Laze Naidenov

linkedin.com/in/lazenaidenov - LAZE NAIDENOV BBus CPA PfMP STRATEGIC PMO LEADERSHIP | PORTFOLIO GOVERNANCE | EXECUTIVE REPORTING | TRANSFORMATION | CAPITAL & FINANCIAL MANAGEMENT | DELIVERY ASSURANCE | PERFORMANCE & RISK METRICS PROFILE SUMMARY Strategic and outcomes-driven Senior PMO Executive with over 20 years of experience leading complex, high-value portfolios across public, private, and global organisations. Adept at embedding enterprise-wide PMO frameworks, risk-based governance structures, and performance reporting systems that drive project alignment, fiscal discipline, and delivery assurance. Proven track record in transforming underperforming programs, building high-performing teams, and delivering cross-functional outcomes in complex, high-stakes environments. Managed portfolios exceeding $1.4B, spanning infrastructure, ICT, finance, operations, and regulatory compliance initiatives across multi-jurisdictional landscapes. A trusted advisor to C-level executives, Boards, and international stakeholders, recognised for shaping reform agendas, improving capital performance, and enabling enterprise-level strategy execution through robust planning, assurance, and benefits realisation. CORE COMPETENCIES Governance, Risk & Compliance: Designed and implemented PMO governance frameworks, investment gating models, and audit-ready reporting structures across portfolios at eHealth NSW, G20, and Service NSW. Aligned project governance with NSW Treasury, PGPA Act, Recent focus includes Treasury-compliant capital program alignment and risk assurance for digital health portfolios. Executive Reporting & Strategic Advisory: Delivered actionable insights to Boards, audit committees, and Treasury stakeholders. Presented to ICT Investment Committees and G20 finance ministries, supporting major reforms and investment decisions. Led business case strategy across capital and operating programs, aligning financial planning with strategic priorities. Enterprise Portfolio Management: Oversaw the delivery of 160+ ICT and infrastructure projects across NSW Health, national programs at G20, and regional assets at Svitzer. Skilled in managing interdependencies, sequencing initiatives, and uplifting delivery capability across large-scale portfolios. Agile Delivery & Transformation: Uplifted PMO maturity in legacy environments through Agile and hybrid frameworks. Drove milestone performance by 35% at G20 through Agile reform and introduced sprint-based delivery planning and change governance across Service NSW’s portfolio. Data-Driven Decision Support: Integrated enterprise tools including Power BI, ServiceNow, Oracle, SAP, and Zoho to enable real-time portfolio analytics. Developed dashboards for executive visibility, benefits tracking, and risk modelling adopted across state and international agencies. Financial Acumen & Commercial Leadership: Managed complex funding cycles, CAPEX/OPEX allocation, and commercial negotiations. Delivered $10M+ in savings through contract reform and performance optimisation across Svitzer, Lake Maintenance, and G20. Linked budgets to benefits realisation to protect margins and improve ROI. Public Sector Framework Alignment: Deep understanding of NSW and Commonwealth frameworks including TPP17-03, TPP18-06, TPP21-03, DRF, and the PGPA Act. Prepared compliant business cases and reporting structures aligned with state and federal investment strategies. Stakeholder Engagement & System Stewardship: Extensive experience managing high-level stakeholder relationships with Treasury, regulatory bodies, and audit functions. Engaged with G7/G20 finance ministers and NSW ICT Investment Boards to secure funding approvals and navigate politically sensitive transitions. Certifications & Credentials: PfMP (Portfolio Management Professional), CPA, and trained in Agile, strategic finance, and public-sector benefits realisation. Strong alignment with RBA expectations for leadership in portfolio delivery, governance, and assurance. WORK EXPERIENCE HEAD OF INFRASTRUCTURE PMO BUSINESS AND FINANCIAL REPORTING MANAGER November 2021 – Present June 2020 – November 2021 eHealth NSW (2,000+ employees, $1.5B budget, Healthcare and information technology (ICT) Strategic Portfolio Leadership | Governance & Assurance | Executive Advisory | Delivery Optimisation Promoted to lead the Infrastructure PMO within eHealth NSW, I was accountable for the strategic transformation and performance oversight of a $1.4B capital portfolio comprising 163+ critical ICT and infrastructure projects across NSW Health. My mandate was to embed robust governance, uplift PMO capability, and align delivery outcomes with both whole-of-health strategic goals and Treasury-aligned investment frameworks. I developed and