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Milutin Rmandic


Most of my success has been built on creating mutual trust and respect in my working relationships, along with a principle focus to drive increased value to customers,  the business and the community. Constantly learning while sharing my experience and expertise to empower and influence others has helped me to thrive in the various roles I have held throughout my career. The diversity of my work relationships and engagements provided a platform from which I have extended my skills and abilities in leading and coaching often very diverse teams to successful outcomes.  

Work History


Head of Business Transformation 


Working for the CFO, as a Head of Business Transformation leading a team of internal consultants to drive core transformational activities across SKY business units and development of organisational capabilities.

  • Leading SKY’s Customer Experience programme of work:
    • Establishment of Customer Experience governance processes and Steering Group sponsored by the CEO 
    • Development of User Journeys and in-depth understanding of integration points in order to understand value
    • Understanding of gaps and opportunities and prioritisation of Gap Closing activities
  • Leading adoption of process management, ownership and stewardship:
    • Establishment of cross-teams business process ownership and stewardship in order to support Customer Lens by linking internal functional silos.
    • Development and deployment of new KPIs to support a change in behaviours required for cross-functional processes and services.
    • Establishment of process specific Continuous Improvement forums to sustain and further improve processes and services.
  • Leading SKY Business Excellence/Lean Thinking programme of work:
    • Establishment and management of Lean Thinkig@SKY, a learning programme to increase staff competencies and empower employees to make incremental changes.
    • Establishment of Lean Thinking@SKY governance and prioritisation process to support idea generation while ensuring a balance between benefits and complexity of execution.
    • Creation of concept of “Time Credits” to fund innovation activities and competencies required to support SKY strategy execution.
    • Establishment of benefits ownership process y heads of Business Units to make them tangible and actionable.
    • Cost management in order to reduce the overall operational costs 5% YoY basis.
    • Enhancing business performance measures by bringing process performance to the weekly executive reporting. 

Technology Strategy, Architecture and Planning Manager 


 Previously as a Head of Enterprise Architecture I was leading a team of Enterprise and Business Architects driving alignment between business strategy and goals and technology services:

  • Champion extensive, strategic-level planning for Enterprise Architecture processes, policies and standards.
  • Development of Technology Governance Policies and Procedures and Forums such as:
    • Technology Governance Committee
    • Enterprise Architecture Review Board
    • Information and Media Security Steering Committee
  • Leading core business capability projects: Contact Centre Upgrade, Social Identity and Integrated Online Presence.
  • Working with SKY Directors and Executives to increase the level of engagement with Technology organisation. 
  • Developed capability model to support operational excellence and the establishment of the new business models.

Chief Enterprise Architect 


As a Chief Enterprise Architect, I was tasked to develop new business operating model required to support Yellow Pages business as a result of separation from Telecom.  

  • Design and implementation of Customer-facing business processes, services and technology solutions for the new Yellow Pages business operations.
  • Working with external consultants (LEK) Development and approval of Business Transformation plan to focus on new customer solutions.
  • Working with operations and sales leads to continuously optimise customer touch points and to improve interactions.
  • Development of technology business services catalog as the main alignment tool between business investments and technology strategy and roadmaps.
  • Developed an enterprise alignment of business and technical concerns using a hybrid of the Gartner, Zachman, and TOGAF architecture frameworks.
  • Developed an IS Portfolio management process, and won backing from the CEO and CFO to utilise such methods for investment decision processes.


Senior Principal 

Oracle APAC BI Centre of Excellence 

Leading and managing a team of consultants at Oracle APAC BI Centre I’ve helped organisations to improve their financial performance by improving access to information about their core business processes and their performance.


  • Established Oracle BI Centre of Excellence in Auckland NZ, providing world-class professional services across APAC.
  • Developed leading financial services information/data model, deployed as a part of Oracle Financial Services solutions.
  • Managed Programmes, Projects and Account relationships for top-end oracle customers including Westpac, Suncorp, Telecom NZ, Telstra, Qantas, Bunnings, …
  • Developed and implemented Information Management Strategy for Suncorp, one of top four banking/insurance companies in Australia.
  • Delivered external and internal BI training thru various communication channels across EAMA, Americas and APAC.




Information Architect 


 My journey on Customer Centricity continued into information management and analytics, where I was one of the core members of the Strategy and Architecture team.


  • Delivered project VECCI (Value Enabling Customer Centric Information) – estimated ROI over NZ$20 mil.
  • Actively participated in Telstra Business Intelligence and Data Warehousing management forum, assisting in defining Telstra wide BI/DW solution blueprint.
  • Developed and proposed concepts and high-level design of an architectural framework for the third generation, terabytes sized, Enterprise Analytical Environment to support the business’ analytical and reporting information needs.
  • Developed and deployed Meta Data management strategy across Telstra and Telstra JV’s (TelstraClear NZ and CSL HK)


MSc Electronics 

VTF Zagreb

Expertise and Experience

  • Building and leading highly effective teams.
  • Developing and executing strategies and roadmaps.
  • Understanding personal motivations and objectives.
  • Ability to effectively influence and manage relationships.   
  • Managing organisational change and creating an appetite for new ideas and concepts.
  • Delivering solutions – technical, commercial, legal etc.
  • Understanding of the digital environment – connectivity, data and insight.
  • TOGAF 9, Lean Green Belt, PMI certified.


I love to interact with various people and cultures. I have strong family values and a devoted relationship with my wife and our two thriving children. I strive to have a life balance between family, work, sport and embracing New Zealand’s great outdoors.