Clients and experience
Senior delivery experience across complex organisations.
Our directors have supported, advised or delivered for major organisations across four core sectors. The summaries below are drawn from our directors’ resumes and focus on the responsibilities held and outcomes achieved.
Banking and financial services
Transformation, portfolio governance, regulatory delivery, core platform migration, data, payments, cards and enterprise delivery assurance across major Australian banks and financial services organisations.
Government and public sector
PPM implementation, digital service delivery, regulatory platforms, system integration and delivery governance across transport, immigration and state government environments.
Non-profit and human services
Regulatory transformation, acting CIO leadership, technology operations, vendor coordination and pragmatic delivery support for aged care, NDIS, education and community-facing organisations.
Telecommunications and technology
Large-scale application delivery, billing and CRM transformation, offshore delivery models, resilience PMO support, and service improvement across telecommunications and technology delivery environments.
Organisations
Click a client to view the related experience summary.
Selected experience
Short case studies based on director resume experience.
These are intentionally concise. They describe the work performed, the role played and the outcomes evidenced in the directors’ professional histories.
Role and responsibilities
Jorke worked as Program Director on Westpac’s UNITE transformation, supporting consolidation of multiple banking brands onto a single platform ecosystem. His responsibilities included integrated delivery leadership for a large commercial banking migration, portfolio oversight across in-flight programs, and support for business case development and execution readiness.
Outcomes
The work supported migration planning for approximately 110,000 commercial accounts, 70,000 customers and 4,500 business groups, directed delivery across around 20 streams, and strengthened executive visibility across technology, business and data dependencies.
Role and responsibilities
Jorke led delivery of an enterprise Planview portfolio management platform supporting a major annual investment portfolio across multiple business divisions and a large user base. Bronagh also supported CBA through Deloitte by resetting a regulatory program under APRA Enforceable Undertaking requirements.
Outcomes
The Planview implementation improved portfolio visibility, investment governance, financial transparency and resource management. The regulatory program reset introduced a factory delivery model that processed more than 1,000 privacy system assessments and returned the program to green status.
Role and responsibilities
Both directors held senior Deloitte roles delivering complex transformation, regulatory, technology and portfolio programs. Jorke was a Principal in Technology, Strategy and Transformation and led Planview-related delivery and alliance activity; Bronagh was a Director and Delivery & Engagement Lead on complex regulatory and delivery programs.
Outcomes
Their Deloitte work included enterprise portfolio transformation, cost transformation, regulatory remediation, technology operating model uplift and executive-level delivery leadership across financial services, government, utilities and public-facing organisations.
Role and responsibilities
Both directors built significant delivery careers at IBM. Jorke led major delivery, outsourcing and account transformation roles across Westpac and Vodafone accounts. Bronagh progressed through IBM delivery roles in the UK and Australia, including delivery executive responsibilities for government and enterprise programs.
Outcomes
Outcomes included global delivery model transitions, large portfolio and support operations, fixed-price program delivery, governance uplift, delivery centre management, P&L accountability and improved service performance across multi-country and multi-vendor environments.
Role and responsibilities
Bronagh worked as a Director and Delivery & Engagement Lead at EY, including an advisory engagement for Sydney Catholic Schools to design and implement a data governance model across the school network.
Outcomes
The work produced a data governance framework, digitisation roadmap and phased implementation approach, with support continuing through early execution until the client team was able to progress independently.
Role and responsibilities
Jorke led prioritisation and execution of cost reduction initiatives for QBE, with a focus on balancing delivery risk, business continuity and operational improvement.
Outcomes
The engagement supported a 15–20% operational cost reduction target while maintaining delivery control and protecting business continuity during execution.
Role and responsibilities
Jorke established an enterprise PMO supporting critical network recovery programs following a major outage. The work focused on governance, regulatory reporting and improved executive visibility over delivery risk.
Outcomes
The PMO strengthened delivery cadence, risk reporting and resilience-program oversight, helping leadership coordinate recovery work and improve transparency across critical network initiatives.
Role and responsibilities
Jorke held senior IBM delivery roles supporting Vodafone across CRM, billing and billing-as-a-service platforms. Responsibilities included portfolio delivery, release stability, account planning, offshore delivery and service improvement.
Outcomes
The work covered a sizeable annual delivery portfolio, improved delivery cadence and release stability, reduced planning effort, lowered client project costs through offshore delivery and improved IBM account profitability.
Role and responsibilities
Jorke led implementation of a single portfolio and project management platform replacing multiple legacy systems across Transport for NSW.
Outcomes
The program reduced tool fragmentation, improved delivery consistency and established a more unified portfolio view for the organisation.
Role and responsibilities
Jorke designed an enterprise demand and prioritisation framework for Queensland Rail, focusing on better visibility of dependencies, constraints and investment choices.
Outcomes
The work improved prioritisation discipline, increased transparency of resource and dependency constraints, and supported stronger investment allocation decisions.
Role and responsibilities
Jorke directed Agile delivery of a multi-platform modernisation for a Victorian Government water rights trading environment, involving platforms such as Salesforce, AWS, Dynamics and MuleSoft.
Outcomes
The program supported an industry-scale water rights market and improved system resilience, processing capability and regulatory alignment across multiple jurisdictions.
Role and responsibilities
Bronagh supported the ASX CHESS platform replacement as a short-term program governance reset, focused on a high-risk regulatory program with implications for operating licence confidence.
Outcomes
The engagement reset delivery cadence, governance structures and executive reporting in a compressed timeframe, improving leadership visibility and supporting more risk-based decision-making.
Role and responsibilities
Bronagh led a large-scale regulatory transformation within Anglicare’s Epicor ERP environment under new Aged Care Act requirements. She coordinated people, process and technology workstreams, including internal teams, external vendors and evolving regulatory interpretation.
Outcomes
The program managed changes across approximately 20 system integrations and met the original government timeline when other major providers required deadline extensions. Governance included vendor stand-ups, team cadences and steering committee reporting to CFO and CIO.
Role and responsibilities
Bronagh was Acting CIO for Lifestyle Solutions, a significant NDIS provider, responsible for enterprise applications, infrastructure, telephony, communications and technology assets across multiple sites.
Outcomes
She introduced ITIL-based governance and operations disciplines, developed a technology roadmap for board alignment, stabilised delivery and support functions, and transitioned the role back once the permanent CIO was in place.
Role and responsibilities
Bronagh advised Sydney Catholic Schools on data governance across its school network while at EY.
Outcomes
The engagement developed a practical data governance framework, digitisation approach and phased implementation roadmap to help the organisation move from paper-heavy processes toward stronger data management.
Role and responsibilities
Bronagh developed, co-wrote and won a $24M fixed-price program for the Department of Immigration and Citizenship while at IBM, then built the delivery structure, governance model and team to execute it.
Outcomes
The program delivered an IBM WebSphere visa application portal, moved large volumes of visa processing online, and established delivery governance across development, testing, infrastructure, change and PMO workstreams.