Louis Murphy has over 20 years of experience as an IT executive manager and principal consultant. He specializes in IT service delivery, project management, and operations. Throughout his career, he has held roles at major banks and consulting firms, delivering strategic initiatives and transforming IT organizations. His expertise lies in injecting discipline, rigor, and best practices to optimize operations and deliver business value.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
Trends in the commoditisation of information technology and the need for stra...Alan McSweeney
Understand exactly what is meant by the commoditisation of information technology and define a framework for achieving optimal business benefits from appropriate exploitation of commoditisation
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
How many times have you been surprised, and frustrated, to learn your IT capabilities won’t support a new or key business objective? Given the rapidly changing healthcare industry and multitude of new initiatives, this scenario happens all the time.
So how can you help ensure your IT components will work together, and can be leveraged to drive business results?
You need a blueprint — a way to align IT to the business – an IT Enterprise Architecture.
A sound Enterprise Architecture ensures your business is supported by IT components working together to deliver both a return-on-investment and projected business results.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Presented at The Open Group Sydney Conference April 17 2013: Enterprise Transformation,
Enterprises are now seriously considering cloud as a viable architectural style . However, without a disciplined process and techniques for evolution, governance, change management and measurement, it will be disastrous to adopt cloud in a random fashion . TOGAF Architecture Development Method (ADM) can provide the approach for adopting cloud in an orderly way.
Key takeaways:
-- Importance of EA for successful implementation of Cloud Computing
-- Identifying the road map for adoption of cloud computing
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
Trends in the commoditisation of information technology and the need for stra...Alan McSweeney
Understand exactly what is meant by the commoditisation of information technology and define a framework for achieving optimal business benefits from appropriate exploitation of commoditisation
Shadow IT And The Failure Of IT ArchitectureAlan McSweeney
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
How many times have you been surprised, and frustrated, to learn your IT capabilities won’t support a new or key business objective? Given the rapidly changing healthcare industry and multitude of new initiatives, this scenario happens all the time.
So how can you help ensure your IT components will work together, and can be leveraged to drive business results?
You need a blueprint — a way to align IT to the business – an IT Enterprise Architecture.
A sound Enterprise Architecture ensures your business is supported by IT components working together to deliver both a return-on-investment and projected business results.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Will They Blend? - Agile, TOGAF and Enterprise ArchitectureITpreneurs
Do you offer TOGAF / EA / Agile training or consulting?
Is TOGAF really the best approach for enterprise architecture? Danny Greefhorst will provide insight into these questions by showing how agile, enterprise architecture and TOGAF relate and overlap.
Content by Danny Greefhorst
What's covered:
- The TOGAF Approach to EA
- Do Agile, EA and TOGAF Relate?
- Do Agile, EA and TOGAF Overlap?
- When to Use Which Framework
- How to Generate More Business by using Agile, EA and TOGAF
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Presented at The Open Group Sydney Conference April 17 2013: Enterprise Transformation,
Enterprises are now seriously considering cloud as a viable architectural style . However, without a disciplined process and techniques for evolution, governance, change management and measurement, it will be disastrous to adopt cloud in a random fashion . TOGAF Architecture Development Method (ADM) can provide the approach for adopting cloud in an orderly way.
Key takeaways:
-- Importance of EA for successful implementation of Cloud Computing
-- Identifying the road map for adoption of cloud computing
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
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
3. Louis C. Murphy (murphy0502@gmail.com) 0410 212 676
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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%.
4. Louis C. Murphy (murphy0502@gmail.com) 0410 212 676
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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