Martin Lavelle is an experienced IT project manager with over 20 years of experience successfully delivering large and complex projects across multiple industries. He has a track record of delivering projects on time, on budget, and to a high quality. Key strengths include risk management, building high-performing teams, and managing stakeholders. Currently he is the Program Manager for Australia Post managing projects such as the EMV payment terminal upgrade and a mobile application.

1. M A R T I N L A V E L L E
M O B I L E + 6 1 0 4 3 9 - 5 5 9 - 1 3 1 • E - M A I L M M L A V E L L E @ B I G P O N D . C O M
AREAS OF EXPERTISE
Project planning and
delivery
Risk management
Project reporting
Resource management
Coaching for success
Stakeholder Management
Strong technical and
business background
Contract administration
Managing project quality
PMBok accredited
SDLC
Microsoft Office/Project
Primavera
CAREER STATEMENT
“An accomplished IT
Professional with 20+
years project delivery
experience; Key strengths
are;
 Delivery of projects to
agreed cost, time and
quality.
 A high focus on risk
management.
 Building strong
working relationship
with stakeholders.”
Martin Lavelle
PERSONAL DETAILS
Martin Lavelle
M: +61 0439-559-131
E: mmlavelle@bigpond.com
Driving license: Yes
Nationality: Australian
Martin Lavelle
Technology Program Manager
PERSONAL SUMMARY
A highly experienced Program Manager delivering business solutions with a
significant technology delivery component, across the Postal, Banking and
Finance industries. Successful deliveries include; POS terminal replacement
business case, Payments EMV Compliance, ‘Snap It’ Digital IOS/Android
application, Citrix remote access,NextGen Environment remediation and
tuning, Payment System upgrades (SWIFT and EFTPOS),Data Warehouse,
Internet and Phone Banking, Business System and Infrastructure refresh,
Windows remediation, Data Migration, and Large scale Implementations. A
demonstrable track record of delivery across multiple geographies, building high
performing teams,partnering, strong stakeholder management, and PM101
skills including risk management.
Key capabilities are;
 Project/Program management skills. Successfully planning and delivering
large scale and complex programs of work across multiple business units and
geographies.
 Able to quickly assimilate complex ideas into delivery schedules, identifying
key project risks and mitigants.
 Ability to build strong team environments where success is shared and
celebrated.
 Coaching of team to achieve personal growth and team success.
 Builds strong stakeholder relationships across all levels of an organisation.
 Able to manage multiple projects maintaining sight of the project detail.
 Works proactively with third party vendors and suppliers of professional
services to achieve mutual success.
 Expert knowledge of project management tools and Microsoft Office.
 Experienced across all phases of the System Development Life Cycle
ACADEMIC QUALIFICATIONS
Diploma Project Management, PMBOK Certification 2003
City & Guilds of London 1985-1989
Diploma of Data Processing Principles
Diploma of Programming Techniques
Diploma of COBOL Programming
Certificate in Applications Programming
University Of Melbourne Faculty of Civil Engineering 1981-1984
Bachelor of Mining Engineering
REFERENCES – Available on request.

2. 1 4 L E M O N G R O V E C R E S C E N T • C R O Y D O N HI L L S , 3 1 3 6
P HO N E + 6 1 0 3 - 9 7 2 5 - 6 9 5 6 • M O B I L E + 6 1 0 4 3 9 - 5 5 9 - 1 3 1 • E - M A I L M M L A V E L L E @ O P T U S N E T . C O M . A U
CAREER HISTORY
Australia Post
Jan 2016 – Current Program Manager / Senior Project Manager
Developed and received approval for a business case to uplift the Australia Post Payments PIN-pad fleet for EMV
Compliance. This requires an operating system (OS) and kernel upgrade for Visa, MasterCard, EPAL,AMEX, China
Union Pay and Diners schemes. Currently managing the delivery of 5 external vendors and internal teams to achieve
compliance by June 2017. A business case is also being developed to replace all POS terminals nationally.
Shaped a program to deliver the retail business systems roadmap supporting a digital OMNI channel. As part of this
developed the ‘Snap It’ ‘Snap It’ application for IOS and Android. ‘Snap It’ is a customer service app that allows
Australia Post employees to submit customer enquiries, new sales leads, safety issues or damages, and their own feedback
into Australia Post in social situations.
Achievements;
 Achieved approval for a business case for Payments compliance. Project initiated and now in development.
