John D'Hooghe Resume
John D'Hooghe
Over 20 years IT and Accounting experience
Bachelor of Business (Accountancy/IT), QUT, 1983
CPA Fellow
CPA Microsoft “Management of Information Systems” award winner 1994
Qld Proctor – Mensa Australia
Project Management
Strategic planning
Knowledge Management
Change Management
Business Process Re-engineering
Business Analysis (financial systems and business systems)
Finance & Accounting
Experience in large Organisational Change projects, Financial Systems, Knowledge Management and Shared Services.
Fluent in French
3 Sugarwood Place, Cornubia, QLD 4130
Mobile: 0411 885869
Email:
Index of pages in application
KEY PROFESSIONAL COMPETENCIES 2
EMPLOYMENT HISTORY 3
SUMMARY OF EXPERIENCE 5
KEY PROFESSIONAL COMPETENCIES
Change Management / Strategic ConsultingBusiness Process Re-engineering / Knowledge Management
Accounting / Stakeholder Management
Negotiation / Marketing
Scheduling / System Analysis
Project Direction / System Integration
Project Management / Team Building
Development Management / Testing Management
Quality Management / Testing Strategies
Implementation Management / System Evaluation
People Management / Business Improvement
High-level Report Writing / Strategic Planning
Business Analysis / Configuration Management
Business Continuity Planning / User Interface Design
Cross-cultural Diplomacy / System Implementation
Asset Management / Technical Trainer
Documentation / Data Conversion
EMPLOYMENT HISTORY
Dialog ITFlight Centre Ltd / Oct 2004 / - / Date
Full Throttle Transform Finance
Global Information Management Project Consultant
Dialog Pty Ltd / Oct 2003 / - / Oct 2004
Account Executive
Dialog Pty Ltd / Jul 2003 / - / Oct 2003
Manager Collaborative Solutions (IBM)
Shared Service Implementation Office / Mar 2003 / - / Jul 2003
Project Manager (CorpTech)
Queensland Treasury / Oct 2001 / - / Mar 2003
Project Director (K-economy)
Dialog Pty Ltd / Apr 2001 / - / Oct 2001
Business Improvement Consultant
Market Rise International / Nov 2000 / - / Apr 2001
Commercial Director
Dialog Pty Ltd / Aug 2000 / - / Nov 2000
R&D Manager and Senior Strategist
Environmental Protection Agency / Apr 2000 / - / Oct 2000
Project Manager – Waves on the Web, STEPS, MADS projects
Queensland Treasury / Jan 99 / - / Apr 2000
Project Manager – Software Asset Mgmt, Y2K, Netware Upgrade
Brisbane City Council / Aug 98 / - / Dec 98
Implementation Manager – Integrated Development System
Queensland Treasury / Mar 98 / - / Aug 98
Project Manager – Office
Queensland Fisheries Management Authority / Feb 98 / - / Apr 98
Project Manager – Licensing Financial Process
Motor Accident Insurance Commission / Jan 98 / - / Mar 98
Project Leader – IT Infrastructure Strategy
Queensland Rail / Sep 97 / - / Jan 98
Project Advisor – Mgmt System Technical Safety Standards
Project Manager – Safety Management Reporting
Consultant – Management Accounting System
Cognos Authorised Training Centre / Mar 97 / - / Jul 98
Course Director (Part-time)
Queensland Fisheries Management Authority / Apr 97 / - / Jun 97
Project Manager – Financial Management System
Brisbane City Council / Apr 97 / - / Jun 97
Business Analyst – Radar Project
Main Roads Department / Oct 96 / - / Sep 97
Project Manager – Plant Hire Services
Queensland Treasury / Jul 96 / - / Sep 96
Consultant - Review of Collaborative Work Practice Needs
Queensland Transport
· Principal Advisor (Systems Research and Development)
· Principal Financial Project Manager (FiMS, FMF)
· Senior Financial Project Manager
· Principal Manager (Accounting Systems)
· Senior Advisor (Accounting Systems Development)
· Manager (Accounting Policy and Reporting)
· Internal Operational Auditor / Nov 89 / - / Jun 96
Department of Harbours and Marine
· Assistant Accountant
· Senior Computer Systems Officer / Dec 83 / - / Nov 89
Department of Employment & Industrial Affairs
· EDP Officer / May 83 / - / Dec 83
SUMMARY OF EXPERIENCE
Flight Centre Ltd
Project Consultant – Global Operations October 2004 – Current
Flight Centre Ltd (FCL) is a publicly listed Australian company specialising in travel. They are headquartered in Brisbane, have offices around the world and employ approximately 7,000 people. The organisation is dynamic and is growing rapidly.
