Landcom IT Revamp

About Landcom

In the midst of the current housing crisis, Landcom is dedicated to delivering ambitious housing targets across New South Wales. As a commercial business, Landcom develops land to achieve public outcomes and financial benefits for the community. Over its 47-year history, the organization has successfully delivered more than 100,000 homes, providing individuals with the choice of renting or buying. Landcom’s mission is to create sustainable and livable communities while effectively addressing market demands.

Context

In early 2023, Landcom’s executive team recognized the need to strengthen their IT capabilities to support their growing objectives. They retained Steven Fulop to assist in building a transformative IT team. Key challenges included:

• Inefficient Support Model: The existing IT support was distributed across various teams, leading to inefficiencies not aligned with Landcom’s size and operational requirements.
• Project Delivery Weaknesses: There was a need for enhanced project delivery capabilities through improved frameworks, reporting mechanisms, and best practices. At the time, project timeframes, budgets, and quality were significantly impacted.
• Single Points of Failure: The Cyber and Platforms team was reliant on a single resource, creating a major risk for operations.
• Vendor Management Gaps: A lack of clarity in vendor agreements and a mix of in-house capabilities led to overlaps and inefficiencies, with partners operating without defined value drivers.
• Resource Imbalance: There was a heavy focus on business applications, resulting in insufficient depth across other critical technology areas.

Desired Outcomes

Landcom aimed for a comprehensive transformation of its IT structure with the following objectives:

1. Stronger Alignment with Landcom’s Goals: Ensure IT initiatives directly support organizational objectives.
2. Optimized IT Services: Develop scalable and fit-for-purpose IT services to enhance operational efficiency.
3. Cost Efficiencies and Risk Reduction: Improve budget management and minimize operational risks.
4. Alignment with Vendor Skillsets: Foster stronger collaboration with key partners and vendors.
5. Continuity of IT Services: Maintain high levels of IT service to support ongoing projects.
6. Long-Term Growth Structuring: Create a sustainable framework for the IT team’s development.

Recruitment Approach

1. Placement of the IT Director

Steve initiated the process by identifying and placing a high-performing IT Director with extensive experience in transforming IT operations within the property industry. This leader was tasked with revamping the operating model and addressing the outlined challenges through a reorganisation. He worked closely with Steve around workforce planning, salary benchmarking and personality/diversity mix.

2. Elevate Team

In partnership with the IT Director, Steve proceeded to revamp the IT team by filling critical roles to enhance operational capability. The following positions were successfully placed:

• Platform and Security Manager
• Applications Delivery Manager
• Technical Delivery Lead
• Junior Business Analyst
• Power Platform & SharePoint Developer
• Application Support Analyst
• Platform & Security Engineer
• Security & Infrastructure Engineer

All roles were filled on budget and within the pre-agreed resourcing project schedule.

We would be thrilled to discuss this partnership in more detail should you have any additional questions.

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