William Rogers CV Mobile: 0411108456
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Personal Details
Name: William James Rogers
Address: 91 Leacock Lane, Casula.
Mobile: 0411 108 456
Email: williamrogers1955@outlook.com
Skill Sets
Over my career I have held a number of senior roles requiring a consistently high level of
expertise, skill sets and responsibilities. These may be summarised as follows;
1. Delivery Team Management
Reporting directly to the Executive Leadership Team, Senior Manager responsible for a team
of resources engaged in designing, implementing and building a high caliber IT technology
environment; collaborating with key stakeholders to prototype, develop, launch and deliver IT
Solutions.
Responsible for the team's productivity and quality of output. Leading and up-skilling the IT
team, monitoring staff performance, conducting staff appraisals, providing constructive
feedback and ensuring development plans in place and being actioned.
Extensive experience in the planning, management and control of current and upcoming
projects to achieve agreed business objectives and expectations with respect to delivering
agreed scope on time, within budget to organisation quality standards.
Garnered extensive experience in performing short and long-term capital planning, capital
allocation prioritisation and pipeline management of all initiatives related to the strategic plan.
Experience of both organisational and Portfolio level capital planning.
Responsible for recommending the strategic roadmap for procuring / developing and deploying
IT solutions consistent with strategic priorities and IT dependencies and making
recommendations jointly with select business/function leadership.
Other key accountabilities/skills include;
 Identifying business requirements for additional functionality, developing business cases
that effectively illustrate the value of the request including cost/benefits and ensuring
alignment to the organisation’s goals.
 Providing consultancy, subject matter expertise and proactive assistance to the business
and technology teams to drive benefits for their business divisions and customers
 Managing vendor relationships and negotiations.
 Review all team plans and strategies in place for management of risk, project approach,
budget forecasting, spend etc.
 Ownership of all SDLC related project and financial governance processes including PMO
function (performance of delivery methodology and all associated processes and
procedures).
 Procurement tender management (definition of documentation, management of response
process, analysis of responses and selection of successful tender.
 Assisted in the development and implementation of frameworks and methodologies for the
successful delivery of projects and programs, including identification and mitigation of IT
related risks.
 Engaged with business stakeholders throughout the software development life cycle to
ensure they are aware of progress and understand the risks inherent in the plan, to
propose mitigating strategies and to agree changes to software specifications and/or risk
tolerances. Maintain quality relationships, establish trust.
2. Program Management
Extensive experience as a senior program manager in end-to-end business outcome focused

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program delivery, spanning the technical, commercial, change management and operational
handover aspects of programs.
Designing the program structure, assigning resources to the structure, identifying all
program/business touch points to ensure seamless integration of new initiatives into the BAU
environment and managing the team through to outcome realization
Successful realisation of complex strategic & technology convergence type programs for
agreed financial benefits & customer experience outcomes across one or more strategic
business units.
Strong financial management skills applied to ensure financial budgets are managed
effectively.
Other Key accountabilities/skills include;
 Contribute to and work effectively within a team environment.
 Define and communicate program vision, mandate, charter, business case and scope of
work development and negotiation. Exhibit leadership & ability to inspire program/project
teams and provide the overall direction and vision to the program team
 Strong Financial Management. Program budget management and cost control. Forecast,
monitor, adjust and report on financials across all streams within the Program.
 Extensive Program Planning experience, including integrated schedule development,
interdependency mapping, resource planning & utilisation management.
 Vendor Management. 3rd party vendor scope definition, commercial negotiation &
management
 Executive team & steering committee facilitation & management
 Strong written and verbal communication and negotiation skills
 Detail oriented, ability to multi-task, plan, and execute multiple concurrent activities and
priorities.
 Excellent troubleshooting and problem solving abilities.
 Strong risk and issue management and the ability to proactively communicate concerns to
stakeholders
3. Project Management
Excellent project delivery experience along with a track record of managing stakeholders
across both technology and the wider business. Able to assess, align and implement critical
projects that are impacting a number of business units.
Demonstrated ability to manage complex business transformation and technology projects to
scope, deadline and within budget.
Responsible for successfully delivering assigned projects into the overarching program.
Working with project stakeholders and the Business Program Manager, with responsibility for
the definition and delivery of the required results within the agreed risk profile.
Experience in managing multiple disparate/interrelated projects and operational services with
varying timelines and deliverables.
Other Key accountabilities/skills include;
 Project Planning. Creation and execution of project plans and revision as appropriate to
meet changing needs and requirements.
 Working with the team to apply risk management processes to the projects to manage the
risk profile. Develop and maintain contingency plans where required and agreed.
 Resource Planning. Determining a resource plan to successfully complete the project also
directly involved in recruiting the required skills.

