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Lunch With a Leader: Chapter 4 – Tess Fava
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive.
Grab a seat at the table and take in the insights from some of the best in the business.
Portfolio management isn’t just about reporting and governance – it’s about driving real, measurable impact. And that’s exactly what Tess Fava, Portfolio Manager at Coles Group, brings to the table.
With a sharp focus on strategic alignment, cross-functional collaboration, and meaningful KPIs, Tess is steering a high-performing portfolio that balances agility with accountability. From shifting out of the PMO and into the ‘balcony view’, to building a consistent operating rhythm across diverse teams, she shares what it really takes to lead at the portfolio level.
In this chapter, we explore how Tess connects the dots between delivery and direction – and why seeing the forest (not just the trees) is the real game-changer.
1. Given the rapid evolution of technologies and market trends, how do you proactively identify and assess emerging trends for their potential impact on your portfolio? Any methodologies or frameworks you employ to translate these trends into actionable portfolio strategies?
That's a really insightful question! Navigating the rapid changes in technology and market trends is crucial for any portfolio. For me, it's a multi-faceted approach that blends active monitoring with direct engagement.
Firstly, I keep a close watch on key industry players, particularly companies like Atlassian, which are central to our agile methodologies and toolsets. They often provide a leading indicator of emerging trends in how teams work and collaborate. Similarly, understanding what our competitors are implementing in the digital space is vital for remaining competitive.
However, simply observing isn't enough. I find immense value in attending events. For instance, Atlassian frequently host events, like their ‘Agile in Wonderland' strategy day. These gatherings bring together a diverse group of professionals to discuss best practices, explore new ways of leveraging their tools, and understand their evolving strategic direction. Attending these events, not just from a user perspective but with a strategic lens is super helpful.
Beyond specific vendors, networking with peers in similar roles – portfolio managers, program managers – across different companies is incredibly beneficial. These conversations, often through informal meetups or more structured initiatives like ‘Women in Technology', allow for the sharing of best practices and real-world experiences. Hearing what's working for others provides valuable perspectives and helps identify trends.
2. As a Portfolio Manager, what suite of key performance indicators (KPIs) do you monitor to evaluate the business impact of your portfolio? How do you ensure these metrics are aligned with overarching organisational goals and communicated effectively?
That's a critical aspect of portfolio management – understanding and measuring our impact. For me, the key performance indicators (KPIs) we prioritise always tie directly back to the overarching organisational strategy.
Some of the key areas we focus on include 'working smarter,' which could translate to metrics around efficiency gains or process improvements. We also heavily emphasise positive customer impact, although the specific KPIs here can vary depending on the nature of our work – it might be satisfaction scores, adoption rates, or even qualitative feedback. Domain support effectiveness is another crucial area, ensuring our portfolio is aligned with and effectively serving the needs of the different business domains.
People-centricity is also vital; while it might seem less direct, a safe and supportive work environment ultimately impacts productivity and quality. Metrics around team well-being and engagement can be indicators here. Finally, continuous improvement is a constant focus, and we look for KPIs that demonstrate our ability to learn, adapt, and optimise our processes.
In my role, particularly within an agile environment, ensuring consistency in our ways of working across our teams is a significant focus. While we don't enforce a rigid 'one-size-fits-all' approach – different teams have different needs – we strive for alignment in how we plan and deliver work. This enables us to report at a higher level and provide senior management with a holistic view of our portfolio's health and progress. This transparency builds confidence in our delivery and minimises surprises.
Some of the tangible improvements we track include:
- Speed to delivery - ensuring we're delivering value efficiently.
- Using consistent data fields for similar outcomes - streamlines reporting and analysis.
- The duration of testing – if we can optimise testing, we can potentially free up resources for other work.
- Financial health is always a key consideration, though it's often intertwined with the performance and deliverables of our vendors.
Ultimately, it's about having a suite of interconnected KPIs that not only measure performance in different dimensions but also collectively demonstrate our alignment with organisational goals and provide a clear and confident picture of our portfolio's impact to senior leadership.
3. Portfolio success often hinges on cross-functional collaboration. Describe your approach to fostering a collaborative environment across diverse teams within your portfolio. What strategies do you use to mitigate communication barriers and ensure project alignment?
