I turn complex problems into clear decisions.

As Academic Program Coordinator at IBT, I owned student-outcome analysis across 50+ subjects.

No one asked me to dig in, but a pattern in the outcome data bothered me. I traced underperformance in the three weakest subjects to tutor-to-student ratios rather than student ability, and recommended tutor reallocation plus material refreshes.

Top grade-band attainment in those subjects rose from ~30% to ~60%, and the one-off analysis became a recurring program-wide data-review process.

It's how I work everywhere: ask why before deciding what to do, and let the data point to the real lever.

At ANZ I resolved small-business client cases in a regulated banking environment, where every resolution has to be correct, compliant, and defensible on audit. Four months in, KPI targets rose from a 30-case daily benchmark toward 45+. The volume wasn't the real problem — the real cost was the time each case took, because the policy and process knowledge needed to resolve them lived in people's heads and across scattered sources.

I treated it as an analysis problem before a speed problem. I mapped where handling time actually went, then built a working reference set of policy and process notes, a single, structured source that standardised how complex scenarios got resolved and sharpened which cases to prioritise. I kept the documentation audit-ready and engaged cross-functional stakeholders to align on compliant resolutions, so the reference set held up under governance, not just at my own desk.

Per-case handling time fell and throughput rose to 45+ cases a day, peaking at 60, roughly a 50% increase on the original benchmark, while I held one of the lowest case-escalation rates on the team and sustained accuracy as volume climbed. The reference set became shared infrastructure: structured documentation that supported knowledge transfer across the team, not a personal shortcut.

This is the PMO half of how I work. Finding the real lever is step one; the value is in turning it into a repeatable system with the governance, documentation, and stakeholder alignment that lets other people rely on it. Process improvement that survives an audit and outlives the person who built it.

I chose the Master of Project Management at RMIT deliberately, and moved from Sydney to Melbourne to do it. The point wasn't the credential, it was practising the analytical and delivery discipline on real briefs, so the rigour is already a habit before it's carrying a live project. The coursework behind my four High Distinctions is concrete, and it looks like the work.

• Risk and financial appraisal, board-level: for a build-operate-transfer water-infrastructure project I wrote a full risk assessment for an interim board and built the financial feasibility model behind it, NPV, project and equity IRR, WACC, and net-cashflow analysis, so the risk narrative and the numbers told one consistent story.
• A complete project-management plan: for a consultancy management report I produced the full delivery documentation set, PM role, stakeholder and communications management, scope statement, cost and schedule management, and project close-out.
• Public-sector governance: a 4,000-word comparative analysis of project-management maturity across Australia's three government tiers, plus a group investigation of the myki modernisation using an Investment Logic Map and benefits-realisation framing, grounded in PRINCE2.
• Process mapping in Agile: value-stream and to-be workflow mapping, Scrum and Kanban, and a bottleneck analysis for a delivery case, backed by an ICAgile ICP certification.
• Evidence discipline: a research proposal taken from research question and rationale through literature review to a justified methodology, the same discipline that underwrites good requirements work.
• Procurement and ethics: an analysis of commercial models and incentive structures in alliance contracting, and a supplier-comparison assessment of how contract design drives delivery behaviour.

Four High Distinctions in the subjects that map straight onto BA and PMO work, and a body of delivery artifacts, risk registers, a financial model, a full project-management plan, an Investment Logic Map, value-stream maps, a research proposal, grounded in PRINCE2, Agile, and Waterfall, with the tooling to match: Excel, Power BI, SQL, MS Project, Smartsheet, Confluence, SharePoint.

The ANZ and IBT results show the instinct working in the wild; this is where it got its discipline. At ANZ I'd been practising iteration, governance, and flow without the vocabulary, and the degree gave the method its name and its rigour: root-cause analysis, risk thinking, stakeholder governance, and evidence-led writing, practised deliberately, so that on a real project the rigour is already there.