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 Financial Management. Manage project budget, undertake forecasting and financial
reporting to management.
 Demonstrated ability to manage complex business transformation and technology projects
to deadline and within budget, scope and quality expectations.
 Proven ability to work with multi-disciplinary teams and ability to effectively liaise with
vendors and technical specialists. Effective management of vendors for the successful and
on-time delivery of the solution.
 Strong analytical, planning, and organisational skills.
 High level interpersonal skills.
 Excellent skills in relationship management, including excellent communication skills and
capacity to negotiate, influence and deal effectively with a diverse group of stakeholders at
all levels.
 Experience in providing quality documentation, status reports, and other written
communications
 Change Management. Development, coordination and implementation of a range of
change and communication activities to support the delivery and achievement of a project,
including process mapping activities to integrate the new product into existing processes.
 Establish the project structure to engage all required stakeholders for all phases. Monitor
the engagement of these stakeholders through the Project life-cycle and implement
changes where required.
 Ensure ongoing operational processes are in place for achieving and tracking ongoing
benefits following the project close.
 Highly methodical and detailed approach, a confident and open manner.
4. Technology Business Development
Working for technology organisations selling network and IT solutions into the
Telecommunications sector.
Extensive experience undertaking detailed product presentations to corporate decision makers.
Proactive and reactive (in response to RFI/RFP type requests) development and delivery of
customer solution proposals and presentations outlining the integration of our solution into the
prospective customer’s business environment.
Other key skills/accountabilities include;
 Bid Management of several large and complex responses to tenders.
 Customer Relationship management
 Pre-Sales Support
Most Recent Education/Qualifications
Formal Qualifications
Year Qualification Institution
2000 Graduate Diploma of Management (Technology
Management)
Deakin University (APESMA)
2002 Master of Business Administration (Technology
Management)
Deakin University (APESMA)

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Industry Training
Year Course Institution
2005 Contract Management Chifley Business School
2005 Negotiation Skills Virgin Mobile Internal
2005 Occupational Health & Safety Risk Management for
Supervisors & Managers
Impact Safety Programs
2005 Strategic Thinking Chifley Business School
2009 Leadership – Making It Happen Dawson McDonald &
Associates Pty Ltd
2009 The New Supervisor Chifley Business School
2009 Leadership in the Workplace Chifley Business School
2010 Rockstar Leadership (Senior Management training) Virgin Mobile Internal
2015 Prince2 Foundation & Practitioner (in progress) e-careers Australia
Career Achievements
Period:5/15 – 6/15 Organisation: ATO
Role: Project Manager ATO Web Site Transformation (Deployment Phase only)
Skill Set Achievements
Project Management  Introduced detailed monitoring and reporting of all activities
across the diverse streams of activities
 Developed and implemented Risk Management Strategy to
better manage risk.
Period:4/14 – 10/14 Organisation: Digicel Fiji
Role: Project Manager LTE
Skill Set Achievements
Program Management
Project Management
 Launched expanded 3G services across the country.
 Launched 4G services in all large population centres.
 Had full product lifecycle oversight responsibility (technical,
commercial, operational) to ensure that the new products and
services being launched on the new technology were
developed and the organisation ready to service them.
 This program was essential to the organisation’s stated
strategy to migrate from a call/text product centric business to
a data product centric organisation.
 Transformed the Digicel ISP from WiMax based to 4G based,
including migration of all customers to the new technology
including set up and manning of modem return centres across
the country.
 Digicel had very little in the way of management tools. To
assist in Program Delivery I undertook the development of an
end to end Product Delivery management tool to identify and
assign all interrelated end to end product lifecycle tasks across
technical and non-technical streams (commercial, sales,
marketing, customer support, regulatory etc).