FCL uses a range of computer systems to support the various aspects of selling travel.
I worked on two key global projects at Flight Centre in the role of Project Consultant.
The development of an MIS with data warehousing and business intelligence capability is an element of FCL’s information management (IM) strategy. The IM Strategy will lead to better use of quality information in the management of the business.
I developed FCL’s Global Information Strategy based on 6 key principles (which were linked to FCL’s three “purposes”).
I facilitated the selection and procurement of MIS tools (including Business Intelligence, metadata, ETL. KPI management and web reporting) and planned the activities for the development and dissemination of Information Standards
On the Full Throttle Transform Finance initiative I led a team of business process analysts to document Flight Centre’s current Finance processes.
The scope included the following functions within 6 countries:
Ø Record to Report
Ø Purchase to Pay
Ø Order to Cash
Ø Payroll
Ø External Reporting
Ø Control
Ø Planning
Ø Management Reporting
Ø Decision Support Expertise
Ø Finance Function Management
My team identified process improvements and researched best practices.
Quick wins were delivered by specialist implementation teams.
Best practices were evaluated against the Full Throttle objectives and Flight Centre’s unique philosophy.
Dialog Information Technology
Account Executive October 2003 – September 2004
As an Account Executive, I was responsible for providing IT professional services to key Queensland clients. This involved a mix of new business development and account management. His portfolio of clients included Queensland Transport, Anglo Coal, Origin Energy, Ergon Energy, Department of Employment and Training and QLeave.
My role covered:
· Relationship contact with Senior and Middle level management
· Establishment of engagement guidelines
· Setting and monitoring performance criteria
· Resource planning together with client
· Recruitment of consultants
· Management of Dialog personnel
· Management of Dialog’s performance to contract requirements
· Initial point of contact for resource requests and issues
· Forecasting sales and identifying new business opportunities.
I had access to over 350 consultants to structure solutions for his clients. All consultants within my portfolio reported to him. I undertook performance reviews and in conjunction with each consultant developed a training and development plan.
My focus on building relationships based on honest communication and mutual benefit earned high accolades from his clients and was reflected in excellent scores in Dialog’s Customer Satisfaction Surveys.
Dialog Pty Ltd
Manager Collaborative Solutions Jul 2003 – Oct 2003
As Manager Collaborative Solutions, I was responsible for the Service Delivery of all Collaborative Solution projects in Queensland. The majority of these projects involved the IBM Solutions Set (i.e. Lotus Notes, Domino, WebSphere, Rational and DB2). A team of 25 ICT professionals reported to me. I also provided support to Dialog’s offices in Darwin, Sydney and Melbourne.
My focus was on maintaining the high-level relationships between Dialog, IBM and our clients. At times this can require extensive negotiation and business acumen.
Setting and achieving Key Performance Indicators (including revenue targets) was a key task.
Shared Service Implementation Office
Project Manager (CorpTech establishment) Mar 2003 – Jul 2003
The objective of the Shared Service Initiative is to achieve efficiencies by restructuring the way Corporate Services (e.g. Financials, HR, Procurement) are delivered within Queensland Government. The change involved the creation of five new Shared Service Providers and an Applications Service entity called CorpTech.
I assisted in implementing the Shared Service Initiative within Qld Government and was responsible for establishing the Corporate Technology Office (CorpTech). I focussed on funding, business processes and workforce transition.
I managed the quarantining process which identified the assets, liabilities, resources and expense items which needed to transfer to CorpTech from 23 Agencies. I provided input into the preparation of Operating Level Agreements and assisted in the review of GST impact. I also analysed the value of Intangibles (i.e. System Assets) and prepared a recommendation on the transfer of other assets (e.g. PCs).
I contributed to the development of workforce transition processes and the establishment of the CorpTech business entity within SAP.
I developed the initial concept for CorpTech’s SharePoint intranet site. Collaboration and knowledge sharing were key themes.
Queensland Treasury
Project Director (K-economy) Oct 2001 – Mar 2003
As Project Director (K-economy), I was responsible for several significant change initiatives which improved information management and knowledge sharing across the Treasury portfolio. The long-term vision of the K-economy initiative was to create an organisation that is driven by information and knowledge sharing and generation, which improves work practices for staff, improves results for clients, and increases attractiveness to potential employees and clients.
