Fusion5 is a Kiwi success story based out of Wellington with nine offices around New Zealand and Australia. Focus is on assisting SME customers with cloud base solutions, including ERP, CRM, HR and other solutions.

This engagement involved review, analysis and rescue of complex projects during a time of change in the organisation, working with internal and customer staff to reinforce and support existing systems and processes and making adjustments around areas of pain to achieve positive results for all parties.

The primary focus for this role was implementation and integration of NetSuite Suite Success and supporting applications; intersecting with internal and customer business process and organisational culture.

OCS New Zealand services 4,000+ customers across multiple lines of business including cleaning, waste services, hygiene and facilities management. The business has grown over time based on the hard work and relationships built by its people.

This engagement involved development and implementation of a joined-up Facilities Management customer, supplier and internal management system strengthening key controls and introducing metrics, developing a clear data set between systems and aiding the next stage of process improvement, efficiency and growth in a people-first team.

Key technologies for this engagement were SAP, Salesforce, Concept Evolution and Azure ESB. Key skills were vendor management, master data discovery, transition and management and supporting process development, documentation and training working for and alongside an engaged and supportive business owner.

Inner Circle is a globally recognised consulting organisation that helps ASX200 clients realise strategic value through the successful delivery of their portfolio, program and project transformations.

Projects:

• Working with a new internal capability to proactively manage and update master data using the SAP InfoSteward toolset.

• Migration/Redevelopment of existing SAP XI (Exchange Infrastructure) middleware interfaces between Fonterra central SAP systems and internal and 3^rd party systems to SAP PO.

• Managed migration of legacy data set and expansion of core master data and ongoing data management processes.

• Deployment of SAP Plant Maintenance to mobile devices via Neptune based third-party application MyPM including migration of data from the legacy Footprint system into SAP.

Key achievements

• Extended and expanded existing plant maintenance to allow on and offsite mobile functionality

• Constructed business cases demonstrating $4m per annum business benefit

• Replaced non-integrated legacy systems, removing master-data blackspot with a data-rich solution.

• Aligned business process with published standards including the extension of formal process to include previously undocumented process improvements allowing alignment with associated business units

• Laid foundation for follow-on IOT components with expanded/extended cost and efficiency benefits

Bauer Media New Zealand is the country’s largest magazine publisher and distributor.

Senior Project Manager for strategic business transition, separation and outsourcing activities while maintaining normal day to day operational function.

Key achievements

• Identified and resolved all key technology and distribution issues allowing separation and repatriation of the 126 person physical distribution business to complete on time and within budget.

• Decoupled and transferred customer web portal financial systems.

• Identified and transferred outgoing business data for integration into 3^rd party ERP (JD Edwards)

• Created near real-time provision of alternatives between Bauer and the 3^rd party supplier via a data warehouse allowing collection of key financial measures into and GL alongside a wider data-set available for ongoing visibility of customer relationship measures.

Portfolio Management (Business Reporting Improvement)

In preparation for change-over to incoming Agile project management approach 20+, previously informal and largely unmanaged IT initiatives were evaluated and made into formal projects with business cases, minimal viable products, backlogs, product owners and teams.

This cleaned up various “rats and mice” and facilitated structured conversations on each initiative on its merit and allowed consistent and standard visibility of the benefits, costs and progress.

Application Development: Warehouse Stock Control

Redevelopment of a legacy single-site application to allow multi-site deployment. This was a multi-vendor, multi-site development which required redevelopment of the underlying database and application.

This work required review and alignment of supposedly standard process brought stock information together across fives warehouses and provided the basis for ongoing efficiencies across the business.

Workstreams included analysis and standardisation of process and reporting across sites, development of supporting key metrics, development re re-calibration of supporting data structures (including data cleansing and enhancement) and upgrade of infrastructure (RFID and Network capability) across sites.

IT process and performance management

Established to provide increased granularity in reporting and containment of IT operational spending and alignment with compliance requirements including credit card processing (PCI/DSS) and anti-money laundering (AML).

• Linked ITIL service management (especially IT Ticketing via Remedy), non-ITIL tracking (COBIT 5) and General Ledger to provide consistent visibility of cost of service across IT Operations.

