in the supplier engagement process. This resulted in demonstrating compliance to the
Outsourcing Prudential Standards & due diligence process has been executed in the selection of our
Outsourcing Suppliers
Worked as PM assigned to the Portfolio to ensure PeF, Governance and assurance
frameworks where adhered to throughout project execution. This involved all facets of financials including
leasing.
Successfully lead the strategic solution for the multi-brand program for Mortgage Operations & Business
Lending workstreams as the Senior Project Manager. The brand delivery was for Group Operation
services for the Bank of Melbourne customers. This involved the set-up of project team & development of
multi-brand artefacts, disciplines, strategy plan & then the implementation of the new brand Bank of
Melbourne into Victoria State across aprox 400 branches. The program was awarded the Project of the
Year award by the Senior Leadership Team.
Successfully addressed specific pain points in the Service Delivery Application Domain as the IT Lead
within Service Delivery for Strategic Investment Program. One of the key activities involved the project
management of the vendor relationship between IBM & Business Partners Renewtek for the delivery of
FileNet Solution. It involved presenting to Key Stakeholders the concepts of a Centre of Excellence &
obtaining their endorsement. This also resulted in the creation of a competency skills matrix & assignment
of Application Service Domain Owners in Service Delivery.
Successfully lead as Senior Transition Manager for Mortgage Operations & Corporate Business
Operations the St George Offshore Program. This involved the strategy plan design, planning &
implementation of BPO & ITO Offshoring solutions in partnership with IBM. This resulted in the successful
transition of 7 tranches deliveries aprox 420 FTE offshore to Indian Location (Proj aprox budget $27 Mil
AUD)
Workstream Lead for Compliance/ control assurance/ BCP. Data management/security information,
Regulatory Affair, Audit and Foreign Enterprise. Successfully managed the transformation activities to
ensure obligations where meant for Regularorties APRA ASIC and risk and factors where mitigated within
the allowable ranges.
▪▪▪
COMMONWEALTH BANK OF AUSTRALIA MAR 2003 TO NOV 2007
SENIOR PROJECT MANAGER
Project Management of Outsourcing for Comminsure. This included the outsourcing of Motor Finance and
leasing activities to Australian Vendors. Managed the relationship between the Project Team and the
Sponsors, Business Owners & 3rd Party Contractors & Vendors .
Confidential 4

5. Responsibilities:
Successfully Project Managed the CommInsure Outsourcing contracts. This resulted in the creation of
specialist team knowledgeable in the outsourcing lifecycle end to end from contract negotiation through
to supplier negotiations and implementation of the outsourcing arrangement. It included the creation of
the Outsourcing Framework a consistent repeatable model for outsourcing delivery and measurement
tools such as KPI’s and scorecards. Developed & rolled out the Relationship Model appointing
Relationship owners across all outsourcing arrangements between CBA & the Outsourcing Suppliers.
Project Managed the end to end delivery of Motor Finance & Leasing outsourcing to 3rd Parties. This
included the creation of the business case and presentation to General Managers for approvals. Also
created a set of measurements & scorecards to monitor the performance and proactively address risks
and issues in a timely manner. This included the creation of the business case and presentation to
General Managers for approvals.
Key highlight & outcome was the lifting of the Enforceable Undertaking placed by APRA for the lack of
process and controls evidenced in outsourcing contracts. This resulted in turning the non compliance
ruling from APRA for prudential standards GPS231 & LPS231 to compliant. For these project outcomes I
was awarded by the Executive General Managers for Project Excellence.
IBM GLOBAL SERVICES Jan 1999 to Mar 2003
PROGRAMME MANAGER STRATEGIC OUTSOURCING
Responsibilities:
Transition Managed AMTRAK (national railway company) contract based in US Washington DC for IBM
Global Services resulting in successful outsourcing of IT functions reducing total cost of operation within
AMTRAK who where under US Government direction to immediately reduce costs or otherwise face shut-
down of operations or sale to private enterprise & takeover by another major shareholder. This included
Business , Technology & Leasing processes. ( Proj Budget aprox $60 Mil USD). I was highly
recommended for this role by the Vice President of IBM Global Services Service Delivery upon his review
of Australian Strategic Outsourcing services.
Successfully project managed a program of work to implement business process improvements in
Strategic Outsourcing Arrangements for IBM Global Services and establish a centre of competency for
service delivery. This evolved into to the service offering of a Centre of Excellence for IBM clients. The
program delivered services for 52 Strategic Outsourcing contracts. Some of the major customers included
Westpac, Colonial First State, ANZ, Telstra, NRMA (IAG) MLC, Government accounts, Medibank private,
department of finance & Defence. Resulted in an audit rating of satisfactory by PWC where previous year
rated UNSAT due to no documentation of process & insufficient controls to manage the outsourcing risks.
Successfully facilitated round tables as a serving member of the CIO Executive Council with other senior
IT executives from other corporations to address issues arising in the outsourcing of business processes.
This provided a platform for conflict resolution between industry peers and specialist in the field of
outsourcing. Meetings were held fortnightly via teleconference & quarterly face to face forums where key
speakers and sponsors where invited to answer questions & provided solutions to issues clients raised
with outsourcing. This resulted in successful management of our customer issues & creation of a central
repository of Q&A’s for future trouble shooting and increased our customer satisfaction rating from
negative to a positive score.
Confidential 5