institutionalised an enterprise-wide PMO and reporting framework, standardising lifecycle governance, benefits realisation planning, and portfolio health tracking. This included establishing a tiered governance model, deploying integrated Power BI reporting dashboards, and aligning financial and delivery data with compliance requirements under TPP17-03, TPP18-06, and TPP21-03. These frameworks improved risk assurance, audit readiness, and transparency across statewide delivery efforts. Reporting directly to the CIO and working closely with the CFO, I provided strategic advice to the Executive Leadership Team and Health Board committees, supporting the sequencing and prioritisation of capital investment decisions. I led a cross-functional team of 140 (including 9 direct reports) and indirectly partnered with six Directors, ensuring aligned execution across clinical, technical, and financial domains. I also championed a culture of collaboration, performance improvement, and structured capability uplift across the portfolio. Key Contributions & Achievements  Enterprise-Wide PMO Frameworks: Designed and embedded a scalable PMO framework standardising governance, scheduling, risk, and reporting across the portfolio. Strengthened delivery capability while ensuring audit and Treasury compliance across the project lifecycle.  Governance and Investment Assurance: Established a multi-tiered governance structure supporting investment approval, benefits realisation, and post-implementation reviews. This improved delivery assurance and alignment with NSW Treasury capital investment policies.  Executive-Level Reporting & Reform Advisory: Regularly advised the CEO, CIO, and ICT Investment Board on strategic delivery risks, performance insights, and scenario modelling. Delivered actionable insights through quarterly board packs and Power BI dashboards that enhanced decision-making and accountability.  Capital Investment & Strategic Planning: Embedded TCO-focused capital planning and prioritisation frameworks to link delivery outcomes with statewide clinical objectives and optimise the deployment of CAPEX. Enabled strategic planning across 1,400+ facilities.  Risk Management Excellence: Pre-empted cost, scope, and delivery risks by integrating real-time risk analytics and early warning triggers into the PMO toolset (Oracle, ServiceNow, Power BI), reducing delivery variance across critical projects.  Integrated Portfolio Reporting: Delivered a portfolio reporting ecosystem that linked financial, resourcing, benefits, and delivery metrics into a unified performance view. This approach was adopted across all LHDs and became the gold standard for reporting across NSW Health.  Statewide Capability Uplift: Spearheaded a change agenda to embed agile delivery models, enhance program cadence, and uplift PMO and stakeholder capability across statewide programs including HGEN, Digital Platforms, and Hospital ICT Redevelopments.  Culture & Engagement: Built a culture of performance and continuous improvement by recognising delivery success, implementing cross-program knowledge sharing, and aligning individual development with business outcomes. HEAD OF FINANCE & PROJECT REPORTING September 2019 – May 2020 G20 – Global Infrastructure Hub (50 employees, $40M+ budget, Global infrastructure and economic development) Executive Planning | PMO Reform | Global Governance | Financial Strategy Appointed by the CEO of the G20 Global Infrastructure Hub to lead the strategic transition of the CFO function and uplift the PMO capability, I was accountable for driving the financial and operational performance of a $40M international portfolio comprising 17 infrastructure projects. Reporting to the COO and Board, I delivered end-to- end governance reform, executive-level financial modelling, and portfolio reporting aligned with global standards and multilateral funding frameworks. I led the design and implementation of an enterprise-wide financial management and delivery governance framework, embedding PMO controls, compliance protocols, and performance tracking aligned with OECD, World Bank, and Australian Treasury expectations. A core achievement was the successful integration of Agile methodologies under tight time constraints, replacing fragmented delivery structures with sprint-based planning cycles and stakeholder retrospectives, increasing milestone adherence from 60% to 95%. I was also responsible for leading cost containment strategies, aligning multilateral funding to cash flow requirements, and ensuring financial compliance while maintaining a 2.5% monthly operating buffer. Through international collaboration with G20 finance officials and partner institutions, I optimised resource utilisation and reduced cross-border delivery costs by $1.36M. In parallel, I implemented a suite of BI-driven tools (Zoho, CRM, PO modules) to automate forecasting, improve procurement oversight, and elevate real-time financial reporting across the enterprise. Key Contributions & Achievements  Governance Overhaul: Redefined enterprise governance frameworks by introducing risk-aligned RAG reporting and Board-level performance dashboards, improving decision cadence and delivery assurance.  