NAB - Digital Marketing

NAB - Digital Marketing

Background

NAB Marketing implemented a Domo instance approx. 12 months ago to become the central reporting platform on campaign paid digital media performance. This is a sizeable instance with ~180 users regularly using Domo across both NAB Marketing as well as the two Digital Media Agency Partners. Domo plays a critical role in supporting the operational performance and campaign optimisation activities between NAB and the Agencies. Domo Horizon 1 was intended to transition this activity from spreadsheets to Domo. Horizon 2 was designed to uplift the Domo implementation, providing consolidated campaign dashboards for Campaign Managers, General Managers and Executive team. The major problem to be solved was how to create consolidated dashboards with numerous disconnected third party data sources.

Horizon 2 - Campaign Master Dataset

To solve this, a new end-to-end data flow was designed and implemented bringing all third-party data sources into a unified campaign master dataset, with each data point being progressively mapped to the campaigns (and aligned to budgets and targets), As a result, NAB Management now have the ability to see the relative performance of their digital media spend across all sources (something that has previously been unachievable!). Further to this, the master dataset solution enables NAB to leverage a more cookie cutter dashboard approach, where campaign managers can simply change filters to select their campaign and the entire dashboard will update in real time. This is an improvement that significantly reduces the amount of time NAB and Agency staff spend on developing new dashboards for each new campaign and delivers valuable insights across their paid digital media investments.

Key Implementation Outcomes

  • Drastically reduced report development time
  • Unified campaign channel data
  • Media spend to budgets
  • Campaign performance to targets
  • Modularised and extensible solution design
  • Turning knowledge into data through mapping tables
  • Standardised Beast Mode calculations
  • Duplicatable dashboards for efficient roll-out

Telstra - EDGE 2020 Program

Telstra - EDGE 2020 Program

The Telstra EDGE (B2B2020) Transformation Program is a major advancement in Telstra's digitatisation strategy. The program's objective is to progressively deploy a new strategic B2B platform and reduce the current legacy system footprint to provide a more seamless customer experience. Other key facets of the program include a new product architecture and order fulfillment capability across Telstra Business & Global Enterprise Services.

During Lyndon's time on the EDGE Program, he has led the program governance activities including the establishment and operational management of a range of key program governance activities within JIRA to drive greater program collaboration, workflow control and trace-ability. These processes included; 

  • The establishment and operational management of the program risks, issues and dependencies
  • The establishment and management of the programs Change Control Board - managing the through-put of change items from inception to closure.
  • The establishment and management of the programs Key Architectural Decisions supporting the programs Architectural team

With the diverse stakeholder group across numerous business units, Lyndon was also the single point of contact to manage communication activities and status reporting into business status reports, CIO Fortnight Reporting and Telstra Business Monthly reporting.

Ventia - Work Management System

Ventia - Work Management System

Ventia is a new brand with deep expertise and a rich history of delivering for our clients. We bring together more than thirty years of experience, following the merger of Leighton Contractors Services, Thiess Services and Visionstream.

Together, more than 14,000 specialist engineers, technicians, business leaders, project managers and operational teams support critical infrastructure and communities.

Due to commercial sensitivity, the details of this project cannot yet be published.

Lyndon was engaged on this project to lead out stakeholder management across a range of large, highly complex contracts impacted by this strategic project. Day to day activities, included driving change, communications, team management, workshop facilitation and thought leadership on the establishment within the organisations operational reporting environment.

Toyota - Master Data Management

Toyota - Master Data Management

Toyota

Master Data Management – Accessories Domain

Lead Consultant

The Toyota Accessories MDM project was the first phase of a larger MDM program of work across a number of core domains such as Parts, Vehicles and Customers. During this phase, Lyndon was engaged as a Senior Consultant to lead the analysis, identification and design of the accessories MDM solution under an agile methodology which included accessories, parts, vehicles and associated marketing collateral. During this phase, Lyndon undertook thorough analysis of each the core components of the accessories domain, uncovering and resolving significant modelling challenges and introducing new concepts to enable accurate management of accessory applicability.

  • Lead stakeholder engagement and analysis across the three core business units responsible for accessories master data management.
  • Lead the design of the data model underpinning the MDM platform
  • Undertook extensive stakeholder engagement to inform and influence business decisions to support the introduction of new concepts critical to the successful implementation of the MDM platform.
  • Conducted numerous requirements and ‘story-telling’ workshops with the business, acting as SME to bridge the gap between the technical and data related issues and the impacts to business processes.

Notable outcomes

  • Rapid delivery of an interim model, supporting the development of a proof of concept for presentation to the business within 5 weeks of project initiation. This POC was successful in gaining business support for the successful submission of the project business case.
  • Designed a model that successfully introduced two new concepts (Accessory packs and a marketing model) to Toyota to drive accurate classification and relationships within the MDM environment. This model created a fusion between engineering and marketing to drive accurate presentation of accessories to public facing channels such as the Toyota.com.au website.

