Chris Smith

Experience

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  Rolls-Royce

  Mar 1999 - Jan 2005

  Business Improvement Analyst

  Roles across both defence and commercial marine and aviation business units, including: • Shared Service Centre IT Design Lead - Marine + Aviation• SAP-HR Support Team Member – Marine + Aviation• ERP Business Improvement + Change Analyst – Naval Marine• Design Engineer – Naval Marine

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  Accenture

  Jan 2005 - Feb 2013

  Senior Manager - Consulting

  Progressed from Consultant to Senior Manager within Accenture’s Management Consulting Talent & Organisation Performance service line, undertaking a variety of large-scale business transformation programmes within global organisations, and co-lead the Accenture’s Brisbane Change Practice. Accountable for managing delivery budgets of up to $10M and leading teams of up to 60, with a focus on designing and implementing change management approaches to transition workforces (including unionised) to new ways of working. Roles included:• BHP Billiton: Workforce Transition Lead, SAP Training Lead• Vale: Change Manager – Process Fitness• Brisbane City Council: Business Development Team, Training QA• Tata Corus: Change Manager - SAP• Royal Dutch Shell: Organisation Design Consultant – Corporate Functions Operating Model• Royal Dutch Shell: Change Manager - Master Data Shared Service Transition• Royal Dutch Shell: Business Continuity Consultant – Downstream Business• BG Group: Training Consultant – Learning Operating Model• AkzoNobel: Transformation Consultant – HR Shared Services Operating Model• AZ Electronics: Training & Communications Consultant – SAP Show less

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  Westpac

  Mar 2013 - Jan 2017

  Project Manager, Program Change Lead

  Project delivery roles within the Business Banking and Home Ownership segments targeted at increased revenue through product simplification, process and systems improvement and ultimately improved customer experience.• Project Manager: Home Ownership. Delivery of a home loan interest charging methodology that significantly reduced the complexity of the product for customers, thereby increasing uptake of this product by 20% via the Broker channel. Multiple work-streams delivered both technical and organisational change elements necessary to transition the existing customer base to the new methodology and create the revised product architecture for new customers.• Project + Change Manager: Home Ownership. Delivery of a quicker Home Loan ‘Top-Up’ experience to customers, significantly reducing time-to-cash. The project involved considerable change across 2,000 Branch and Contact Centre Bankers in addition to 400 Mortgage Operations employees, located both on and offshore. The stakeholder groups called for specifically targeted change approaches; Frontline Bankers were engaged in a broad education programme driven through a change network, the Mortgage Operations approach was predicated on high-touch engagement to address significant change resistance prior to operating model realignment, followed by extensive post go-live support.• Change Lead: Business Banking. Delivery of a clearer pricing framework for Commercial and Bank Bills, the result of which increased revenue. The intricacies of the product change called for a deeply technical education approach to allow 1,000 Commercial and Private Wealth Bankers to be equipped to advise customers on appropriate product choices. Show less

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  NSW Department of Customer Service

  Feb 2017 - now

  Senior Project Manager, Program Change Lead

  Senior Project Manager and Change Lead roles, responsible for the implementation of projects across the Department of Customer Service (DCS), designed to improve customer and employee satisfaction, productivity, and collaboration.• Senior Project Manager – Corporate Services Transformation. Multi-year program focused on the uplift in the customer experience and productivity of the Corporate Services functions. The first phase established a new IT/HR/Finance Service Desk serving 16,000 customers. This involved transitioning the service from an outsource provider, consolidating existing unionised in-house teams, and establishing a new Contact Centre of 60 staff. The implementation involved customer journey and operating model definition, organisation design, process design and ServiceNow platform implementation. The outcome has delivered a marked increase in Customer Satisfaction/Net Promoter Score, and a multi-million $ operating cost reduction. The project continues with further operating model, continuous improvement and data remediation and governance initiatives.• Senior Project Manager – Digital. Delivery of a set of initiatives that enabled State Revenue customers and staff to transition from cumbersome manual processes to digital interactions. A customer centric agile approach delivered a platform to allow secure interactions, document transfer and digital signatures. The outcome contributed directly to the State Outcome of ‘Excellence in Customer Service’.• Program Change Lead - Collaboration. Articulated a set of implementation initiatives to transition the workforce to collaborative working practices, leveraging modern digital technology. Lead the team to deliver adoption initiatives targeting tools, culture and behaviour, successfully deploying new ways of working across eight government divisions comprising 7,000 blue and white-collar staff, resulting in multi-million $ productivity capture. Show less