Visionary leader bringing over 20 years of experience in establishing operational optimisation across diverse industries in both national and international operations.  Recognised for talents in strategic development and providing corporate vision and direction.  Converting strategic plans into a tactical reality through guiding companies in establishing themselves as viable businesses.  Devised and implemented new programs and initiatives successfully processed to produce new products to maximise revenue. 

Work History

Work History

Acting Chief Executive Officer

Apr 2015 - Present
WA Business Assist
  • Developed packages to provide a balanced service offering
  • Organised a more transparent service delivery
  • Developed a sales and marketing mentoring program
  • Restructured board reporting and financial general ledger to improve financial understanding and improve awareness of package profitability
  • Advising key clients on business strategy, cash flow management and turnaround strategies

Re-organised the company to reduce cost and improve service

  • Produced manual and milestones for incubator tenants
  • Adopted a commercially focused and strategic approach, identifying new revenue streams
  • Reviewed and updated company strategy, mission and vision for 2015 to 2018
  • Full P&L responsibility, analysed over 4 years accounts, restructured GL to improve reports
  • Competitor analysis on Perth incubators run by not-for-profits
  • Re-development of website and branding, including a successful launch event.

Managing Director

2014 - Present
Lytmos Group

The Lytmos Group is a boutique consulting company providing business and technology services to the SME and not-for-profit sectors.

The company provide the following services:

Business Solutions (Business and Technology Strategy, Procurement, Consulting and Advisory)

Technology Services (Your CIO Services, Managed Support Services, Customised IT Solutions, Integration Services)

Current Clients:

  • Marketing and Service Solutions - local charity
  • Managed support services - local medical practice
  • CIO Services - local engineering company
  • Consulting and Advisory - local engineering company
  • Consulting and Advisory - local charity

Vice-Chairman and Non-Executive Director

2014 - Present
Stirling Business Enterprise Centre Incorporated.

Stirling Business Enterprise Centre (SBEC) is a not-for-profit organisation. Elected to the board in July 2014 as a technical specialist to assist with growth and improve technical understanding at board level.

Responsibilities and Duties:

  • Strategic direction in the area of technology
  • Risk management
  • Audit and review current systems including CRM, IT Systems, and suppliers


  • Audited and reviewed all technical systems, providing strategic direction for the centre
  • Applied for a donation of Office 365, saving the centre $900 per annum on license costs
  • Applied for a donation of Salesforce, saving the centre $21,600 per annum on license costs
  • Audited the incubator and provided feedback to the Chairman on improvements, including a structure to improve the success of incubator businesses

Director of Operations

Mar 2013 - Nov 2013
Verto Solutions Ltd

Relocated temporarily to the UK due to death of a family and executor of estate. I took on an assignment due to length of time of probate. Verto were a consulting company based in London, the CEO had been trying to sell the whole entity for over 12 months without success. Previously branded as PSP Solutions and JT Consulting since 1992, I rebranded the company as Verto Solutions to provide a fresh image.

Responsibilities and Duties:

  • Improved operational systems, processes and policies in support of the company mission
  • Managed and increased effectiveness and efficiency of managed services running 24/7/364
  • Played a significant role in the sale of the company operations
  • Increased sales performance and improved managed services division
  • Management of daily operations, including sales & marketing, finance & administration, managed services and internal IT systems
  • Improved people and performance management
  • Responsible for 6 direct staff and 35 indirect
  • Full P&L responsibility for the company


  • Improved managed services division, providing structure and systems to improve performance and service
  • Lead sale of company for ¥50M, which converted to about £5.2M
  • Turned around Verto's Managed Services division from an underperforming department through to acquisition

Director of Operations

2010 - 2012
Jupiter Group

Established with two partners to provide business and technical services to small businesses within the Perth location who had no established IT departments.

