Jason Ekamper

Responsible and accountable for technology and cyber security supporting Fleetwood - a leader in innovative and sustainable modular buildings.

Responsible and accountable for the management of all technology (IT and OT) and data services (AI, ML delivery, governance and data assets) throughout Western Power supporting Western Power’s energy needs and energy transformation journey. Provides the overall direction for technology and data services from Enterprise Architecture, Service Operations and Management, Platform Management, Enterprise Services, Cloud and Infrastructure and Data & Analytics. Direct accountability for 120 Western Power staff, and augmented resources via Managed Service providers of a further 520 (640-650 FTE in total). Direct cost accountability of most of the technology OPEX and half of the program delivery CAPEX budget. Key Achievements ► Program & Project Delivery | Return to green for long running and large infrastructure delivery program (~100M of complex and critical platforms). ► Vendor Management | Established delivery panel supporting large scale, global augmented scale to support Western Power’s aggressive product and project delivery outcomes. Broader partnership aligned model extended beyond Level 1 partners to share and drive collaboration and longer capabilities and value extraction. ► Financial Management | P&L; ~$70M OPEX management in cost controlled environment. ► Negotiations | Avoidance of ~$14.5M potential licence penalties plus renegotiation of $232m Delivery Panel, $192m Infrastructure Panel, and over $100m of other contracts and services.

Responsible and accountable for the merger and integration of the purchase of CUA Health Limited into HBF, this business-driven program includes the separation of the asset (organisation) from the prior owner (Great Southern Bank), the delivery into HBF of the people, members and policies under new corporate structures and governance, and the merge of the fund into HBF’s broader member / policy portfolio. Also responsible for the completion (purchase) of Life Ready, and divestment of the BioSymm / Construct Health entities from HBF

Following a strategic move to Perth, I was appointed Director for Infrastructure services. In this high-profile role, I oversee ICT operations that span 460 locations. Leading strategies for ICT transformation and creating scalable processes, I am building a world-class technology solution for Western Australia's public health care system. Collaborating with government agencies to optimize service delivery and impact across WA Health, I have realigned the entire infrastructure operating model to become customer-centric over the past two years. The new model adopts a partner delivered approach and to date has seen $150M+ of contracts awarded to leading service providers. In addition, I have revitalized WA Health’s core infrastructure, transitioning from data center operations to cloud-based services. The result is an agile and scalable ‘digital ecosystem’ set to improve productivity workflow and data security while supporting on-demand services over the next ten years. __________ Health Support Services (HSS) provides ICT supply, workforce, and financial services to Western Australia's public health care system.

As Associate Director and Global Head of Risk/Compliance IT, I was a key leader in reforming the business from Australian majority revenue model to diversified global footprint — implementing cost reductions, a world-wide team restructure, and full-scale resource augmentation. A core member of the Senior Executive Team, I held responsibility for all risk and compliance functions (including expenditure) across 197 global jurisdictions spanning surveillance, discovery, and 100+ programs. Guiding strategy, I developed efficient operating systems (DevSecOps/Agile model) to aggregate data in a repeatable, scalable fashion — delivering leading-edge tech in the financial space. In this role’s operations arena, I utilized well-honed communication skills and deep industry expertise to educate staff on the restructure journey – explaining the “whys” and significant value of remote vendor-based teams. __________ As an Australian multinational independent investment bank and financial services company, Macquarie Group is the world's largest infrastructure asset manager and Australia's top-ranked merger and acquisition adviser.

Joining the innovative team at NAB, I managed the largest wrap migration in company history, following NAB’s purchase of remaining JBWere shares from Goldman Sachs. Working closely with key clients, I oversaw all business transformational outcomes into NABTrade’s business unit. Always up for a challenge, I deployed a new wholesale operating model, business, platform, and services to support JBWere. In this role, my far-reaching efforts simplified and digitised JBWere's ICT operations, reduced headcount 30%, and converted 80% of contractor workforce to permanent. __________ One of the big four financial institutions in Australia, NAB was ranked 21st largest bank in the world by market capitalisation in 2018. They serve 12.7 million customers and employ over 35,000 staff.

Kickstarting my career with CBA in Perth as Project Manager, I was tapped on the shoulder by the current CommBank CEO in 2008 and asked to take charge of Broking & Portfolio Services (wholesale IT) in Sydney. After rescuing and rebuilding the technology team that had floundered due to lack of leadership, I went on to complete the largest client migration in ASX history at the time – generating 50% cost savings for CBA. The complex project involved open communication with 400K clients and complete system transition/migration. Noticed for my high performance, I was promoted to Head of Trading in 2010 and to date am the only person to hold this role. Consolidating two companies, I harmonized diverse teams from Westpac and ANZ with CBA. I mitigated revenue loss, market errors, and a major compliance breach. Further, I implemented efficient processes and drove service excellence. Leadership Areas of focus included service preservation, centralized teams, strategic alignment, and change management. __________ CommBank is an Australian multinational bank with businesses across New Zealand, Asia, the United States, and the United Kingdom. The $30 billion corporation has 43,000+ employees and 15 million customers.