Telstra - Big Data

Telstra - Big Data

Telstra

Big Data Office / Chief Technology Office

Program Manager

The Big Data Program, Telstra’s enterprise wide analytics uplift initiative with the objective to create a culture of data driven decision making through four key activities;

  1. Platform establishment – Multi-petabyte Hadoop cluster and associated services for large scale storage and connectivity;
  2. Commercial engagement – Engagement and development of Telstra internal Business Units to identify, shape and execute opportunities through analytical insight;
  3. Data acquisition – Rapid sourcing and consumption of data from across the organisation in a low cost and repeatable manner;
  4. Analytics uplift – Analytical insight, community development, leadership and capability enablement

Lyndon was engaged as Program Manager for the Big Data Office to;

  • Drive the production and socialization of business case through to delivery funding release. ($11.5m)
  • Drive delivery of key program initiatives across platform establishment; data sourcing pipeline prioritisation; commercial pipeline development, scoring and strategic roadmap development
  • Manage ownership and planning of mitigation strategies for program level risks and issues; program spend profile to budget, resourcing plan and logistical matters such as team location and asset management
  • Oversee end to end throughput of program cross functional iterations and continually optimise processes with Agile Coaches to minimize hand-offs and reduce / clear blockers
  • Management of program status reporting and chairing of Big Data management meeting
  • Drive program delivery within the boundaries of Telstra’s complex security, compliance and regulatory requirements

Notable outcomes

  • Upon commencing role, immediately altered program methodology from Waterfall to Agile mid-stream to better support the iterative lifecycle of data / analytics initiatives and enable reduced time to analytical insight.
  • Altering methodology and ceasing Solution Definition reduced the weekly PROPEX burn rate of ~$125K per week down to ~$50K per week (reducing number of resources billing to the program from between 25-30 down to 12).
  • This saving preserved budget to allow the program an additional 8 weeks to overcome challenges in gaining support from the Telstra Investment Community in supporting a negative NPV business case, without running over budget.
  • Re-purposed $900K of budgeted CAPEX to commence purchase of 1.6 petabytes of expandable cloud storage infrastructure
  • Played a key role in successfully gaining support for the negative NPV business case to secure $11.5m in phase 1 funding to;
    • Expand storage to approx. 4 petabytes
    • Ramp up large scale data acquisition
    • Invest in network analytics capability
    • Commence delivery of ‘use case’ development
    • Seeded the establishment of an enterprise wide ‘Analytics Leaders Forum’ with the view to drive cross functional analytical best practices across the numerous community silos across Telstra. This initiative received unanimous support from forum representatives.

Medibank - Workplace Health Booking Portal

Medibank - Workplace Health Booking Portal

Medibank

Workplace Health - Online Appointment Booking Portal

Lead Business Analyst / Project Manager

Medibank Health Solutions (MHS) is a leading provider of health care solutions for business and government delivering medical assessments and preventative health solutions to over 4,000 businesses and government organisations. The Workplace Health – Online Appointment Booking Portal project is a customer service improvement initiative which includes implementation of an online appointment booking portal, establishment of a national call centre and development of a suite of KPI management reports to support management of operational performance.

Due to the significant volume of pre-employment medical screens generated by Australia’s largest mining and construction companies, the primary object (initial phase) was to deliver a high quality and efficient booking and case tracking portal for a small set of high value clients. Consequently, significant engagement directly with representatives of these clients was undertaken to accurately map and understand their critical business processes and the impacts generated by errors and delays in the pre-employment medical assessment and re-assessment processes. 

Duties and Responsibilities

  • Engaged as a senior business analyst to help manage key stakeholders from across the Medibank Health Solutions business and play a central role responsible for driving the user experience process design that spanned across the three diverse touch points in the online portal, national call centre and national network of medical clinics
  • Refined project scope through engagement of members of project steering committee
  • Supported requirements gathering workshops on each division (stream) of the project  
  • Liaised with subject matter experts (SME’s) on a continual basis to determine the ‘as-is’ appointment booking processes
  • Mapped key data fields and information flow through core operational application for design and development of KPI reporting framework.
  • Identified and documented data gaps required for completeness of KPI reporting metrics
  • Led the design and development of a customer (user) experience process flow to seamlessly connect the three major contact channels in scope of the project
  • Developed wireframe mock-ups of conceptual portal solution to facilitate user experience workshops with key stakeholders
  • Designed a suite of operational performance reports. Four for internal operational management and one for external performance reporting to key clients
  • Developed overarching governance and approval process for a newly established operational scheduling – standard operating procedure
  • Identified strategic opportunity to align MHS (workplace health division) to the wider Medibank Group Business Intelligence environment and produced recommendation paper for review by MHS Chief Operations Officer
  • Face-to-face contextual enquiries with key clients
  • Undertook cognitive walk-through of wire-frame design with staff and clients

AXA Australia - Enterprise Reporting & Information Solutions

AXA Australia - Enterprise Reporting & Information Solutions

AXA’s enterprise reporting and information solutions team was responsible for delivering analytical modelling, operational reporting, application development and subject matter expertise to all business units within the AXA Australia and New Zealand business. Lyndon was the Information Solutions Manager for 4 years responsible for solution architecture, project management and delivery and team management.