6. QANTAS Feb 1994 to Jan 1999
CORPORATE ACCOUNTING MANAGER
Responsibilities:
Successfully Project Managed the re-engineering of the Fixed Assets Team. This involved defining
the current As Is process developing a new To Be solution and implementing the new structure and
development of the team. It required the consolidation of the Melbourne based operations (20 FTE)
with Sydney team ( 3FTE) resulting in team of 16 FTE & reduction in total cost of operations aprox
$400 K pa.
Successfully managed the Corporate Accounting team for Qantas ( 16FTE) Included the property,
aircraft accountants and the Business analysts responsible for monthly management financial
reporting and divisional Profit & Loss reports and KPI & productivity measures. Was awarded the
QANTAS Employee of the year award by the General Managers for my delivery of the integration of
financial systems and the team’s process improvements initiatives to deliver efficiencies on
Management reporting.
EDUCATION AND QUALIFICATIONS
PMI–Project Management Certification
Bachelor of Science - University of New South Wales
Bachelor of Accounting -Columbus University USA
Advanced Diploma of Accounting -Sydney Institute of Technology
Member of World Wide Whos who in Business
REFERENCES AVAILABLE UPON REQUEST
Confidential 6

7. QANTAS Feb 1994 to Jan 1999
CORPORATE ACCOUNTING MANAGER
Responsibilities:
Successfully Project Managed the re-engineering of the Fixed Assets Team. This involved defining
the current As Is process developing a new To Be solution and implementing the new structure and
development of the team. It required the consolidation of the Melbourne based operations (20 FTE)
with Sydney team ( 3FTE) resulting in team of 16 FTE & reduction in total cost of operations aprox
$400 K pa.
Successfully managed the Corporate Accounting team for Qantas ( 16FTE) Included the property,
aircraft accountants and the Business analysts responsible for monthly management financial
reporting and divisional Profit & Loss reports and KPI & productivity measures. Was awarded the
QANTAS Employee of the year award by the General Managers for my delivery of the integration of
financial systems and the team’s process improvements initiatives to deliver efficiencies on
Management reporting.
EDUCATION AND QUALIFICATIONS
PMI–Project Management Certification
Bachelor of Science - University of New South Wales
Bachelor of Accounting -Columbus University USA
Advanced Diploma of Accounting -Sydney Institute of Technology
Member of World Wide Whos who in Business
REFERENCES AVAILABLE UPON REQUEST
Confidential 6