Areas Of Expertise:

• Program Management
• Digital Transformation
• Business Transformation

Education:

• Bachelor of International Business
• Griffith University and Korea University

About Tony Calusic

Tony is a Senior Business Executive with 25 years’ experience managing large scale business transformations for 30 diverse clients, with significant program and portfolio management experience.

What Tony brings

• A leader with multi-disciplinary experience in business and IT transformation at 30 high performing organisations.
• Significant experience building and sustaining high performing teams sourcing talent and empowering teams to deliver business outcomes.
• Executive level experience managing large scale consulting organisations and respective client programs (outcomes, financials, people and operations).
• Experience in program delivery including strategy, roadmaps and implementation.

Key Clients:

• Bureau of Meteorology
• Department of Human Services
• Commonwealth Bank of Australia
• Coca-Cola Amatil
• Nationwide
• Fonterra
• Rio Tinto
• Kyushu Electric
• Energy Australia
• Dairy Farmers
• Dept of Public Works & Housing
• Dept of Justice
• Commonwealth Edison

Key Achievements:

As Program Director at Commonwealth Bank of Australia, Tony successfully delivered the Core Banking Modernisation (CBM) Program, modernizing the core banking platforms to create an agile, responsive business capability. The Program delivered new system capabilities enabled by SAP and significant process / product re-engineering and operating model transformation to deliver improved customer service and experience. Tony’s remit covered a significant portion of the program (~$200m with a team of 225 people) leading the Solution Centre capability, which was the delivery arm of the Program delivering CBM outcomes over a multi-year delivery cycle. Tony worked jointly in a collaborative model alongside a CBA Director and SAP Vendor Director to deliver the business outcomes.

As Program Director at the Department of Human Services, Tony managed the significant change Program; aimed at re-imagining the social service experience for Australian citizens. This focused-on building agility to respond to policy initiatives and see these realised as payments to the constituents of Australia; with a significant push to managed self-service. The Program streamlined duplicate operations and drove cost savings. Tony directly managed $100m+ over several years with a direct team size of ~100 people. A significant portion of the work related to business strategy, development of long-term roadmap and establishment of processes / capabilities to support DHS moving forward.

As Program Director at Coca-Cola Amatil (CCA), Tony was responsible for transforming and standardising the Coca Cola Amatil business across Finance, Supply Chain and Front office. Tony directly managed $50m+ over several years with a team size peaking at 100+ people. CCA were one of the pilot bottlers involved in a consortium to develop and leverage a global template (Coke 1) which successfully transformed and standardised the front office, back office and supply chain processes on primarily a SAP platform reflective of a bottler’s business.

As Program Director at Bureau of Meteorology, Tony managed a change program to deliver a robust, scalable and secure Bureau website, providing a modern and flexible capability for the Australian population with a significantly improved security model and versatile and scalable development and deployment capability. He was responsible for leading the sale, definition of strategy/approach and solution design, and subsequently program managing the initiation, phase, design, and delivery and responsible for delivery of business outcomes. Tony directly managed $30m+ with a direct team size of ~50 people.

As Project Manager at Nationwide, Tony delivered the Core Banking Modernisation Review. He reviewed and recommended improvements on the Core Banking Program approach and roadmap. Tony was the subject matter expert on project management, implementation approach and organisational / delivery structures for the Program of work.

As Project Manager at Fonterra, Tony was responsible for the HR Master Data Project where he defined and delivered the project outcomes, with a focus on delivering unified global business processes, rules and systems capability across all HR data for all of Fonterra’s workforce and entities.

As Project Manager at Rio Tinto, Tony led the Test Strategy and Enablement Project. He managed the Aligning Business Systems Program to create an effective, efficient, and scalable test strategy for a major, multi-year Program of work, and implement the test approach and enable the test automation capability.

As Project Manager and Test Manager at Fonterra (New Zealand), Tony led the Customer Service Centre Project involved in defining the strategy and roadmap for the FCSC establishment. He created a 24×7, multi-lingual global customer service centre to provide service delivery for 45 global locations across 9 languages and 24×7 utilising latest technology.

As Project Manager at Kyushu Electric, Tony was the Utilities Business Domain Expert and led the SAP Utilities Customer Care & Service Project, including device management & customer teams, bringing expertise from his Aust experience to Japan’s first customer deregulation project. He undertook a complete business process reengineering and systems replacement to modernise Kyushu Electric’s capability and prepare for the impending deregulation.

As Project Manager at Energy Australia, Tony delivered the Achieving Contestable Environment (ACE) Project to deliver a major change program to prepare for the waves for customer deregulation. Tony played numerous roles across the multi-year initiatives, including Release Lead for R3 and R4, and Transfers Lead for R1 and 2 and was responsible for ~30 people. The business processes and systems were moderninsed to enable compliance with the deregulated market and cost optimisation given the impending competitive structure.

As Development Team Lead at Dairy Farmers, Tony managed the Project Enterprise Business Renewal, which moderninsed the business capability at Dairy Farmers through significant business process reengineering and implementation of SAP system capability.

As Development Lead at Dept of Public Works & Housing, Tony managed Project Sphinx which was a change program to deliver new business processes and systems capability able to match the growing needs of the Department in relation to real estate and asset management.