Mike Schembri

Experience

• 

  CoreLogic Australia

  Jun 1995 - Jun 1996

  NSW Client IT Support Manager
• 

  Research Technology Corp.

  Jun 1996 - Jul 1997

  App Development & IT Support Manager
• 

  BBC Hardware

  May 1998 - Jun 2000

  National Store IT Systems Support Manager
• 

  KPMG US

  Jun 2000 - Jun 2003

  IT Services Manager
• 

  Lexmark

  Oct 2003 - Feb 2008

  ANZ Client Operations Manager - Managed Services
• 

  NCR Corporation

  Feb 2008 - May 2009

  Field Operation Director Australia
• 

  Upstream Solutions (Fuji Film Subsidiary)

  Jun 2009 - Apr 2014

  Chief Information Officer
• 

  Cornerstone (Fuji Film Acquisition)

  Jun 2009 - Apr 2011

  General Manager - Managed Services
• 

  FUJIFILM Business Innovation Australia

  Oct 2016 - Jan 2020

  I transformed the original role from a tactical Head of Information Services role (reporting to local CFO) into a strategic CIO role (reporting to APAC CIO). I achieved this by developing the local team, effectively engaging business stakeholders and transforming/aligning our technology capabilities to their needs.Major Achievements: -• Strategic Transformation – Delivered IT strategic roadmap aligned to stakeholder requirements reducing costs and headcount by between 10-20% year on year. • Data Transformation - Developed and implemented data strategy and governance processes that improved billing accuracy by 23% and reduced resultant aged debt by over 50% • Stakeholder Engagement - Extending regional engagement strategy to better align local services with regional capabilities and platforms supporting local business cost to serve strategy.• Compliance – Designed, implemented and achieved ongoing strategy for Information Security & Compliance (including achieving annual ISO 27001 & J SOX certifications) IT Team Transformation – By collaboratively defining aligned vision, values, strategy and objectives for the local IT team, I was able to:o Improve team engagement scores to levels that led the organisation.o Improve the local teams strategic influence with our inclusion in the regional APAC IT steering group.o Reduced unplanned staff turnover. Show less As COO, I led IT and the O2C Recovery (Order to Cash) Project. The O2C was a large and critical division of FFH (100+FTE) which was experiencing significant issues with order processing, cash collections, and aged debt. Together, we were able to:• Reduce aged order backlog by 91% while improving process cycle time by over 50%• Improve billing accuracy and timeliness by 23%, reducing aged debt by 41%The engagement of the entire Order to Cash team was key to our success. Through process transformation, coaching, deep engagement, and respect for the existing team, we were able to transform their outcomes with the loss of less than 2% of staff.Most satisfying was the change in attitude of the operational staff who ‘owned’ this success as their own. They were understandably proud of what we had achieved, which was reflected in engagement scores, staff attrition, and business outcomes." Show less

  • CIO

    May 2011 - Jan 2020

  • Chief Operations Officer

    Oct 2016 - Dec 2018
• 

  Info-Tech Research Group

  Jan 2020 - Oct 2023

  Senior CIO Advisor & Coach

  I was the founding Executive Counsellor in the APAC region. I worked with CIOs and executive teams across market sectors including government, enterprise, mid-market, and ‘for purpose’ organisations.Together, we delivered 10x growth in the region!In partnership with an amazing team, I delivered: • Mentoring and coaching to CIOs, CDOs, & Executives • Consulting and advisory on IT, Digital, and technology-related business topics • Training and workshops on Digital/Technology Strategy and Leadership.A few of our ‘engagements of note’ that we supported include:• Outsourcing/Managed Service Redesign (Large NZ federal government department) - Very large IT Infrastructure managed service agreement. Transitioning from a monolithic single supplier to best in breed ‘service towers’, realising savings of 30%+ exceeding $100M for the life of the contract(s). • Digital and Technology Strategy Journey Plan (Global logistics provider) – Mentoring of new CIO, development and implementation of IT Strategy supporting broader Digital Vision now being implemented. This supported business growth of 40%+ locally. The CIO’s visible success locally has now led to his promotion to a regional CIO role and active engagement in various transformation activities including M&As.• IT Strategy (Global Humanitarian NFP)- Developed and implemented IT Strategy including selecting/implementing ERP, CRM (volunteer and donor management). Technology delivered supported the organisation’s ‘recovery initiative’, reversing significant ongoing losses and volunteer attrition. • People Development (State-owned utility) – Designed and delivered an ongoing leadership development program for IT leaders to facilitate better support of the IT Team. This resulted in the IT division staff engagement score that was the highest in the organisation and improved over several cycles, contrary to the wider organisation trend. Show less