Executive & International Advisory: Acted as a strategic advisor to the CEO, COO, and Board, providing governance, financial, and performance insights across multilateral stakeholder environments including OECD, World Bank, and G7/G20 Ministries.  Agile PMO Transformation: Transformed a static, underperforming PMO into a responsive Agile delivery engine—instating sprint planning, backlog tracking, and iterative reviews to uplift delivery velocity and program accountability.  Strategic Finance & Stewardship: Designed funding and cashflow strategies compliant with multilateral funding conditions. Maintained financial resilience through a 2.5% cash buffer while supporting scenario planning and business continuity.  Reporting Transparency: Implemented Zoho BI and CRM-linked dashboards for real-time variance tracking, procurement visibility, and audit readiness—improving control and reducing reporting lag across 17 projects.  Global Cost Optimisation: Achieved $1.36M in cross-border delivery savings by streamlining resource allocations, standardising procurement, and collaborating with G20 member states to remove redundancies. PROGRAM FINANCIAL ADVISOR December 2017 – May 2019 Service NSW now Department of Customer Service (12000 employees, $2B+ budget, Government services, and digital transformation Delivery Reform | Portfolio Recovery | Governance Uplift | Executive Financial Insight Appointed during a period of organisational reform, I led the financial remediation and governance uplift of a $300M program portfolio, identifying and correcting significant project overspend, benefit misalignment, and audit risk exposure. My role spanned financial governance, project controls, prioritisation frameworks, and stakeholder engagement—restoring financial integrity and enabling enterprise-wide reporting transformation. I spearheaded a turnaround strategy for four high-risk projects ($1.77M over budget), realigning resources and delivery milestones to bring them under budget and back on schedule within 90 days. At the same time, I conducted a broader audit risk assessment across the portfolio, embedding controls and governance mechanisms that resulted in an 85% reduction in audit issues within 12 months. To modernise reporting and accelerate funding decisions, I introduced an integrated Power BI and SAP environment for financial and operational performance tracking. This significantly improved transparency, enabling real-time executive insights and variance analysis for the CFO and program steering committee. I also developed a benefitsled triage model to prioritise investment based on strategic alignment and value realisation, streamlining budget allocation and enhancing enterprise planning maturity. An early champion of Agile practices within Service NSW, I led the cultural shift towards sprint-based planning and daily collaboration, lifting stakeholder engagement and improving delivery rhythm across business units. I routinely engaged with senior executives to communicate project performance, risks, and strategic alignment—translating complex financial and delivery data into executive-ready insights. Key Contributions & Achievements  Project Turnaround & Portfolio Recovery: Diagnosed critical delivery and budget issues across four largescale projects ($1.77M over budget), realigned timelines and resourcing, and implemented a financial and delivery recovery framework. Brought programs under control within three months and restored stakeholder confidence.  Audit & Governance Reform: Delivered an 85% reduction in audit issues over 12 months by embedding consistent CAPEX/OPEX treatment, streamlining consolidated reporting, and strengthening financial governance protocols in line with Treasury guidance and internal audit requirements.  Digital Integration & Reporting Visibility: Led digital transformation of reporting processes by integrating SAP and Power BI with manual systems. Enabled real-time tracking of financials, delivery performance, and risk indicators—significantly enhancing reporting transparency for executive review and steering committee oversight.  Benefit-Led Prioritisation & Investment Assurance: Developed and implemented a triage and investment prioritisation model that linked project funding to benefits realisation and strategic value. Accelerated funding approval cycles and improved alignment with enterprise-level objectives.  