  • Scrum Product Owner responsible for managing and representing the  ‘Voice of the Customer’ in backlog prioritisation, requirements management, sprint planning and print review meetings
  • Wrote user stories and epics representing the user requirements for reporting, data and information consumption
  • Attended Daily Scrum Meetings and coordinated back with stakeholders to communicate and resolve impediments to delivery.
  • Defined and developed the business intelligence operational and strategic plan and roadmap.
  • Implement a new operational management system to manage ad hoc request, project and output documentation as well as a data knowledge base to support the self-service component of the new distributed BI model.
  • Chaired AXA's BI Governance Steering Committee to manage the distribution, quality, definition and security of information.
  • Partnered with the Data Warehouse Manager to develop a strategic plan to make improvements to the warehouse data completeness and usability.

Notable outcomes

BI Improvement Project

  • Led the review and assessment of the migration of AXA's BI reporting to a new platform vs. upgrading the existing platform
  • Established a roadmap for BI that initially focused on the improvement of the operating model. This commenced with the development of a new role (Business Improvement Analyst) whose primary focus was on establishing a clean set of reporting assets and the decommissioning of over 200 hundred redundant reports.

System Developments

  • Led the programme of work in automating 40% of AXA's key monthly dashboard leveraging the AXA data warehouse and Hyperion reporting platform. 
  • Led the solution design and management of AXA's Anti-Money Laundering Transaction Monitoring system as well as devising a remediation plan to resolve certain implementation issues.
  • Designed and led the development of a highly functional product system replacement to resolve a mandatory requirement of system decommissioning project.
  • Led the implementation of the Oracle APEX application development platform to support the centralisation of unsupported data sources from around the business into a robust / web based Oracle backed platform.

AXA Australia - Senior Business Analyst

AXA Australia - Senior Business Analyst

As a senior member of the Enterprise Reporting and Information Management Team, Lyndon was responsible for design and production of information solutions for projects as well as operational and BAU reporting.

  • Worked with other Business Analysts and Project Managers to establish detailed business requirements of the reporting suites and dashboards as part of the project delivery.
  • Advised projects on best practice and ability to achieve implementation of requirements
  • Performed detailed analysis to estimate and quote on the design, development and delivery of reporting requirements.
  • Followed Agile development methodology developing a prototype followed by a number of review and re-work iterations to meet the final business requirements.
  • Provided subject-matter-expertise to projects and business units on data availability and usability.
  • Analysed, reconciled and consolidated existing reporting frameworks to ensure business fit-for-purpose.
  • Provided process improvement consultation to AXA's Marketing Information, CRM and Customer Retention Teams.

Notable outcomes

  • Developed a single client view application for the Customer Solutions Call Centre using the AXA data warehouse client matching technology. This tool enables Call Centre Consultants to search by a customer policy number and locate additional policies that customer holds.
  • Drove the development of the first BI based applications using the Hyperion reporting suite. This was a significant step forward in the depth of services and improvements that the Business Information Team could provide to the business and changed the BI value proposition in an extreme way.

AXA Australia - Marketing & Campaign Management

AXA Australia - Marketing & Campaign Management

As the Campaign Delivery Analyst, Lyndon was responsible for the development and execution of all of AXA’s Customer and Financial Planning direct mail, email and SMS campaigns. This role also demanded a large aspect of solution design to create end-to-end and closed loop marketing sequences linking many contact channels together to drive new sales, cross-sell, up-sell and customer retention initiatives

  • Track sales, click through, registration and other campaign related activity to measure campaign effectiveness and accuracy
  • Developed and monitored complex multi-step, multi-channel campaigns that involved automated life cycles of up to six months using the Affinium Campaign and Affinium E-message application connected to AXA's data warehouse.
  • Developed and maintained trigger based campaigns which would send reactive notification to call centres, BDM's, financial planners etc. based on the activities of customer’s policy record.

Notable outcomes

  • Single handed execution of over 100 campaigns in a single year that contributed to a CRM benefit of $57m
  • Designed and developed a trigger based campaign that detected customer withdrawal activity across different product segments. This single campaign increased customer retention results on written requests to withdraw by over 20% which resulted in a CRM benefit of $18m for the first year.
  • Devised an on premise event check-in process that based on the information fed in via a website delivered targeted emails based on product preferences to clients and advisers