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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.

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.

Telstra - Big Data

Telstra - Big Data


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.