Agile Transformation & Stakeholder Engagement: Champion of Agile delivery within a public sector environment. Introduced sprint planning, daily stand-ups, and retrospectives across cross-functional teams—lifting stakeholder engagement, delivery cadence, and executive visibility on progress.  Executive Insight & Strategic Communication: Synthesised complex delivery and financial performance data into actionable insights for C-suite and steering committees. Regularly briefed senior leaders, linking delivery outcomes to organisational strategy and improving forward planning capabilities. SENIOR COMMERCIAL BUSINESS PARTNER April 2013 – June 2016 Lake Maintenance (85 employees, $220M+ contract value, Construction and Property Maintenance Portfolio Performance | Contract Governance | Strategic Analytics | Transformation Leadership Appointed to lead the commercial transformation of a $220M government-contracted service provider, I was responsible for delivering end-to-end financial performance improvement, analytics uplift, and reporting integration across 31 business entities. I introduced an enterprise-wide reporting model that enhanced delivery oversight, improved forecasting accuracy, and drove operational alignment across finance, service delivery, and customer operations. I led the redesign of contractor workflows using data mining and cluster analysis techniques, achieving a 30% improvement in EBITDA while reducing WIP by 23 days. I also embedded predictive analytics and structured forecasting tools that brought forecast accuracy from 62% down to 11%, driving timely and accurate decisionmaking. A key part of my mandate was uplifting contract governance maturity across a multi-entity structure. I introduced a pricing integrity model, performed structured contract reviews, and recovered $1.4M in previously underpriced services. My work extended to vendor performance oversight and contract lifecycle optimisation, aligning commercial terms with delivery outcomes and reducing leakage across the portfolio. I built and mentored a team of 20, oversaw $200M in CAPEX/OPEX planning, and led the rollout of ERP and Power BI tools to support real-time analytics and standardised executive reporting. This transformation enabled boardlevel insight into financial drivers and delivery risks, creating a disciplined foundation for portfolio growth and scalability. Key Contributions & Achievements    EBITDA Growth through Operational Redesign: Boosted EBITDA by 30% by overhauling contractor workflows across government housing portfolios. Applied advanced data clustering and predictive costing models to realign labour and service efficiency across multi-entity operations. Forecasting Precision & Analytics Uplift: Enhanced forecasting accuracy from 62% to 11% by embedding structured modelling tools, standardised financial frameworks, and real-time dashboards across 31 entities. Strengthened financial literacy within operational teams to support forecast ownership and improved data integrity. Contract Governance & Pricing Recovery: Identified and recovered $1.4M in lost revenue by instituting structured contract reviews and pricing controls. Introduced governance protocols that linked contract management to financial performance indicators, improving vendor accountability and commercial discipline.    Risk Management & WIP Reduction: Reduced Work in Progress (WIP) by 23 days by deploying proactive forecasting models and milestone-based contractor performance tracking. Strengthened financial control frameworks and mitigated operational exposure across a $200M+ portfolio. Enterprise Oversight & Control Uplift: Managed a portfolio spanning OPEX and CAPEX across multiple jurisdictions, overseeing direct and indirect teams of 20. Introduced delivery oversight frameworks and strategic planning controls aligned with enterprise-level priorities and client service agreements. Data-Driven Strategic Transformation: Delivered a full financial transformation and systemisation of reporting through Power BI and ERP integration. Empowered executives with real-time insight, improving responsiveness to delivery risks and accelerating decision-making across operational and financial functions. ACCOUNTANT TO SENIOR PERFORMANCE MANAGER May 2005 – February 2013 Svitzer (Maersk Group) (770 employees, $340M turnover, $1.2B Asset value, Maritime towage and Salvage Infrastructure Portfolio Management | Commercial Performance | Strategic Financial Planning | Governance Progressing into the role of Senior Performance Manager (Finance Business Partner), I led the strategic financial oversight of 13 ports across NSW, QLD, and NT. My remit included the management