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NAB - Digital Marketing

NAB - Digital Marketing


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


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 website.

Medibank - Workplace Health Booking Portal

Medibank - Workplace Health Booking Portal


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