Career/Project Highlights

Work History
2011 - Present

Director and Founder

Alpha Asset Managers

älpha is an asset manager & technology provider that partners with regulated Investment managers around the globe. älpha uses the very latest in quantitative information technology systems to trade 24 hours per day across markets around the world with a focus on market neutral strategies. The funds managed by älpha technology use 100% automated trading technologies to select, execute and manage trading positions.

älpha has partnered with Pilgrim Partners Asia in Singapore, to release the älpha equity neutral fund.

2003 - 2011

Founder & Managing Partner

Portofino Asset Management

Returning to Australia, Murray has pursued a number of project management and business improvement initiatives for businesses on a per project basis.  Murray formed Portofino Asset Management as a vehicle to manage and invest in a number of businesses and opportunities.  In November 2005, Portofino invested in a new approach to business structure, marketing and operations and has successfully established a new cosmetics brand (Youthceutics) in Australia.  This business was systemised, turn-keyed and is effectively run by its management team and outsourced partners providing services to the business.  Youthceutics was sold in 2009.

2009 - 2011


Lifestyle Asset Management

After being asked to look at this financial education-based firm in 2009, Murray lead the company to becoming a legitimate financial services firm.  During the two years, the company diversified and become more profitable, even through the Global Financial Crises.  Lifestyle developed a range of software & services for forex, commodities, ETF and equity options.  Murray oversaw several partnerships with Alpha Stockbroking, AXitrader and others.  Lifestyle established a small private equity fund that invested into two Australian companies.  Lifestyle was regulated by ASIC in Australia, for general advice, education, training and brokerage support.  A subsidiary company of the group was an introducing broker to Interactive Brokers, LLC. 


Murray oversaw acquisition discussions and due diligence to a point where a written offer was made by a US firm.  Then ASIC and the Lifestyle Director had a disagreement and company operations were halted.  Several assets of the company were sold and the company went into liquidation.


  • Increased revenues from $8M to $14M pa
  • Holder of an Australian Financial Services License (AFSL)
  • Leadership of dedicated team of 52 employees
  • Negotiated a buyout with an offer of $20M USD - subsequently withdrawn due to ASIC actions.
Jan 2003 - Jan 2005

Transformation Leader – Global IT Operations (Asia Pacific and Europe)

US Navy, Pacific & European Fleet

As a result of previous experience in the Asian region, Murray was contacted by InSource Partners, a specialist insourcing consulting firm to lend assistance in developing a proposal and subsequently winning a transformational contract with the US Navy Pacific fleet based in Japan.  The proposal was accepted, so Murray moved to Yokohama, Japan. 


The task was to transform the entire US Navy’s IT operation for all bases outside of the US.  The US Navy had already spent over $1B on new technology and wanted to be sure that they could run it effectively, while maintaining adequate control over the environment.


Murray led a diverse team to deliver on the assessment, design and implementation of a range of consolidation, re-training, hiring and people change management programmes.  The program of works included the following scope and successes.

  • Encompassed three regions with central operations in Yokosuka, Japan, Naples, Italy and Bahrain.
  • Took a 95% decentralised management model across each base and transformed into a 95% centralised model, resulting in a performance improvement up to 600% in IT service levels within 12 months.
  • Program reporting directly with the CIO of Navy, a 4-star Admiral and his 1-star Deputy.
  • Provided clear and no BS input to the Admiral, that he had never heard before – enabling him to make wholesale changes to the budget process, directing funds to areas that could use it most.
  • Provided a completely different perspective on operational control that required educating key staff in Hawaii, Norfolk, Virginia and throughout the three regions. Instilled the disciplines of problem, change, and metrics request management into the leadership team.
  • Positively impacted the day-to-day operation of over 180,000 Navy staff
2001 - 2003

Consultant to Chief Operating Officer

Korea First Bank

In December 2001, Murray moved to Seoul. Korea First Bank was the first Korean bank to be sold to a foreign entity, Newbridge Capital, the Asian arm of the Texas Pacific Group. After 11 years of unprofitable operation, Korea First Bank was acquired and turned around to profitability in 1 year by the Newbridge management team. 

Reporting to the Chief Operating Officer (COO), Murray was heavily involved in a number of bank-wide transformation initiatives including the following.

  • Managed and operationally established the IT side of two loans processing and customer service centres – working with the business owner.  Project involved centralisation of loans and customer service functions from 320 branches and 600 branch staff.  Ultimately, this project paved the way for the bank to introduce new loans products and gain significant market share quickly.
  • Supported a major loans initiative through overseeing the installation of ALLTel, a bank wide loans processing solution from concept to operations in 90 days. The project allowed the launching of new innovations in loans products to the Korean market.
  • Redesign and management of the branch teller environment.  $20M USD project to re-engineer branch operations.  Managed a business team that defined the business requirements and oversaw the technology development by an IT outsourcer.  The project introduced new business processes and the simplification of a large number of processes – increasing customer service levels. 
  • Established an internal business consulting team focused on assisting the business groups to define their business requirements prior to any technology implementation.
  • Developed of a unique financial structuring method for IT product and services that wrapped seven vendors under a master contract, which allowed the bank to treat this expense as an operating lease – lowering it’s taxation obligations.
  • Identified several banking process deficiencies and compliance issues that had been built-into the daily teller operations and supported by IT systems.   This no only increased the management teams level of comfort, but also protected the bank from future audit concerns.
Jan 1992 - Jan 2001