 Formed up a team of business analysts to deliver the Retail Business roadmap business cases supporting the
digital eCommerce channel
 Successfully developed and integrated the ‘Snap It’ application for IOS and Android in two months.
 Developed a mobile iPad solution for Small and Medium Business (SMB) customers at retail outlets.
National Australia Bank Ltd.
Apr 2014 – Nov 2015 Program / Senior Project Manager; Technology – Enterprise Projects& Change
As a member of the Technology portfolio, was responsible for leading the delivery of a number of initiatives in the
Workplace team.
Achievements;
 Progressed the sourcing of a vendor to deliver remote application deliver globally via Citrix via RFI/RFP process.
 Managed a team to deliver a new Windows 7 & 8 VPN.
 Managed IBM to refresh NetScaler's globally.
 Facilitated estimating workshops for the technology portfolio
 Managed 13 initiatives to close out the exit of the data center from 101 Collins Street.
 Developed a business case for the International Infrastructure uplift.
 Completed a proof of concept to integrate MS Project and time sheeting with the HP PPM reporting tool as an
enabler for demand/supply management and executive reporting
Apr 2013 – Mar 2014 Program Manager; Technology – NextGen Environment Remediation
Responsible for ensuring the NextGen Oracle Enterprise infrastructure solution is fit for purpose by delivering short term
and strategic longer-term remediation of the Oracle environments. This includes improved performance monitoring,
environment monitoring and alerting, code and configuration management, batch remediation and process improvement,
introduction of engineering standards, and environment process improvements.
Achievements;
 Led the team of 4 project managers,50+ indirect reports and vendor teams (Accenture,Infosys, and Oracle) to
shape and begin delivery of the program at a total cost of $10M.
Apr 2011 – Mar 2013 Program Manager; BusinessBank – Payment Systems
Responsible for managing a team of 3 project managers to deliver EFTPOS payments projects within the Business
Banking Acquiring business.
Achievements;
 Delivered new VeriFone EFTPOS Terminals to replace the aging Sagem terminal fleet. Both Mobile and
Counter-top versions of these terminals were targeted. These were introduced into a pilot in Oct 2012 and are
currently being deployed nationally for all new sales. Total cost of the project was $2.5M.
 Established the VeriFone Point Gateway switch to introduce standard reusable patterns for VeriFone EFTPOS
terminals to connect into the NAB legacy EFTPOS switch. It enabled VeriFone products to connect to the
NAB’s legacy switch without the need for exhaustive testing, thus providing greater speed to market. Total cost
of the project was $4M.
 Managed a team of 2 project managers to move 7 merchants residing on the White Label switch onto the NAB’s
legacy switch. By retiring the White Label switch, host service savings of approximately $4M per annum were
realized. A secondary outcome was an improved customer response time enjoyed by all merchants. Total cost of
the project was $4M.
 Completed a review of the White Label Acquiring project with the business project director. This was to deliver
a scalable, PCI and scheme compliant electronic payments transaction acquiring service. This service offering
would not proceed as it was deemed that this was not a business that the bank would provide. It was determined
that all merchants utilizing this service would be brought in-house.

3. M A R T I N L A V E L L E
M O B I L E + 6 1 0 4 3 9 - 5 5 9 - 1 3 1 • E - M A I L M M L A V E L L E @ B I G P O N D . C O M
CAREER HISTORY (Continued)
May 2010 – Mar 2011 Senior Project Manager; BusinessBank
Responsible for the planning and delivery of 2 projects to deliver capital relief to the NAB for the MedFin and Agri
subsidiaries, both of which are forced to hold additional capital by APRA due to their increased market risk exposure.
Whole of Life project budget was $10M.
Achievements;
 Delivered the ability to achieve BASEL II AIRB compliance for MedFin by delivering an aggregated view of a
Customer’s Loan Collateral and Credit Exposures in the Global Data Warehouse (GDW) to support the credit
decision and overall capital compliance requirements. The Technology project was successfully completed in
March 2011.
 Risk Weighted Average relief was obtained for the Retail Agribusiness. The project was delivered successfully in
Oct 2010.
Aug 2009 – Apr 2010 Technology Program Manager; Retail Bank
Technology Program Manager supporting the business portfolio manager for the nabRetail portfolio. Managed the
technology delivery for a portfolio including the following projects/programs of work;
 FastWall; provides Business Aligned Technical Services for ATM and Branch Devices.