of a $880M capital investment program, financial planning, cost control, contract governance, and operational performance optimisation. I spearheaded multiple commercial improvement initiatives including the renegotiation and successful exit from a $780K/year loss-making contract—recovering $3.9M in future liabilities and strengthening long-term client engagement. In parallel, I realigned crew operating models across regional ports, generating $2.6M in recurring savings and improving efficiency across labour allocation and asset deployment. Capital governance was a key focus of my role. I designed funding models, created fixed asset lifecycle plans, and led scenario-based analysis to improve CAPEX efficiency across multiple jurisdictions. I also introduced rolling forecast tools and dashboards that increased forecast accuracy by 35%, enabling port managers and senior leadership to act on early variance signals and optimise delivery timelines. To strengthen governance and internal controls, I implemented standardised compliance protocols, centralised reporting mechanisms, and performed internal financial audits. This improved audit outcomes, provided greater visibility over capital programs, and elevated financial literacy across operational leadership. With oversight of a $680M infrastructure portfolio, I led a team of 20 professionals and worked closely with executives across commercial, operations, and finance to align strategic objectives with asset utilisation, investment performance, and delivery outcomes. Key Contributions & Achievements – Svitzer (Maersk Group)  Commercial Recovery & Risk Mitigation: Negotiated the early exit from a $780K/year loss-making fiveyear contract, avoiding $3.9M in future liabilities while maintaining strong commercial relationships— demonstrating robust commercial governance, client management, and risk mitigation capabilities across complex, high-value service agreements.  Crew Cost and Operational Efficiency: Delivered $2.6M in annual savings by redesigning operating models at Mourilyan and Lucinda ports. Applied business case-driven scenario modelling to realign crew rosters, improve asset scheduling, and reduce idle time.  Strategic CAPEX Management: Managed $880M in infrastructure capital programs spanning 13 ports across NSW, QLD, and NT. Improved capital efficiency through funding proposal development, fixed asset lifecycle planning, and capital project governance—reducing operating costs and supporting long-term asset sustainability.  Reporting Uplift and Forecasting Precision: Developed Excel-integrated rolling forecast models, lifting forecasting accuracy by 35% and reducing reforecasting cycles. Empowered executive decision-making with real-time financial insights and variance tracking, aligning with broader portfolio planning cycles.  Governance Frameworks & Compliance Leadership: Introduced and standardised compliance protocols across port operations, improving internal audit outcomes and strengthening centralised financial controls. Enabled better accountability and transparency across operational units and cost centres.  Infrastructure Portfolio Oversight & Stakeholder Engagement: Oversaw a $680M operating and capital portfolio with direct accountability for financial reporting, forecasting, and stakeholder alignment across 20 FTEs. Led performance discussions with senior leaders and delivered insight-led advice for capital investment decisions. CONSULTING EXPERIENCE BUSINESS ADVISORY CONSULTANT July 2016 – November 2017 Daniela Fazio Lawyers Strategic consulting role working with the boutique law firm’s clients to provide additional services on turnaround and return to solvency programs. ACHIEVEMENTS  Increased EBITDA by 18%, identifying and addressing inefficiencies in cost per unit and project pricing and recommending new methodology to mitigate future risks.  Revitalised three unprofitable businesses, delivering transformation by redefining processes, analysing operating costs and divesting non-profitable lines to focus on core operations.  Developed a restructuring blueprint and secured the business’ future, creating a plan to achieve operational continuity, reassure creditors and reduce high levels of debt. EARLY CAREER HISTORY Finance Manager | TNT Assistant Accountant | Expamet Building Products 2003 - – 2003 EDUCATION Certified Practising Accountant | CPA Australia Bachelor of Business – Accounting & Law | Charles Sturt University - PROFESSIONAL DEVELOPMENT Elite Leadership | KF Andersen Leadership Academy (Denmark) Portfolio Management Certification (PfMP) | Project Management Institute MEMBERSHIPS Member (CPA) | CPA Australia Member (IPA) | Institute of Public Accountants Member (IPAA) | Institute of Public Administration -