Cross-functional collaboration is absolutely the bedrock of portfolio success. Without it, you risk silos, duplicated efforts, and misalignment with overall goals. We've put a strong emphasis on building a truly collaborative environment across our diverse teams and a lot of that comes down to establishing a consistent and effective operating rhythm.
For instance, we hold weekly 'sync' meetings that include delivery managers, group product managers, and key stakeholders. These sessions provide a forum to discuss timelines, identify potential risks and blockers early on, and ensure everyone understands priorities. It's a crucial space for proactive problem-solving.
Beyond these more frequent touchpoints, we also have quarterly planning sessions. This is where we take a step back to review what we've accomplished in the previous quarter, what we might have missed, and what our plan looks like moving forward. These planning sessions are highly collaborative, involving representatives from different teams and business areas. The key here is to ensure that everyone understands the bigger picture and how their individual contributions fit into the overall portfolio strategy. This collaborative planning is essential for managing dependencies and ensuring we're all heading in the same direction.
Ultimately, these ceremonies – regular check-ins and quarterly planning – are intentional opportunities for communication, collaboration, and alignment. Without this structured approach, it's easy for teams to become disconnected, for work to be half-completed, and for misalignment to creep in.
- Shared understanding
- Mitigate communication barriers
- Ensure that our initiatives are not only successful individually but also contribute effectively to the overall portfolio goals.
4. Portfolios inherently involve risk. Share a specific instance where you encountered a significant risk within a project. What was the nature of the challenge, and what strategies did you implement to mitigate the risk and ensure project continuity?
You're absolutely right; portfolios inherently involve risk. While the specific nature of challenges can vary greatly, our overall approach to mitigating significant risks within projects comes down to 3 key things:
- Proactive identification
- Thorough assessment
- Implementation of multi-layered strategies to ensure project continuity.
We firmly believe that risk management shouldn't be an afterthought. It's integrated into our planning processes from the outset. We actively encourage teams to identify potential risks – whether they are related to timelines, resources, technical feasibility, or external dependencies – and to articulate these clearly.
Once a significant risk is identified, our next step is a comprehensive assessment. This involves evaluating the potential impact of the risk, the likelihood of it occurring, and the interdependencies with other aspects of the portfolio. This analysis helps us prioritise which risks require the most immediate and robust mitigation strategies.
5. For PMO Managers aiming to transition into a Portfolio Management role, what is the single most critical piece of advice you would offer regarding strategic portfolio oversight and leadership?
Shift your focus from the 'how' of individual projects to the 'why' and 'what' of the entire portfolio, embracing the balcony view.
In PMO roles, the focus is often on program delivery, methodologies, processes, and ensuring individual projects within a program are on track regarding risk, issues, schedule, resourcing and finances. You become deeply familiar with the intricacies of a specific set of work.
The transition to Portfolio Management requires a significant shift in perspective. You're no longer primarily concerned with the day-to-day execution of individual projects. Instead, your focus broadens to encompass the entire departmental portfolio – potentially dozens, even hundreds, of ongoing initiatives. Your key responibility becomes understanding how each of these contributes to the overarching strategic goals of the department and organisation.
This 'balcony view' is crucial. It means you need to be able to see the forest for the trees. You need to understand the strategic alignment of each project, its potential impact, its dependencies on other initiatives. This requires a different level of engagement to effectively manage and report on the overall health of the portfolio.