Managing Consultant

EDS Australia

Managing Consultant – E.Solutions, CRM Practice, Asia Pacific

Directly responsible for business pursuit, strategic direction and consulting input for the CRM engagements across the Asia-Pacific region:

  • Establishment of the solutions provision, an ASP delivered, service offering (EDS Australia’s first ASP offering) – from concept to delivery.
  • Direct involvement in consulting assignments including: CRM strategy assessment for large Australian bank, e.blueprint for a Web portal for large pharmaceuticals company in Japan (US company), e-strategy for large New Zealand government department and a large Australian insurance firm.
  • Development and management of EDS’ CRM implementation methodology that incorporates a venture capital style, with an e-strategy method from Digital 4 Sight, headed by Don Tapscott.
  • Sales in 2000/2001 include; CRM strategy and operational framework consulting, Siebel implementation, datawarehouse, & CRM system in excess of $19M TCV.
  • Ranked in the top 5% of the company globally (110,000 staff)


Regional Manager – Global Request Management

Provided strategic direction and operations of the customer management division of EDS throughout Asia Pacific:

  • Management of the problem and service request management processes across EDS Asia Pacific
  • Operational management of EDS’ call centres, technical help desk, direct sales channel and acquisitions functions across Adelaide, Melbourne, Sydney, Canberra and Singapore. Process management of centres in New Zealand.
  • Operational management of various client customer service centres including Australia Tax Office, Westpac Mortgage Centre, Bank of Queensland and CBA Direct Bank.
  • Asia Pacific owner of the global Digital Workflow initiative, which resulted in standardisation of all EDS’ operational processes outside of core financial processes. The team covers process, architecture and deployment.
  • Full P&L responsibility for a $30M budget
  • Management of a $9M contract for Level 1 support services with BHP-IT
  • Responsible for the installation of a networked call centre infrastructure between Canberra, Adelaide and Sydney
  • Responsible for customer management business development for all new business proposals


Manager - Business Systems Engineering

Management of a process and tools team that discovered, decided, designed and deployed to the operational units of EDS Technical Services division throughout Asia Pacific:

  • Management of an application development and business analyst team
  • Ongoing development and implementation of sales order entry, customer asset management and intranet-based systems
  • Managed the transition and implementation of problem, change, request management processors and practices for 250 ex-SA government staff
  • National Help Desk Institute conference presenter, topic “Outsourcing”, May 97
  • Managed the development of new customer assistance centre tools and processes that was migrated to SA Government deal. This development included the help desk and the wholesale billing systems.  


National Manager - Customer Services

Responsible for the products and services provided by EDS Technical Services division to existing and new customers, including: 

  • Management of the EDS customer assistance centre, business office and billing groups
  • Re-engineering EDS products/services to suit customer requirements including re-engineering of the EDS customer assistance centre
  • Worked for six months as the project leader across eight countries in Asia to develop the common business processes to support 3000+ customers in PC/LAN services. This work involved modifying a US franchise approach to service delivery that was multi-currency and multi-lingual.  EDS now use this approach throughout the world.


Business Relations Manager

Responsible for the products and services provided by EDS Infrastructure Services division to specific customers.

  • Developing and enhancing relationships with specific customers
  • Provision of project leadership
1990 - 1992

Account Management / Channels Management

Logical Solutions 
  • Managed key corporate accounts with responsibilities for sales, new business generation, systems analysis, proposal preparation, implementation and project management.
  • Managed associated resellers that provided value-added services to customers. Responsibilities included new business generation, assistance with reseller proposal preparation, presentations and establishment of working partner relationships.
  • Responsible for sales/marketing to corporate accounts, involving installation management and on-going project management for the larger corporate accounts.
  • Secondary responsibility for setting direction and procedures in the Melbourne office for the project based attitude to customers.
  • Leader of the total quality management team implementation AS3901 within the branch.
1988 - 1990

Project Engineer

Trippett Shedden

Consulting and project management of company ventures, which required marketing, computing skills, systems design and integration, project costing, monitoring and control. Areas of operation include software development, communication, quality assurance, tender application, report writing, analysis and survey analysis.


1985 - 1989

BEng, Electrical and Computing

Monash University
1979 - 1984

Sandringham Technical School




Asset Management, Portfolio Management, Risk Management, Program Management

Strategic Direction

Investment Strategies, Trading Systems, Financial Services, Leadership Trainings



Graduate Certificate in Business Systems Analysis

Management Summary

Over the past twenty-four years, Murray has been directly involved with companies that are in some stage of transformation. Working from an in-depth understanding of financial markets, information technology & customer service, Murray has been able to bridge the gap between business strategy and operational requirements to lead and act as a catalyst for execution.