Responsibilities and Duties:

  • Provided leadership to cross functional teams
  • Lead the development of strategy and operational plans
  • Provided full HR lifecycle on all staff (hire, lead, manage, coach, develop, review, resource)
  • Negotiated with suppliers and vendors on contracts and service levels
  • On behalf of customers, found financially viable solutions to business challenges
  • Responsible for 3 direct staff and 12 indirect
  • Solution management and pre-sales on all high level technical infrastructure


  • Built the company without debt and healthy profit in years 1 and 2
  • Produced roadmaps for small business and large corporate departments spanning 3-5 years
  • Reorganised client companies to achieve service improvement and increased productivity
  • Implemented asset management and tracking to improve asset awareness and reduce loss

        Interim Chief Information Officer

        2011 - 2012
        Perth Racing

        While working for Jupiter Group, I took on a consulting role with Perth Racing to assist with technology improvement, strategic direction and operational growth of the ICT function. Perth Racing is a not-for-profit organisation managing the racecourses in Ascot and Belmont grounds.

        Responsibilities and Duties:

        • Developed and led the vision and strategy of IT
        • Identify current & future business requirements, provide ICT solutions to meet or exceed needs
        • Hands-on IT leader, strategically focused and capable of providing support as required
        • Created policies, procedures and processes for the department
        • Responsible for 2 staff and a budget of 35% of club turnover
        • Continual development of the ERP and CRM applications


        • Restructured IT services and team to meet the needs of the club
        • Produced a baseline of IT (industry and club strategy), roadmap and strategy for initial 12 months and longer-term for 2011 – 2016
        • Produced as built network and server models, policies and procedures
        • Implemented a change management process, based on ITIL framework
        • Network remediation to replace aging network infrastructure to allow for Wi-Fi, VoIP and VLANs
        • Migrated analogue phone system to a UC telephony, improved communications between sites
        • Technical lead on biometric attendance & rostering system, fully integrated to backend systems
        • Virtualised 80% of server infrastructure, improved performance and reduced ongoing cost

        • Provided asset and license management, tracking all IT and media equipment and software

        Group Manager, ICT Services

        2007 - 2010
        VDM Group Ltd

        VDM Group was a leading S&P/ASX200 company in the engineering, construction and resources sectors; providing services to the mining, resources, transport, civil infrastructure and urban development sectors. I joined VDM at the start of their growth by acquisition venture.

        Responsibilities and Duties:

        • Established a 20/7/360 high volume infrastructure and service desk
        • Established a scalable and agile ICT department capable of scaling with a fast paced growth
        • Managed existing ICT service providers and vendors
        • Designed and lead corporate ICT strategic change initiatives across the organisation, including IM, IT and IS strategies and operational requirements
        • Developed and implemented ICT, people & culture, service strategy, operational plans and performance measurement to promote transparency, accountability and success
        • Ensured continual development and implementation of a long term ICT strategy which supported the strategic directions of the group
        • Responsible for 4 direct staff, 25 indirect and $30M budget


        • Produced a baseline of ICT (industry and sector based), roadmap and strategy for 2007 – 2010, updated in 2009 for 2009 – 2011
        • Introduced “good practices” saving the Group 6,250 staff-days and $5.25 million annually
        • Spearheaded the transformation of four disparate teams into a single Managed Service; reduced cost, improved service delivery, and reduced headcount, raised service levels from 25% – 99% over an 18 month period
        • Implemented a change management process, based on ITIL framework
        • Negotiated win-win contracts worth multi-million dollars with top tier suppliers
        • Reorganised departments that achieved service improvement and increased productivity
        • Reduced inaccuracy between accounts and project costing by integrating systems
        • Implemented asset management & tracking that improved asset awareness and reduce loss

        IT Manager (APAC)

        2003 - 2007
        SNC-LAVALIN Inc

        $6BN turnover, 11,000 employees, S&P/TSX 60 listed company, specialists in Infrastructure, Mining & Metallurgy, Power, Defence, Facilities, Operations Management and Investment sectors. Offices in over 30 countries including UK, US, Canada, Australia, and operations in over 100 countries.