State Lead, VIC
Spoiler: “Competitive salary” isn’t the hook you think it is.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Why the way you brief, partner, and align at the top matters more than ever.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
We’ve entered an era where the smartest systems aren’t the loudest. they’re the ones you don’t even notice. Ambient Intelligence (AmI), or “ambient invisible intelligence,” is reshaping how we live and work, not with fanfare, but with subtlety. This is AI that whispers instead of shouts. It learns your habits, senses your environment, and responds without you lifting a finger. It’s the kind of intelligence that anticipates, not interrupts. So… why should tech professionals, recruiters, and business leaders care? What Is Ambient Intelligence (AmI), Really? Ambient intelligence refers to digital systems—AI, sensors, and networks—that are embedded into our environments to support humans quietly and contextually. Think beyond chatbots and flashy dashboards. This is: Smart lighting that adjusts based on mood or weather Healthcare systems that flag early symptoms before patients notice Cybersecurity that auto-defends without alert fatigue Enterprise tools that prioritise tasks based on your unique working patterns. It’s a tech layer that fades into the background. That is, until you realise you couldn’t function without it. A Silent Revolution in the Workplace Here’s the interesting bit: Ambient AI isn’t just for homes and smart cities. It’s quietly infiltrating our workplaces. Talent Platforms that serve candidates content before they search. Meeting Software that understands conversation flow and adjusts transcripts, follow-ups, or even sentiment analysis in real time. Facilities Management tools that adjust airflow, lighting, and noise levels based on occupancy and stress indicators. And all of this happens without user prompts. We’ve moved from “Hey Siri” to “Siri already knows.” Why It Matters for Tech Recruitment Let’s talk talent. As ambient intelligence grows, we’ll see rising demand for: AI/ML engineers with human-centred design experience Data privacy and ethics specialists IoT security experts UX professionals who understand invisible design Integration architects who can make fragmented systems feel cohesive. And here’s the catch: these roles often require cross-functional fluency. Tech meets psychology, meets ethics, meets design. Are we ready for that shift? Ethical Design in the Background There’s power in invisibility. But there’s risk too. When tech becomes ambient, it also becomes less visible to scrutiny. That means: Bias can go unchecked Data privacy can slip through the cracks Users can be nudged without realising it. The question is no longer can we do this? —But should we? Smart businesses will bring in people who can answer that. Invisible, but Intentional The future of AI isn’t a robot in the boardroom. It’s the algorithm silently removing barriers before they appear. Ambient intelligence is already here. You may have just not noticed it. Yet.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Growing a tech team goes a little more in-depth than just getting bums on seats. That is, if you want to scale efficiently. As businesses expand, they often face a common dilemma: should they build an in-house team, buy talent through hiring full-time employees, or partner with external agencies and contractors? Each approach has its pros and cons, and choosing the right one depends on factors like budget, project scope, and long-term business goals. The Build, Buy or Partner Framework When to build (upskill & develop internal talent) Best for: Companies with existing talent that can be developed for long-term growth. Pros: Retains institutional knowledge Fosters a strong company culture Reduces external hiring costs over time. Cons: Takes time and investment in training Can be challenging if internal talent lacks specialised skills. When to choose this approach: When you have a solid foundation of junior-to-mid-level employees who can be trained When you’re looking to promote from within and build long-term loyalty When hiring budgets are tight, but internal development is feasible. When to buy (hire full-time employees directly or through an agency) Best for: Businesses needing stability and long-term expertise in critical roles. Pros: Provides dedicated resources fully committed to company goals Helps establish a strong, cohesive team culture. Cons: Lengthy hiring processes if running a direct process Higher upfront costs (salary, benefits, onboarding, training) Risk of turnover. When to choose this approach: When core business functions require in-house expertise (e.g., software engineers, DevOps, cybersecurity specialists) When long-term stability outweighs short-term cost savings When hiring in a talent-competitive industry where full-time employment is a key attractor. When to partner (contractors and recruitment agencies) Best for: Businesses needing flexibility, speed, or niche expertise. Pros: Faster time-to-hire, especially for specialised roles Cost-effective for short-term projects Access to a broader talent pool. Cons: Cultural integration can be trickier if partners aren’t well-briefed on your values and team dynamics May carry higher long-term costs but manageable with a strong partner who can help you strike the right balance with lasting talent. When to choose this approach: When working on short-term projects that don’t justify full-time hires When needing specialised skills that are difficult to recruit in-house When scaling rapidly and requiring immediate talent solutions When the target talent requires a more strategic brand positioning. Making the Right Hiring Decision Assess business goals: Align hiring strategy with long-term company objectives. Evaluate current team capabilities: Determine whether upskilling is an option before going to market. Consider cost vs. speed: Weigh the urgency of hiring needs against budget constraints. Mix & match approaches: A hybrid approach—combining direct hires with external partners—can offer the best balance of cost, flexibility, and expertise. Scaling a tech team effectively requires a strategic mix of building, buying, and partnering. By understanding the strengths and limitations of each approach, hiring managers can make informed decisions that support both immediate needs and long-term growth. Get in touch with our team to see how we can help set your business up for efficient and effective hiring.
Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
When it comes to creating a thriving workforce, employee engagement and employee experience are often used interchangeably. However, while they may seem similar on the surface, they are two distinct concepts that are crucial to the overall health and success of an organisation. Understanding the difference between the two—and how they interact—can help employers build a more engaged, satisfied and productive team. What is Employee Engagement? Employee engagement refers to the emotional commitment an employee has to their organisation. It’s the level of enthusiasm and dedication that an employee brings to their role. Engaged employees are motivated, passionate about their work, and actively contribute to the company's success. Engagement is more about the intensity and quality of work rather than job satisfaction alone. In Australia, only 15% of employees are actively engaged in their roles, according to Gallup’s State of the Global Workplace 2022 report. While this is a global statistic, it’s clear that engagement levels remain low. What does this mean for Australian employers? It indicates a significant opportunity to invest in practices that can turn disengaged employees into highly motivated, committed individuals. Key characteristics of engaged employees include: Motivation: They are driven to do their best work every day. Passion: They care deeply about the company’s goals and values. Commitment: They are invested in the long-term success of the company. High productivity: Engaged employees tend to be more productive and efficient. What is Employee Experience? Employee experience, on the other hand, encompasses the entire journey of an employee with a company. From the moment they apply for a job, to their first day on the job, to their interactions with colleagues, and their day-to-day work life, employee experience is shaped by all touchpoints and interactions an employee has within the organisation. It’s more holistic and takes into account every aspect of an employee’s work life, both physical and emotional. In Australia, 73% of HR leaders agree that employee experience plays a critical role in employee engagement, according to The Australian HR Institute (AHRI) . However, it’s not just about the work environment; it’s about creating an experience where employees feel valued, supported and equipped to succeed. As 76% of employees are willing to leave their current employer for one that offers a better experience, the need for organisations to focus on improving the employee experience is more important than ever. Key factors that make up the employee experience include: Work environment: The physical and psychological aspects of the workplace (including flexibility, office design and culture) Onboarding: The process of introducing new employees to the company and setting them up for success. Company culture: The overall atmosphere, values, and norms within the organization. Professional development: Opportunities for growth, learning, and career advancement. Work-life balance: How well an organization supports employees in balancing work responsibilities with personal life. A side by side comparison While engagement focuses on the emotional commitment of an employee, experience covers the broader scope of their time with the company. Here’s how they differ:
Every time you shop online, stream music, or even scroll through social media, you feed AI with valuable data. Your preferences, behaviours and interactions fuel machine learning models that personalise your experience. But here’s the catch - you don’t own that data anymore. Big tech companies and enterprises are leveraging AI at an unprecedented scale, using consumer data to train sophisticated models for recommendation engines, facial recognition and even autonomous decision-making. And while AI-driven convenience is undeniable, the question remains: Who really owns your data? And do you have a say in how it’s used? The silent transaction: Your data for AI training AI thrives on data. The more it collects, the smarter it gets. But the transparency around this exchange is murky at best. Most terms of service agreements (those lengthy documents we all ignore!) grant companies broad permissions to collect, store and utilise user data for AI development. Take AI-powered chatbots or voice assistants. Every interaction refines their ability to respond more naturally. But what happens to those recordings? Where is that text data stored? More importantly, can you ever opt out once your data has already been used to train an AI model? The growing push for AI transparency Consumer trust in AI is on shaky ground. According to recent studies, 68% of consumers don’t trust companies to use their data responsibly . Data breaches, algorithmic biases and the rise of deepfake technology have only heightened concerns. Governments are starting to take action. The EU’s AI Act and frameworks like Australia’s Privacy Act Review aim to regulate how AI handles personal data. However, legislation is always playing catch-up with technology, leaving users in a grey area. What this means for businesses For businesses leveraging AI, consumer trust is the new currency. If customers feel like their data is being exploited without consent, they will disengage. Brands that prioritise transparency - by giving users control over their data, explaining AI decision-making, and ensuring ethical AI practices - will be the ones that thrive. Here’s what businesses should consider: Data consent: Make it clear when and how consumer data is being used for AI Explainability: If AI-driven recommendations or decisions impact users, explain the "why" behind them Opt-out mechanisms: Give users a way to remove their data from AI training sets. So…who really owns your data? Right now, companies do. But should they? As AI continues to evolve, the demand for data ownership, transparency and user control will only grow. The businesses that listen—and act—will be the ones that earn lasting consumer trust. What do you think? Should consumers have more control over how AI uses their data?
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