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Period:1/12 – 3/14 Organisation: n/a
Role: Property Development
Skill Set Achievements
Project Management  Comprehensive renovation of old home resulting in successful
sale of the property.
Period:12/10 – 12/11 Organisation: n/a
Role: Travelling
Period:1/09 – 11/10 Organisation: Virgin Mobile
Role: Head of Business Planning and Delivery
Skill Set Achievements
Team Management  Numerous new customer propositions introduced
 Successful introduction of the new and improved Virgin Mobile
eShop allowing us to significantly grow the web as a viable
sales channel
 Replacement of the Virgin Billing and customer care platform
(hardware, software and integration) to enable next generation
capability with respect to our ability to manage and bill our
customers.
 Complete review of end to end Virgin Mobile delivery
methodology including review of all documentation, processes
and procedures.
 Development and introduction of a Capital prioritisation model
to enable us to apply tangible criteria to the assignment of
capital across competing stakeholder groups.
Period:1/09 – 11/10 Organisation: Virgin Mobile
Role: Head of Business Planning and Delivery
Skill Set Achievements
Team Management  Numerous new customer propositions introduced
 Successful introduction of the new and improved Virgin Mobile
eShop allowing us to significantly grow the web as a viable
sales channel
 Replacement of the Virgin Billing and customer care platform
(hardware, software and integration) to enable next generation
capability with respect to our ability to manage and bill our
customers.
 Complete review of end to end Virgin Mobile delivery
methodology including review of all documentation, processes
and procedures.
 Development and introduction of a Capital prioritisation model
to enable us to apply tangible criteria to the assignment of
capital across competing stakeholder groups.

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Appendix 1 – Career Summary
Period Organisation Role Responsibilities
3/07 – 1/09 Virgin Mobile Mgr, Strategy and Long Term Product
Development
 Strategic Program Management including all IT development
stream requirements in support of new products
 Vendor Management
 Stakeholder Management
 Business Strategy Development
 Process re-engineering
 Virgin Home Phone & Broadband Launch
 Sales & Marketing Business Process Re-engineering
2/06 – 3/07 Virgin Mobile Mgr, New Technology Introduction  Strategic Program Management including all IT development
stream requirements in support of new products and technology
introduction
 Vendor Management
 Stakeholder Management
 Web Enablement Strategy
 3G Service Introduction
 Broadband Strategy
7/04 – 2/06 Virgin Mobile Mgr, Operations Support  Project Management
 Strategic Management
 Vendor Management
 Stakeholder Management
 Business Improvement
 Process Re-engineering
 Mobile Number Portability
 GSM Network Access Upgrade
 Virgin Mobile/SIMPLUS Integration/Business Transformation

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Period Organisation Role Responsibilities
7/02 – 7/04 Virgin Mobile Senior Project Manager Project Management of Virgin Mobile component of the Optus GSM
Network Replacement project. Included all OSS platform impacts flowing
from change to GSM network elements.
 GSM Network Replacement
 VMail Platform Replacement
SMSC Platform Replacement
3/01 – 7/02 OpenTelecom. OSS Business Development Manager  OSS Platform Telco Customer Relationship
 OSS Platform Telco Pre-Sales Support
 OSS Platform Telco Customer Business Case Development
Customer Bus Case Model
Product Pricing Model
 Partner Strategy
 Developed a comprehensive financial model (cost/benefit, ROI)
for Next Generation OSS Platforms. This model was distributed to
the sales force for use when assisting customers to gauge the
cost/benefit of the deployment of our next generation OSS
platforms.
 Developed a comprehensive Channel Partner Strategy identifying
and servicing the needs of channel partners engaged in pre and
post sales activities associated with the company’s OSS products.
 Developed an alternative, more customer friendly, product pricing
model for the organisation’s OSS products.

10/00 – 3/01 Virgin Mobile Network Systems (OSS) Manager Strategic Platform Management of all network facing systems
 Optus Technical Liaison
MNP Strategy/Solution
8/94 – 10/00 Optus Mgr Network Activation Systems (OSS)  OSS IT Portfolio Management
 OSS IT Program Management

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Period Organisation Role Responsibilities
 OSS IT Delivery Team Management
 OSS Systems Strategy Development
 OSS Platform Business Case Development
 Stakeholder Management
12/92 – 8/94 Alcatel Australia Systems Engineering  Customer Relationship
 OSS and Supplementary Services Pre-Sales Support
 OSS and Supplementary Services Technology Support
 Network and IT Convergence (integration) technologies (platform
interfaces etc.)
CLASS Product Trial
Network/BSS integration solution
 Network/OSS integration
8/89 – 12/92 Telecom Australia Mgr CustomNet Systems  Product Development including all IT platform development in support
of the CustomNet (core network based Centrex and VPN services)
product portfolio
 IT Portfolio Management
 Product Support Systems Delivery (OSS, BSS, CNM)
 Product Support Systems Solutions