        Responsibilities and Duties:

        • Focal point for all ICT requirements in APAC region
        • Managed existing ICT service providers and vendors
        • Hands-on Infrastructure support and maintenance
        • Crystal Reports design and ad hoc reports
        • Member of ITIL and Web committee’s within Canada
        • Management of 3 staff and $3M CAPEX budget


        • Turned around a disjointed team and exceeded SLA target raising from 45% to 97%
        • Transformed the IT department in Australia into a centre of excellence, achieving recognition from the VP of IT in Canada and General Manager of Australia
        • Standardised on Cisco UC telephony reducing phone bills communicating to head office
        • Managed a Project job costing system, improved payroll processing from 2 days to 2 hours
        • Worked closely with Sage/ACCPAC Australia, to improve the functionality of the offline timesheet import/export and functionality; later rolled out throughout the group


        Master in Business Administration
        Edith Cowan University

        Graduate Certificate in Information Security and Intelligence
        Edith Cowan University


        BSB51504 Project Management

        Six Sigma - Yellow Belt - Process Improvement

        Company Director Course and Certification

        TOGAF V9 - Architectural Framework

        ITIL Expert V3 - Set of Practices for Service Management

        Core Competencies

        Business and Commercial

        HR (Staff Development, Mentoring), Business Transformation (Change Management,  Due Diligence, Mergers and Acquisitions, Risk and Audit), Leadership and Management (Staff, Financial, Commercial, Board Advisory and Reporting, Technology, Operational, Vision and Strategy Development), Customer Service, Continual Improvement, Core Process Development, Supply Chain Management and Team Building and Training.



        Tuan Pham, Medical Director

        "Peter has been managing our company IT and Communication requirement for 10 years. He is instrumental in commissioning our new Specialist Medical Centre and Day Hospital 3 years ago. Peter is very thorough, industrious and competent in all issues. We are very pleased to have Peter managing our company IT and Communication.  Peter will be an asset in any company."  February 2015

        Andrew Bell, CFO

        "Peter is a hard working and conscientious IT professional with outstanding technical skills. I subsequently rehired Peter as IT Manager at SNC-Lavalin after leaving Allight where again he did an excellent job."  July 2012

        Tony Favazzo, GM Operations

        "Peter implemented and updated IT systems at Perth Racing resulting in more efficient speed and better information systems. He brought together a team of IT professionals that lifted the level of service with prompt and friendly response to issues. I admire Peter's honest and pragmatic approach to management and have always found him to be a team player. I believe Peter to be an expert in his field and a value to any organisation."  July 2012

        Jamie Chadwick, GM Marketing & Media

        "Peter has and will prove to be a valuable employee to any organisation that he is to join. His diligent manner, strong work ethic and team player attitude in working towards common goals of the business were notable attributes. His detailed knowledge and extensive experience in IT will prove to be a valuable asset in any future role that presents itself."  June 2012

        John Aspray, Financial Systems Manager

        "Whilst not working directly for Peter I did have several dealings with him during my career at VDM. Peter always had an open door policy and was more than happy to pass on his wealth of knowledge in the IT arena. He was regarded as a mentor for several including myself and an asset to any employer, providing excellent technical expertise and guidance whilst conforming to standard IT practises."   June 2012

        Ved Tewari, Project Manager / Engineering Systems Manager

        "Peter is a great asset both personally and professionally. His professional approach makes the entire difference. He is a good Manager / leader and leads by examples. Peter is a man of his words. Peter has good industry knowledge and has built long lasting relationships in the industry. You can trust him. Peter as we call him is great person to co-worker, peer and a leader. He has delivered within the specified time lines every time the targets were given to him. He can get into minute details of IT with Negotiation skills. He carries good attitude and possesses good team management skills. He has sharp technical skills. He is committed & dedicated towards his work. He has been a good human being for his team and other colleagues in various other teams. He is an asset to any organization and will provide advantage with his forte - Skills - Domain Knowledge - Personality - Network Overall, a excellent team player, leader and co-worker."   March 2009