Stories by David Binning

The past two years have seen significant change for First State Super as it's responded to increased industry pressure to consolidate and transform.

George There are few things less pleasant than exams, but for George Gorman, chief technology officer with global assessment facilitators Jamison, he and his team were seriously tested when COVID-19 meant students could no longer be supervised in physical spaces.

​Ian Robinson, CIO at WaterNSW knows better than most that water is something we all take for granted.

Sami Yalavac, CIO with healthcare group Bupa, led a mass exodus to work-from-home, ensuring the safety and wellbeing of thousands of staff and customers across Australia.

​Andrew Todd has led a comprehensive digital transformation agenda at software company Iress since taking on the role of chief technology officer in early 2017.

ANZ's internet banking capabilities had been running on the Finacle digital banking platform since 2005.

“When COVID-19 hit, our industry didn’t just change, it was wiped out completely,” says Nicki Doble.

Jorge Silveira, former chief information officer with Goulburn Valley Health rallied the team to develop what has become the Hume Regional Clinical Cardiac Network Project, or Digital ECG.

Retail is tough at the best of times, but when COVID-19 really ramped up in March 2020, bespoke hot beverage company T2 Tea took a huge gulp.

​While all industries are plagued by data silos, the hotel space is arguably one of the most fragmented, according to Mike Rogers, CTO and co-founder of booking platform, and tech ‘unicorn’ SiteMinder.

ANZ’s group executive for technology, Gerard Florian was at the forefront of the bank’s pivot to remote working and operations when COVID-19 hit.

Salvatore Trimboli wanted to help EL&C Baillieu's stockbroking advisors better distil massive volumes of key market data each day, and ultimately help them make their clients more money.

Dr Kudzai Kanhutu is a foremost expert, and a staunch advocate, for telehealth, especially as a platform for enabling remote, disadvantaged and linguistically-diverse patients gain access to highly-specialised medical treatments they would otherwise be denied.

Of all the industries pushed to the wall by COVID-19, retail is among those hardest hit.

As with most government agencies, DPC Victoria had a long history of being run by complex, slow and inconsistent manual processes, while there was a deeply entrenched cultural resistance to change, especially among the longer-serving public servants in charge, as well as unions.