Daniel Port
Project Manager / Senior Process Analyst

MBA - Macquarie Graduate School of Management
Prince2 - Project Management
Proscii – Change Management

Core Skills     

• Demonstrated track record in End-to-End process reviews for Finance, Marketing, Sales, Procurement and Technology departments.
• Recent assignments have involved resolving long-term endemic issues, requiring wide-engagement, the unwrapping of issues from all angles and then reaching executive agreement.
• Technology team review and rebuild for internal and outsourced environments with key objective to stabilise and standardise delivery.
• Ability to align and drive all stakeholders, team members, vendors and customers to the same unified objectives and path to success, using techniques such as facilitation and change management.
• The delivery of regular, clear and comprehensive communications throughout the project team and its stakeholders ensuring common understanding of status and issues.
• Specialist in technology areas of Business Intelligence and CRM.
• Solid track record of executing projects for business and technology, specialising in Telecommunications and Financial Services.

Key Clients            

• Vodafone
• RailCorp
• AMP
• EDS Australia
• Crime Stoppers Australia
• Pfizer
• GenRx

 Key Achievements

• Major fault finding investigation of supply chain processes & systems to enable the correct commission payments to all Vodafone stores. This project required an end to end supply chain review from SIM procurement to customer sales by channel, to confirm actual process across all Vodafone divisions and business partners (supply and stores) resulting in a complete process redesign to resolve 55 process and system issues.
• Business Case development of the Incident Management Process to develop an organisation-wide model for process and information flows for RailCorp. The feasibility phase started with a concept that had resulted in negative perceptions of the project and required a complete rethink of the concept and a new engagement model of consultation and communication with all levels - Executive, GGM, GM, managers and their staff.
• Improved performance within AMP’s Customer Service Division resulting in a 55% productivity improvement of 7 administration teams (108 staff). These improvements were delivered in 8 weeks with limited system and process changes. The key was proper engagement and communications with teams, backed by the support and education of their management and most importantly face-to-face support by divisional leaders. This project was extended to 1,800 staff.
• Rebuild of the EDS Data Warehouse Team of 50 staff to stabilise operations and deliver timely development for the CBA’s core Data Warehouse. This involved a new team structure, rebuilding process, relationships (in EDS and CBA) including committing and meeting project timelines and rectifying a number of failing projects.
• Drive the understanding and use of Business Intelligence and database technology across Australia and New Zealand. Designed and planned a new program of works to significantly improve the use of information, starting with budgeting and forecasting of sales in excess of $1B.
• Transition new Pharmaceutical start-up after Mayne Health divestiture, which required a new organisation to be trading by a fixed deadline with annual sales in excess of $50M. The transition project required (a) supporting the MD establish new premises (b) implement all technology for 30 staff Australia-wide (c) implement a TGA compliant MRP system. The deadline was met with 2 days to spare and critically the MRP system available for audit by the TGA.