Advising:

• A major telecommunications company in relation to:
  • the transition of existing contracts to, and negotiation of, new consulting and professional services panel arrangements. This involved advising the client on services procurement models designed to drive down total costs whilst achieving cross-panel consistency in alignment with the client's business objectives;
  • the establishment and negotiation of an outsourced field services panel arrangement. This involved advising the client on services procurement models and the coordination of competing offers from multiple providers regarding a range of scopes of work;
  • the development of a series of intercompany agreements for the provision of primary services as part of a major group restructure into three separate entities;
  • the sale of network infrastructure assets following a competitive bidding process. This also involved the unwinding of existing wholesale and retail services provided using these assets, and assisting in subsequent negotiations under which the client would become a wholesale customer of the new assets' owner;
  • the negotiation of a complex resale arrangement for the provision of telecommunications and IT services to a state government health services provider. This involved sourcing technology from an overseas provider to be packaged into a bundled offering with other client services and provided to the customer;
  • the development and ongoing updating of their standard technology and network infrastructure contracting suite (including related services, and both buy-side and sell-side) for matters ranging from low-cost BAU to strategically-critical and high-value, along with accompanying playbooks and other guidance material; and
  • the development of an automated procurement contract and application. This involved working closely with colleagues in the legal innovation team to create an application that guides users through a series of questions and then producing a customised contract with appropriate standard positions already inserted.
• A major Australian mining company - in relation to the early termination and unwinding of a planned ten-year technology development partnership, including navigating and settling dispute claims.
• An Australian water provider - on the development of its standard technology and services procurement, and asset and developer services, contracting suites (including long and short form procurement contracts, asset development contracts, and consent letters), with accompanying user guides.
• An Australian state-based funds management corporation - in relation to the extension and renegotiation of its outsourced data centre and IT services contract, including the provision of advice regarding outage disputes under the then-current agreement.
• A Hong Kong-based international bank - on the development of new contractual documents and accompanying application framework for the purposes of digitising the client's complex investment products offerings.
• A national energy provider in relation to:
  • the development of its ransomware attack response plan, including immediate incident triage and response steps and regulatory requirements; and
  • the development and ongoing updating of their standard technology and services procurement contract.
• An international media and imaging company - in relation to the localisation of its privacy policies and procedures for the Australian market.
• A range of companies by providing specialist advice and due diligence support for various M&A transactions.

* As a business and technology transformation consultant, Thomas advised clients on a range of matters including:

• A major Australian bank - on the demerger and structural separation of its private wealth business, assisting senior client leadership in the development of the separation strategy and management of the overall demerger program, and leading a number of business unit workstreams (including legal services, finance, IT, and data services) in separation planning and implementation.
• A major Australian retailer - in its $20bn demerger and structural separation from its ASX20 parent entity, leading a number of business unit workstreams (including legal services and litigation, corporate affairs, regulatory and company secretary) in separation planning and implementation, including identifying functional technology requirements and liaising with vendors and client procurement teams to drive acquisition.
• An Australian bank - on the development of the five-year technology roadmap for its insurance businesses. This involved identifying redundancies and synergies in the existing technology suite, and developing a five-year sunsetting, procurement, and implementation plan to achieve the desired business future state.
• A major telecommunications company - on the redesign of its retail regulatory compliance register. This involved identifying the scope of telecommunications industry regulations applicable to the client's retail business units, breaking down regulatory requirements, and working with business units to develop processes to ensure those requirements were met.

* pre-NRF