 TurboCard; replacement of aapproximately 1000 TurboCards for mobile laptop use.
 Customer Connect Incentive Scheme; The objective of the Project is to deliver technical enhancements to the
current NAB systems architecture to capture and record changes made to the incentive schemes for FY2010, and
deliver training and communications across the network to ensure staff understanding of the changes being made.
 Customer View
 nabKiosk’s; define the standard nabKiosk platform based on existing pilot site feedback and rollout defined
platforms per business schedule
Achievements;
 Worked with the Business Engagement Partner to provide Technology guidance to the nabRetail business
stakeholders.
 Providing Technology Business Case assessment of Business initiatives, supporting these through various
funding forums.
 Establishment of the various project teams to progress approved initiatives; Portfolio had 9 Project Managers,
delivering to independent budgets and timelines.
 Management of resource requests, ensuring supply meets demand of projects.
 Establishment of portfolio governance and reporting to senior Technology management
 Point of escalation for immediate project issues/risks.
 Ensuring compliance with NAB project standards
 Technology point of contact for Business stakeholders.
 Member of various monthly Project Control Boards along with key business and technology stakeholders.
Oct 2008 – Jul 2009 Senior Project Manager; Technology – Capacity & Refresh Program
Senior Project Manager for Technology Capacity & Refresh Program FY08/09. Program aim was to improve the
resilience of regionally supported applications via software,hardware or infrastructure refreshes. The aim of the program
was to maintain the overall risk position across the existing asset base during FY08/09 at High [7/8] by addressing High
[9] and Untenable High (8) risks and actively monitoring and managing other unfunded High risks and re-balancing the
portfolio as risks mature. Responsible for delivery of a stream of work comprising 18 initiatives delivered by 8 project
managers. Total budget of $19.3M.
Achievements;
 Successfully established a team to deliver 18 initiatives, managed by 8 project managers, to agreed budget and
schedule.
 Establishment of reporting lines, standards and reporting timetable, complying with NAB project standards.
 Management of Project financials/schedule in order to encourage the release of funds to address emerging risks
 Reporting of the Program financials to the Regional Project Control Board.
 Member of Project Steering Committee for each initiative along with key business stakeholders.
 Contributed to the FY09/10 TCRP Program business case development.

4. 1 4 L E M O N G R O V E C R E S C E N T • C R O Y D O N HI L L S , 3 1 3 6
P HO N E + 6 1 0 3 - 9 7 2 5 - 6 9 5 6 • M O B I L E + 6 1 0 4 3 9 - 5 5 9 - 1 3 1 • E - M A I L M M L A V E L L E @ O P T U S N E T . C O M . A U
CAREER HISTORY (Continued)
Oct 2007 – Sep 2008 Senior Project Manager; Technology – Risk Remediation
Senior Project Manager for Risk Remediation FY07/08 to deliver risk remediation initiatives to stabilize NAB legacy
applications. Addresses risk items via software,hardware or infrastructure upgrades.
Achievements;
 Successfully established a team to of 7 project managers to deliver 16 risk remediation initiatives at a delivered
cost of $9.2M. 15 of 16 initiatives were delivered according to initial cost and schedule projections with the
remaining initiative delivered as part of the following years’ Program of work;
 Establishing a set of reporting guidelines and monthly reporting timeframe for all initiatives.
 Close management of Project financials/schedule in order to encourage the release of funds to address emerging
risks
 Progress reporting via monthly PCB to key business and technology stakeholders.
 Establishment of FY08/09 program of emerging risks.
Aug 2006 – Sep 2007 Release Manager;nabConnect – Release 2.0
Responsible for the delivery of the nabConnect release 2 that delivers a key plank for the creation of a global internet
channel for business and corporate customers – integrating transactional, markets, international trade and financing
products and services.
The purpose of the project was to;
 To make new customer value proposition services (eTrading, Account Reporting, Vouchers) available through
the NABConnect channel
 To leverage NABConnect security, identity and portal services for use by other bank projects (Asset Backed
Lending (ABL), Corporate Cards Self-Service (CCSS) )
 To mature the NABConnect channel’s ability to deliver products and services to customers
Achievements;
 The key decision lever for R2.0 scope was schedule – R2.0 had to deliver by November 2006. The key rationale
behind this decision was commitments made by the program to coincide with a proposed business soft launch.
The project was delivered November 2006 for a total cost of $32M.
 Managed a team of 8 project managers with a peak of 100+ development and testing resources through the
project lifecycle.