• Encompassed business process review and rationalisation, data analysis, enhancement and migration across systems

• Development of a SharePoint dashboard and supporting managed document and collaboration repository for IT commercial management.

• Provided level of detail required to support strategic planning including itemised justification of operation spend at C-level.

Application Integration: DB2 Data Sharing

Upgrade of DB2 to introduce Data Sharing capability, removing the dependency on single data sources (a key single-point-of-failure). Work was in two streams: Upgrade from DB2 v9 to v10 and re-development of applications to leverage the enhanced capability.

Key areas of focus were: staged upgrade of functionality to allow continuing functioning of legacy systems with a focus on implementation, testing and application updates through existing environments and data mapping, cleansing and enhancement supporting take-up of the new data-sharing capability.

Infrastructure and Systems Integration: Tools Server Platform

Implement Citrix Farm accessible via Citrix Access Gateway (CAG) for deployment of network management toolset required for on-going monitoring and management of environment by third-party vendors

Infrastructure: Data Centre Migration and Management

Migrate systems from old to new Data Centre and Implement Data Centre monitoring and diagnostic tools including Netscout, Infoblox IP Address Monitoring, PortIQ Port Capacity Monitoring, Tivoli Network Manager and Tivoli Netcool Config Manager

Infrastructure: Data Storage System Design and Implementation

Implementation of Datacentre storage infrastructure. XIV Storage Chassis, ProtecTIER deduplication appliance, Tivoli Storage Manager

• Customer advocate and single point of responsibility for technology operation including restoration of critical services.

• Business Improvement: Led team in the review of business processes, and transition to managed service desk. Included development and delivery of incident and problem management.

• Responsible for ongoing SLA monitoring and service improvement

• Maintenance of services against global compliance requirements

• Regular operational reporting to executive owners

• Acceptance of project deliverables into operation

• Integration of globally outsourced resource into local service delivery

Compliance: Westpac Disaster Recovery Test Secondment

Led continuous improvement of testing of mission-critical systems as per business requirements and international performance standards (PCI DSS, ITSC104 and GSD311), measures and best practices.

Infrastructure: Westpac Technical Refresh

Planning, execution and delivery of technology refresh of the mainframe, midrange, Intel and network equipment in the managed data centre.

Compliance: IBM NZ Datacentre

Remediation, following audit, of high-impact Wide Area Network across Datacentres impacting all IBM NZ customers.

Business Process Improvement: Transition of IBM services offshore

Business process improvement through standardisation of roles and processes across regional teams. Included identification of functions, confirmation of compliance, stakeholder and customer agreement, role definition, training and confirmation of benefit capture.

Application Development & Compliance: Regional Tools Platform

Programme Manager for roll-out of application monitoring and patching across Australia and New Zealand. NZ run using resource located in Australia, the US, India and China.

Customisation of the application based on individual customer requirements and adherence to Australian and NZ legislative compliance.

Included Qantas, Amex, Goodman Fielder, Telstra, Toyota, Westpac, RACV and Australian Federal Government.

Web Integration: Air New Zealand Platform

Project Manager Team Lead responsible for the integration of midrange and storage system upgrades with web architecture, content design and analytics business requirements.

• Separation of IT and Telecommunication infrastructure required for the divestiture of 2,500 people, 35 site Mainland business unit.

• Creation of a centralised IT support gateway used by support personnel in New Zealand, Singapore, Germany and Mexico supporting 9,000 users worldwide.

• Concurrent migration of 6 sites to a common environment.

• Fit-out of a new 45,000m2 distribution hub.

• Network Security, Environment review & remediation

Fonterra

Global initiatives for primary industry manufacturer including the roll-out of a corporate identity framework for 40+ offices worldwide.

Hamilton City Council

IT infrastructure implementations.

Mighty River Power

Development of IT support processes leading to the adoption of a functioning ITIL framework.

Financial services software development startup. Dual role of customer-facing sales support and integration of customer requirements into software development process.

Data Centre Establishment

Establishment of Frankfurt Data Halls two and three including generator upgrades, installation of raised floor, air conditioning, fire suppression, biometric security, extension of Wide Area networking services and integration into the global network.

Digital Innovation Establishment

End-to-end implementation of cloud points of presence for EMEA region including setup of data centre capability, the establishment of services and supporting services for local and remote customers.