About Andrew McDonagh
Andrew is a highly experienced Program Manager and PMO Director who specialises in large scale, multi-national and cross industry change & transformation programs.
He is typically charged with establishing or regaining control of complex or under-performing programs.
Andrew has a demonstrated ability to establish & build strong relationships between Clients, Suppliers and Vendors aligning all stakeholders to achieve a common objective. He further develops the skills of team members through focused mentoring and coaching and has strengths is establishing key controls in complex environments.
What Andrew brings
- A track record of establishing clear lines of communication and shared understanding in complex, matrix environments.
- Experience delivering complex programs using a broad range of delivery methodologies. He has harnessed this experience to introduce key controls to undisciplined environments.
- Coaching and mentoring of direct reports and key team members to develop their capabilities to the benefit of the program and organization.
- Experience of recovering programs in complex or under-performing environments and in quickly establishing core disciplines.
- DFSI (NSW State Government)
- AMP Life / Resolution Life
As Action Head of EMPO at Optus, Andrew was engaged to implement their first Enterprise PMO and led the first phase of establishment activities on the client side. Andrew had accountability for the implementation of the new organisational model, including the induction of the permanent Head of and recruitment of the new leadership team. Andrew also led the change management activities and acted as the ‘gatekeeper’ for the client for all of the consulting team outputs. Under Andrew’s leadership the new EPMO function completed the Enterprise wide Annual Operating Planning process and he was the lead Seven Consultant in the first quarterly prioritisation cycle using the new processes.
As Director of the EPMO at QBE, Andrew completed an engagement working directly with the Group Chief Transformation Officer. This involved migrating the Group Technology Office services from London and replacing it with expanded offering as an EPMO in Sydney. In parallel to establishing and leading the EPMO – overseeing circa $220m a year in IT and Business spend – he also led a consulting engagement establishing a Benefits management framework, Minimum Standards documentation and next generation dashboards, reports and datasets. While in QBE he was also accountable for defining and running the planning and prioritisation process for the global change portfolio for the upcoming financial year.
Working in the Wealth division of a Top 4 bank on a project that is still under a strict NDA on the replacement of their wealth management platform, later expended to a full re-platforming. The project was still in the design and contracting stage during Andrew’s involvement and will involve deploying a cutting edge FinTech solution. The project will peak at 150 people and cost circa $100m. Initially employed to head the PMO Andrew moved to lead the overall project delivery, working with the Platforms Delivery Executive. This also involves routine liaison with senior executives, including the Wealth Group Execs, CFO, COO and CEO.
As PMO Director, for the ICT Assurance function, in the NSW State Government Department of Finance, Services and Innovation (DFSI) Andrew was tasked with creating an ePMO from scratch to oversee a $2.7bn a year portfolio of ICT programs across the whole of State Government. Deliverables included designing and implementing a common metric set across 60+ diverse projects, implementing a common reporting tool and designing governance and processes for steady state operation. Andrew ran the ePMO as BAU while he recruited the team and embedded the new ways of working
As Head of Program Services (which included the PMO) as AMP Life (later Resolution Life) Andrew led the consulting and delivery engagement that defined the PMO and Program Services offering for the $180m Separation Program, defining the service offering, building the team and leading the operations before transitioning to a permanent employee
At nbn Andrew was part of the team that conducted an As Is – To Be capability assessment across the IT Delivery function. He wrote the “As Is” paper, which defined the future state and was endorsed by the CTO. He was subsequently retained to initiate the Uplift activity with a particular focus on the Project Management practice
Andrew has performed a series of independent reviews and project resets during his time with Seven Consulting. This includes independent project health checks / performance reviews in clients such as nbn and the NSW State Government. He has also carried outs full project resets and replans, for example for AUB for their Broker Platform Replacement program. This includes a short period in Optus working on improving the PMO in the Wholesale Program with Tim Barnes.
Prior to joining Seven Consulting Andrew designed and led the implementation of a global EPMO / PMO model in GSK, the UK based Pharma company. This involved designing and implementing the governance and reporting for all projects across the 70+ global sites in the manufacturing network. A subset of the program was to also design “local EPMOs” to operate in the various manufacturing sites. Andrew led the implantation and running of these manufacturing EPMOs in the two largest and most strategically important sites.