 Successfully managed external vendor relationships (C2P/IBM/Meridian) for Release 2.0 and subsequent
nabConnect Release 3.0.
 Assessment of items for nabConnect Release 3.1 & 3.2 that enabled a full product launch. Detailed
scope/schedule/budget assessments completed for business case approval.
Clydesdale & Yorkshire Bank, Glasgow, UK
Feb 2006 – Jul 2006 Release Manager;Satellite Systems Convergence
Responsible for managing the convergence of the Clydesdale and Yorkshire banking platform satellite systems onto the
Systematic platform. Satellite systems compliment the core account processing applications, providing essential
functionality for key banking functions and management information. The aim of this stream of the program is to
rationalize the satellite systems to have one set of code for all banks. It encompassed;
 Modification of existing satellites
 Creation of new satellites
 Decommissioning of redundant systems
Achievements;
 Delivery of 3 sub-streams each comprising 1 project manager with 6-8 resources; total budget £1.7m over 6
months

5. M A R T I N L A V E L L E
M O B I L E + 6 1 0 4 3 9 - 5 5 9 - 1 3 1 • E - M A I L M M L A V E L L E @ B I G P O N D . C O M
CAREER HISTORY (Continued)
National Australia Bank
Aug 2004 – Jan 2006 Release Manager;NT Removal Program
Responsible for establishing a program of work to exit the Windows NT operating system across the Clydesdale &
Yorkshire banks. The Windows estate consisted of approximately 10,000 PCs and 400 Windows Servers. The project
also included the uplift of core application software, including Lotus Notes and Microsoft Office to a supported level, and
the move to a Managed Operating Environment (MOE) that is secure and subject to change management procedures for
all levels (base build, core applications and business unit applications). On the servers it includes many streams of work
including data, application and print consolidation to central servers in the Data Centre. The program was delivered by 5
project managers each with 2-7 resources. – budget £6.8m over 18 months.
Achievements;
 Forming of teams to deliver against the Release plan.
 Management of the plan to deliver XP compliant desktops & servers to the UK work force.
 Management of multiple parallel streams – server replacements, desktop & laptop replacements, application
discovery & packaging, remote distribution of software, and XP training.
 Management of external vendor relationships (British Telecom, IBM, ACS, Microsoft, Synstar) including
establishment of individual work orders for each engagement.
 Progress reporting to Service Delivery GM via monthly PCB
Jan 2003 – Jul 2004 Senior Project Manager / Release Manager; HomeSide Transition Program
Release manager for 3 streams of the HomeSide Transition Program.
Achievements;
 Managed the HomeSide Transition IVRU upgrade providing additional IVRU functionality in line with that
delivered by the HomeSide IVRU whilst transferring HomeSide customers to the National platform.
 Senior Project Manager: HomeSide Data Migration component of HomeSide Transition.
 HomeSide Transition Implementation Manager: Developed and implemented the HomeSide implementation
strategy liaising with all parties to deliver a staged migration of business function and statements is able to occur
without disruption to the business or customer. Managed all risks to ensure a seamless delivery.
 Successfully managed the delivery of external vendors (Salmat/Telstra/Washington Mutual)
Jan 1999 – Dec 2002 Project Manager
Senior Analyst/Programmer across a number of medium to large size projects (15+ people, up to 12 months duration) for
the following applications;
 HomeSide IVRU Transition
 MQSI Evaluation as replacement for Mercator
 National IVRU Upgrade to new platform
 ISI Interface of TeamPlay to SAP:PS module
 ISI Conversion of HR data from PS2000 systems in FSE to SAP:HR.
 Statements Archive & Reprint Capability with Salmat
 OPAL - Business case for Collection & Recoveries
 Hunter – Implement Fraud management system to assess new Autoloc applications against know fraudulent
applications & also last 6 months applications to look for incidents of fraudulent applications.
 OPAL - Allow Periodic Payments within buffer limit.
 Real Time Gross Settlement (RTGS) allowing interbank funds settlements via SWIFT.
Achievements;
 Application of PMBOK principles to manage project completion within a specified time and cost and quality.
 Analysing requirements, producing system designs, and detailed project estimates.
 Management of external vendor relationships (IBM/Deloittes/Dimension Data/Candle/Salmat)
 Project planning, control, and progress reporting
 Risk analysis and mitigation planning.
 Supervision of programming and analyst resources
 Testing in line with testing methodology