Tony Pisanelli

Helping Executives Reclaim Their Career Power Most executives grapple with 3 major challenges in sustaining their career. "The Career by Design System" provides a set of strategies that empower executives to reclaim their authority, transforming them from victims of their employers into masters of their careers

Career coaching for business professionals who are dissatisfied with their career, burned-out from the stresses and demands of the daily demands, are vulnerable to redundancy, or seeking to retire in the next few years but are not fully prepared for the change. Responsibilities: • Coaching clients to develop a future career direction that can adapt to employment changes and enable future employability. • Reducing stress by resolving daily workplace frustrations • Guiding clients with career decisions that leverage past experience, key strengths and aligns with their unique passion. • Developing career transition strategies for clients that facilitate a smooth pathway from their old to new career without major disruption to life responsibilities. • Helping clients develop the mindset required to step into a new career path through resolving fears, doubts and limiting beliefs.

Assess key areas of risk and improve control frameworks for risk management while also training staff at various levels to recognise and respond to risk. Responsibilities: • Conduct company-wide risk assessments to analyse key areas of risk and formulate recommendations to improve control frameworks • Develop Risk Management & Business Continuity Management Guidelines to facilitate education and awareness of employees and management • Integrate risk management discipline within business planning and capital allocation practices. • Conduct staff training in the areas of Risk Management and Business Continuity.

Information & Connection Services Call Centre. Managed a team of technology and systems personnel to ensure a Y2K compliant technology environment within milestone and budget parameters. Developed operational performance framework for technology and information systems infrastructure, which led to initiatives which reduced technology downtime by 70%. Developed initiatives to improve service delivery based on customer feedback. Responsibilities: • Operational planning and performance reporting, risk assessment & control management and project management. • Pinpoint customer problem areas and improve service delivery • Develop tracking system for technology expenditure to manage budget allocation • Prepare regional operation plans for call centre business to improve productivity • Improve efficiency of operations (Save money and improve KPIs)

Develop operational plans to service the telecommunication requirements of business customers and manage the financial and service objectives related to this sector with an annual revenue of $350m. Successfully developed and gained Board approval for a plan to reduce accommodation costs by 10% over 10 years. Responsibilities: • Provide business services that met the telecommunication needs of Telstra’s business customers • Develop operational plans which aligned financial and physical objectives • Monitor sales and installation operational activity • Gain Board approval for business case to reduce accommodation costs through property rationalisation

Provide the Telstra board with a financial report that encompassed their wider business indicators including customer perceptions, competitor activity, product performance and industrial relations so that they could make more effective decisions and benchmark Telstra’s performance against World Best Practices in the telecommunication industry. Responsibilities: • Monitor of Corporate Performance and report to the Telstra Board • Report on both financial and wider business indicators to improve decision making

Ultimate responsibility for the financial management of a $2.75m, 16 cafeteria food service operation throughout Telstra’s Australian operations. My profitability study into the relative economic merits of Telstra’s ability to manage cafeterias compared to private catering organisations formed the basis for outsourcing Telstra cafeterias and saved the company a substantial amount of money while allowing it to better meet the needs of its employees. Responsibilities: • Financial management of cafeteria food service operation • Profit and loss reporting • Budgeting • Cashflow management • Capital planning and cost benefit analysis

The financial analysis unit was responsible for evaluating investment proposals and expanding the financial awareness of operational staff. As Senior Finance Officer my responsibility was to formulate charge-out rates, conduct financial and economic evaluation studies and develop and maintain the chart of accounts for Telstra Industries. Responsibilities: • Develop Chart of Accounts for Telstra Industries • Administer contractual price variation provisions • Formulate charge out rates for internally provided services • Conduct financial and economic evaluation studies • Run seminars to improve fiscal responsibility Telstra’s non-financial sector managers