Areas Of Expertise

• Transition and Transformation Development
• Program Management Planning and Delivery
• Time Risk and Financial Management
• Stakeholder Management

Education

• Master of Science in Intelligent MGT Systems, London Southbank University 

About Steven Kamalabaskaran

• Steven is an expert Program Manager with over 25 years of experience in successfully delivering large and complex end-to-end programs, including those in finance, compliance assets, and customer systems. He possesses expertise across various industries, such as banking, government, utilities, and telecommunications. Steven works holistically with all stakeholders to ensure positive outcomes for everyone, demonstrating a proven delivery record alongside advanced communication and time management skills. He has significant experience in delivering transition, transformation and development programs using Agile and Waterfall methodologies within multi-vendor environments and thrives under pressure.

What Steven brings

• With strong background in project and program management.
• Successful management in large Transition/infrastructure/application programs – high-value and high-risk projects.
• Effective multi-vendor environment management
• Skilled at thinking and planning strategically.

Key Clients

• ATO
• NAB
• ANZ
• Scope Protective Data Services
• Lloyds TSB Retail Bank

Key Achievements

As Transition Program Manager at ATO, Steven successfully completed the tender process and delivered a new 3rd party management vendor (Kinetic IT) for ServiceNow to the ATO with a budget of $32M, including onboarding with a new SIAM operating model, uplifting 16 ITIL practices to ITIL 4, and adding 20 common services modules and processes. He completed the contractual agreement with Kinetic IT, validated and accepted the Incumbents Transition Out services, and managed two cutovers to transition the new vendor into the ATO environment, taking over from Leidos. He also offboarded the incumbent vendor and collaborated with the PMO to deliver and maintain a suite of processes. Steven developed a framework with Enterprise Operations & Technical Enablement (EOTE) that underpins the ATO’s service and technology landscape, liaised with the OCM framework across ATO teams for ESM, and ensured concise communications and progress. Additionally, he developed Planning and Governance components for PAB and Steering Committee inputs, the core integrated MVE delivery schedule and dependency mapping. He completed discovery, design, and operational readiness phases for post-tax period cutovers and ensured the new vendor met ATO Cyber Security compliance. Steven provided weekly program board and sponsor reporting as well as monthly steerco executive pack inputs for his delivery and had a team of 28.

As Transition Program Manager at NAB, Steven successfully delivered contractual agreements over a 20-month transition period with a budget of $15M and team of 17, aligning with TSA (Transition Service Agreement) and Separation exit clauses. During this period, he developed and managed Planning and Governance, providing critical inputs to PAB and Steerco. He ensured all applications within the separation scope met TSA requirements and managed the Workplace and 3iO streams to ensure data and data owners met regulatory and NAB security compliance. Additionally, Steven ensured the Workplace stream complied with Data Loss Prevention (DLP) procedures and security breach event management. He successfully delivered de-comingled NAB/LMG data to LMG from source repositories, including databases (Oracle, SQL perm, and cloud) and NAS drives, and established secure external sharing processes that met regulatory standards. He was accountable for managing the joint Application Capability Landscape (ACL) and the e2e ACL LMG requirements submission process to NAB and oversaw the decommissioning stream for sold services, systems, and assets (Prem and Cloud).

As Program Manager for Remediation ESU (Enterprise Service Unit) at ANZ, Steven managed the program and successfully overcame business, technology, and resource challenges to deliver large-scale environment build and upgrade outcomes. He developed and maintained the overall scope of delivery within the sub-program and successfully delivered the infrastructure remediation of 183 servers. He managed internal teams (PMs, BAs, Architects) and vendor teams for ESU projects within the Payment and Operations portfolio. He built and managed the Strategic Agile Delivery Team (STAR) for the IAAS Strategic Initiative Unit, focusing on the rapid decommissioning of small-scale infrastructure and environments. Steven collaborated with IBM, WIPRO, and HP to establish a new Mixed Federated Node phased infrastructure delivery model. Additionally, he remediated 4,500 SharePoint site collections encompassing 25,000 sites globally, upgraded infrastructure and applications across six business streams in FileNet, and remediated PEGA workflows for 3,500 users globally, involving 84 servers, and led Oracle and NetBackup remediation initiatives.

As Program Manager for Wealth Transition (TSA Office) at ANZ, Steven managed Transitional TSA Service planning, Agile sprints, scheduling, and coordination of all non-BAU project-related activities to deliver governance procedures for business and technology services to purchasers Zurich (insurance) and IOOF (Pensions & Investments). He managed the $30m program budget across Enterprise Service Unit and Wealth Transition with a team of 25. He coordinated the finalization and delivery of Governance and Guidelines documentation, including Change Management, Service Management, Service Level Failure, and production report frequency. He developed the Service Separation (Stepping-Off) completion verification process for ANZ Wealth Separation activities and planned and managed the ANZ Business team’s participation in Business Service Readiness checkpoints for the Zurich and IOOF transition. Steven also planned and coordinated joint ANZ, Zurich, and IOOF governance dress rehearsals for end-to-end governance processes. Additionally, he developed Epics and Stories within Jira/Confluence and utilized ERM systems (e.g., Global Information Warehouse), storage systems (e.g., FileNet), and workflow systems (e.g., PEGA) to enhance service platforms for thousands of users globally.

As Senior Project Manager at Scope Protective Data Services, Steven completed the end-to-end delivery and implementation of a software uplift for SDPS ($7M), based on a vendor-customized JD-Edwards Financial and Asset system. He migrated TRIM (EDRMs) to the newest version with remediated infrastructure. Stepping in to replace the previous PM at short notice, he agreed on and published a revised schedule with stakeholders, advised on ongoing BAU changes to IT, and managed the post-production issue management strategy. Steven led internal and vendor teams during implementation, concluded technical and business verification, and completed the post-production implementation support period.

As Transformation Program Manager at Lloyds TSB Retail Bank, Steven was responsible for delivering the Flagship Digital Electronic Customer Account Switchers and providing ISA Transfers, managing a total budget of £42 million and team size of 56. He implemented two of the top 20 Lloyds program initiatives, introducing Agile and PEGA Workflow software to Lloyds. This resulted in a 75% performance improvement for retail customer account switching and significant FTE savings. Steven successfully implemented Switchers and ISA to provide personalized updates and status reports, enhancing the customer experience. He led the overall planning and delivery of the Flagship Switchers program, including the TRIM (EDRMs) system upgrade. His responsibilities included leading and developing workflow analysis within the BPM sphere for PEGA, managing PEGA scrums with external vendors, mobilizing onshore and offshore resources, and ensuring timelines and costs were met. He established a program and delivery change platform with stakeholders and IT, ensuring high-quality deliverables and managing inter-dependencies between platforms. Additionally, he managed resources, including PMs, development managers, scrum masters, BAs, and QA test streams, and liaised with release/portfolio managers to address issues and maintain the project pace. He chaired internal change boards, participated in governance boards, and managed finances to control scope creep within program governance. He served as the e2e issue/problem manager on the ISA program and liaised with internal and external stakeholders to deliver programs efficiently, managing multiple projects and processes concurrently.