One major project was the sourcing and implementation of an Electronic Document and Records Management Solution. The integration of the solution into the organisation's business process was the key to the successful delivery of the solution. My team used IDS Scheer’s extended Event-driven Process Chains (eEPC) to model the business processes.
Another project was the design and deployment of Office XP, Windows XP and Novell ZENworks to over 900 users.
I also oversaw the cultural change aspect of the project. My team identified knowledge sharing performance indicators, factors which would increase knowledge sharing and knowledge sharing competencies. My ability to link and communicate with all areas of Treasury was a key factor in the success of the project.
Dialog Pty Ltd
Business Improvement Consultant Apr 2001 – Oct 2001
In this role, I was instrumental in improving Dialog’s internal systems and assisting consultants and Account Managers. I undertook a full review of Dialog’s national Performance Measurement and Reward System. The review covered processes, supporting systems, roles and participant's perceptions. I significantly improved the system and developed an awareness program.
Market Rise International Pty Ltd
Commercial Manager Nov 2000 – Apr 2001
Market Rise International (MRI), is a Joint Venture with the Chinese Government and is constructing China’s leading B2B e-commerce site. MRI is also providing e-business services to large Chinese corporate organisation and government entities.
As Commercial Director, I managed two large project teams (E-Hub Technical and E-Hub Business) to deliver the B2B e-commerce site. My E-Hub Technical team analysed current B2B sites (eg. VFM, FoodTrader), e-commerce platforms (eg. Commerce One, ARIBA), e-commerce tools (eg. IBM WebSphere, MS .Net, BEA WebLogic, SUN iPlanet), payment systems (Bolero, QSI, SurePay) and developed an e-commerce blueprint based on the client’s vision. My E-Hub Business team researched supply chain providers (eg. CargoNow, SGS, COFACE), established partnerships, prepared marketing collateral and devised pricing models and support models. I gained a good understanding of supply chain processes including exporting and importing practices.
I also represented MRI as their Vice-President (Operations). In this role, I travelled widely through China and met with Senior Chinese Government officials, Chinese IT companies and Chinese agricultural producers.
Dialog Pty Ltd
R & D Manager and Senior Strategist Aug 2000 – Nov 2000
I managed several Research and Development projects. Examples of projects were:
· Palm Pilot, Mobile phone, email interface and Web site generator (using FrontPage and Visual Basic) for a large commercial HR system.
· Palm Pilot interface for a Records Management system
I am a member of Dialog’s Quality Management Review Board. In this role, I continually review the effectiveness of the company’s Quality System and initiate projects to improve it. I also undertook Project Reviews and Staff Recruitment and Retention activities.
Environmental Protection Agency
Project Manager Apr 2000 – Oct 2000
The Environmental Protection Agency (EPA) is responsible for the effective management of Queensland’s environmental resources, including National Parks and Wildlife. I managed several projects at the EPA.
Waves On the Web (WoW)
The system gathers data from 10 Waverider buoys situated off the coast of Queensland. The data (wave height, water temperature and wave direction) is then displayed on a public web site together with statistical plots. The system uses PERL scripts and static HTML.
Statutory Environmental Protection Standards (STEPS)
The system uses web-based technologies with an Oracle database. An innovative graphical flowchart is used to navigate through the system. STEPS provides all EPA staff with an effective method to access all Quality Management System elements including low-level procedures and resource material.
Mining Application and Decision System (MADS)
MADS enables EPA staff to process Mining Development applications co-jointly with the Department of Natural Resources and Mines. A task management module allows EPA officers to manage their daily tasks and allows for management reporting. An interface with a Geographical Information System (GIS) was incorporated into MADS.
Queensland Treasury
Project Manager Jan 1999 – Apr 2000
I managed several strategic projects for Queensland Treasury.
Software Asset Management Project Jan 2000 – Apr 2000
The objective of the Software Asset Management project was to ensure that:
· Queensland Treasury met its legal requirements regarding software licensing
· Software continued to assist clients and provide features which enhanced productivity
· Funds were not wasted on purchasing licences that were not required
· Clients and IT staff could easily ascertain which products were Authorised Software
· Unauthorised software and older software versions were not available for use on the Treasury network.
I wrote the functional requirements, designed the system and oversaw its development. The system included scanned purchase orders, links to SAP and software metering.
Y2K Hardware and Software Project May 99 – Apr 2000
The objective of the Y2K hardware and software project was to identify, test and develop Y2K solutions for software and hardware. My team was also responsible for undertaking sociability testing and developing and monitoring upgrade plans.