Project Description

Andrew Coley

PMO Director

Areas Of Expertise:

  • Strategy
  • Finance
  • Project Delivery
  • Business Transformation


  • Bachelor of Accounting, The University of Sheffield
  • Chartered Accountant (ACA)

About Andrew Coley

Andrew is a committed, high performing and personable professional. He has experience in defining strategic direction, development of roadmaps and execution frameworks to maximise return on project investment. Pre-vious roles include Divisional Transformation office which involved developing strategic prioritisation frame-works within transformation and customer remediation projects, developing methodologies to ensure resources and funding are aligned to the focus on delivery execution.

What Andrew brings

  • Ability to lead high performing teams.
  • Excellent executive level communication skills with ability to deliver key messages to senior leadership.
  • An inclusive leader committed to ongoing learning and personal and team development.
  • Driven problem solver.
  • Passionate to use analytics to deliver strategic commercially focused outcomes.

Key Clients:

  • Coca Cola
  • PricewaterhouseCoopers (PwC)
  • Westpac
  • HSBC
  • IAG
  • Universal Music Australia
  • KPMG

Key Achievements:

As PMO Director at Coca-Cola, post a take-over of the Australian business by the Coca-Cola Europe, Andrew was responsible for establish and creating operating rhythms to ensure timely accurate report-ing and information flow between the different business units. This included aligning reporting timings, ensure consistent reporting for various geographies and across a matrix structure. RAID framework re-view across all the projects throughout the transition to ensure that the risk framework was being effec-tively implemented and managed.

As Consultant at PwC, Andrew Coley managed the development of a delivery implementation model for the Risk Division of an Insurance company. He was responsible for the creation of the delivery ap-proach and supporting Governance model for the Division. This methodology and model enabled deci-sion makers to have clear view of sight of all upcoming initiatives and through the approach develop-ment of 180 day plan. To develop this, a prioritisation framework was established, aligning to key princi-ples and strategic direction. This ensures that the greatest priorities are delivered in the quickest timeframe achieving the greatest benefit to the business. Clearly defined ways of working model was established to ensure that all stakeholders have clear responsibilities, activities and accountabilities de-fined through the project lifecycle.

As Director of Transformation Office, Business at Westpac, Andrew led the Divisional Project Manage-ment Office for governance and monitoring of the Business Division transformation portfolio (c.$250M across 30 projects). The team of 12 FTE was responsible for clearly defined roadmap of initiatives, suc-cessful implementation of roadmap and prioritisation and scheduling of key initiatives through focused personnel and financial resources. He implemented the strategic portfolio governance that enables ef-fective Executive Team decision making on strategic optionality, through robust forward planning and alignment to strategic roadmap, and the effective governance of the CTO and wider Business Division project portfolio, ensuring alignment to Group methodology requirements, including clearly defined Risks, Issues and Action plans for resolution and a capability training and uplift stream to improve quality control.

He was responsible for the Quarterly Business Review process for Business banking to prioritise and al-locate funding and resources across on divisional transformation priorities. This included but not limited to presenting Board and Group Executives a three-year roadmap of outcomes and initiatives to drive those outcomes with clearly defined KPIs. Other responsibilities included workforce planning (>400 FTE) and management including leadership of recruitment approval process for transformation re-sources across Business Division, monitor and allocation of the limited supply of Subject Matter Experts and Secretariat for Business Division Project Approval and Customer Forums.

As Business Solutions Manager at Westpac, Andrew was responsible for business case modelling, build and development to present at approval forum across all business banking product and department. This involved development of financial modelling for all business banking projects, from payment, lend-ing and digital initiatives. Developing competitor review and establishing success roadmaps to ensure post implementation adoption. Development of viability, desirability and feasibility of all new pipeline ini-tiatives. In order to achieve this goal a large amount of stakeholder management and engagement is re-quired as well as an ability to work in a dynamic constantly evolving environment. Development of as-sumptions and scenarios associated against various strategic investments, this also included providing analysis of functionality being delivered, the corresponding benefits attached, associated costs, under-standing high level requirements and work with IT and the project team to develop high level cost esti-mates to support the prioritisation process.

As Project Finance Manager at Westpac, Andrew was responsible for the projects financial planning, forecasting, governance and financial analysis of the Business Banking Service Revolution Portfolio. The portfolio consisted of 20 projects with an investment spend of $80m. Due to the size and nature of these projects additional Governance is required involving Executive Manager exposure.

As Commercial & Finance Manager at Universal Music Australia, Andrew developed the financial mod-elling to assess the impact of different decisions, including campaign analysis, P&L feasibilities and prof-itability statements. Including the development of the marketing and sales forecasting tools and develop-ing a sales pricing strategy aligned to maximising revenue and minimising costs.

As Advisory Assistant Manager and Auditor at KPMG, Andrew worked predominately in the Transac-tions & Restructuring and Risk Consulting service line. He gained vast experience such as the reporting accountant on a number of transactions, performing working capital reviews and transactional due dili-gence.

Other Team Members