Jason Chong

• Spearhead one of the largest strategic programs to deliver the benefits for automation, business insights, digital transformation, and cloud migration.
• Led the strategy development for data management platforms including the use of predictive analytics and machine learning.
• Led the change in the business, applications, and infrastructure service teams to adopt SAFe and Lean-Agile development approach.
• Managed the pipeline of initiatives and a global portfolio of projects to achieve the broader strategy for automation and digital transformation.
• Managed both global functional teams and vendors that include engineering and operations for automation platforms.
• Led and coached a high-performance team of development operations leads, developers, architects, project leads, and change managers.
• Established the use of live dashboards for senior management to visualize information to enable data-driven decision-making.
• Established several data analytics strategies to drive positive outcomes for risk assessment and decision-making in PMOs.
• Enabled the business to improve productivity by 25% in resolving operational challenges and through digital transformation.
• Achieved customer satisfaction ratings by 30-40% for Business Application Service Owners by providing insights to efficiently turn-around incidents.
• Reduced man-hours by 50-60% by deploying automation using a combination of RPA, Bots, and Service Orchestration platforms and tools.
• Developed predictive capabilities which reduced technology-related incidents and improve customer satisfaction by 30%.

• Spearheaded the global function for Performance & Continuous Improvement programs across the Enterprise Systems Operations landscape.
• Successfully extended the Service Continuity Management program globally after the merger with business and asset IT. Stayed compliant and recognized as the subject matter expert globally.
• Developed and executed the business case to automate release management, preventive maintenance, and service orchestration.
• Achieved measurable outcomes that involved setting the right technology foundation, benchmarking with our competitors, and business value that delivers strategic and digital initiatives.
• Led the successful transition to form the application operations team (merger of the business and production application operations team).
• Established the global target operating model for “Enterprise Systems Operations” which help achieved efficiency and cost-saving targets.
• Participated in the CTO-sponsored technology-wide 'Top-down Bottom-up' workshop that reduced Op-Ex spend by approximately US$30 million and spearheaded a team that focused on initiatives in Minerals Australia, Marketing, and the Supply function.

• Served as global service owner for business applications, service continuity management (SCM), license management office (LMO), and delivery/change governance.
• Managed one of the largest operating budgets for FY 15 and 16 (~US$20 million).
• Spearheaded several technology focus initiatives on social collaboration, mobile, analytics, big data, IoT, collaboration tools and cloud solutions to achieve technology’s strategic intention.
• Managed a team of direct reports, and over 100 off-shore outsourced vendors and service providers to achieved measurable outcomes to support our business and operations (over 1,000 applications globally including SaaS and on-premise).
• Launched strategic initiatives with vendors and partners to improve user experience, efficiency, and performance.
• Improved overall service management by 20%, and reduced OpEx; spend by 40%.
• Revamped the global IS framework for service continuity management and achieved global compliance.
• Re-engineered existing licensing management processes to reduce costs and migrated to a pay-per-use model.
• Transitioned the global service for business applications to the Perth and Houston teams within a tight time-frame without impacting the business and operations.
• Successfully led and transitioned the global application rationalization program (phase 1) that reduced the overall application footprint by 30%.

• Served as global service owner for SAP ERP and accountable for managing the entire service stack including third-party applications, interfaces, security, and SoX Controls (Ariba, SuccessFactors, Swift, etc.).
• Managed the largest budget (~ US$25 million) for global IT operations.
• Led a team of seven direct reports, and over 300 onshore and offshore contractors and vendors to support BHP's business globally that exceed targets.
• Launched several initiatives with SAP and Accenture to improve user experience and performance resulting in improved engagement by 20%, driven aged incidents down by 40%, and process improvements that have reduced Op-Ex cost by 30%.
• Overhauled the operations team to simplify the organization that resulted in further Op-Ex cost reductions by 10%.

Spearheaded the global function for service management in operations

• Managed the service lifecycle to enable business transformation and growth.
• Led a high-performance team of 12 direct reports that enabled business, operations, and group-wide service readiness.
• Handled the reduction of existing FY 2015 spend by 45% through sourcing via a go-to-market strategy for commodity services, restructuring teams, and processes.
• Developed the service management and operations acceptance framework for cloud and mobility services for operational excellence.
• Successfully completed key service transition to production, including Enterprise Mobility Management, Office365, ServiceNow, SharePoint, SuccessFactors, AD & SCCM, Data Loss Prevention, and several SAP major releases.
• Successfully inducted the Agile “like" methodology (SuccessFactors implementation was the first project) and its associated cultural change.

• Led the global project management function for standards and governance.
• Oversaw a portfolio of over 70 global programs and projects (~ US$500 million). Impacted the IT function's view of finances, risks, dependency, and resource management by providing clear visibility and insights.
• Successfully stood up the new group function, Business Information Systems. Led the project work-stream that merged two larger functions into a single organization of 600 employees and contractors. Human capital integration program involved organization design, people transition, integration of processes and systems, engagement and communications, finance and supply transition, and the broader change management for the entire organization. Recognition is given for the excellent delivery of the overall program.
• Spearheaded the PMO for a global vendor to vendor transitioning program (~US$20 million) for all technology-related services.
• Recovered key strategic projects that had large budgets and tight time-lines back to baseline.
• Published the "Work Planning Guide for Scheduling" (MS Project) and developed the productivity application for S-Curve and scheduling metrics.
• Received 7-time Safety Award (HSE) for 2012/13 (4 x 1st Prize, 3 x 2nd Prize).

• Reported to the head of program delivery & portfolio management in NY, USA.
• Managed the Business Technology Infrastructure (BTI) portfolio of strategic programs.
• Led the program's capital investments and operating expenses.
• Managed an APAC team of program and project managers, business analysts, and consultants.
• Completed the assessment to mitigate the business impact of regional applications being consolidated which had resulted in a total cost savings of US$5 million.
• Successfully completed the migration and consolidation of infrastructure and application services into the Regional Data Centre in Singapore.
• Recognized for excellent delivery and driving tough decisions with senior stakeholders on the program.
• Planned and led the implementation of information security policies, standards, processes, and procedures data center setup in Singapore and Japan as well as manufacturing and R&D facilities in China.

• Reported to the global project management center practice in London, UK.
• Led and managed a team of 25 direct reports (PMs), the project management office, and the practice's finances.
• Managed the portfolio of programs and projects for global retail banking business covering the UK and the emerging markets.
• Managed the Internet retail banking platform program (~US$8 million) for emerging markets.
• Established visible operational processes, which included performance reporting, scorecards, and KPIs.
• Developed the capability framework for project management development which was adopted by HR and other functions.
• Successfully deployed and transited into production the Barclays internet retail banking platform for UAE and SSA.
• Recognized for excellent delivery and fast-tracking of the internet banking platform transition during the leadership change.