玩偶姐姐50 Australia 2024: Milad Kruze, The Salvation Army

Name: Milad Kruze
Title:  Executive General Manager – Information Technology (玩偶姐姐)
Company: The Salvation Army
Commenced role:  May 2022
Reporting line: Secretary for Business Support
Member of the executive team: Yes
Technology Function: 110 staff, 9 direct reports
 
Upon joining The Salvation Army (TSA) two years ago as Executive General Manager – Information Technology (玩偶姐姐), Milad Kruze’s goal was to redefine how technology is perceived and utilised within the federated organization.
 
“TSA is known for its diverse sectors and wide-ranging community services across Australia,” he says. “With full endorsement from the TSA’s executive team, we launched our first national Digital Strategy Action Plan.”
 
This strategy focuses on enhancing digital experiences across our operations and enabling the organisations focus area of Embracing Technology but also underpinning many strategies.
Supported by the Board, Audit and Risk Committee and executives, Kruze and his team have matured cybersecurity measures considerably, established standardised enterprise architecture nationally, and created a dedicated customer experience team within IT.

This shift has also moved IT from just a support role to a strategic partner in frontline service delivery.

“Looking forward, we are setting up a Technology Investment and Governance forum to align our technology investments with organisational goals,” he says. “Additionally, contributing to the international IT strategy to ensure a cohesive global approach within The Salvation Army.”

Navigating TSA’s structure requires building strong relationships, building trust and promoting unified national strategies for sustainable technology solutions.
With support from governance groups and peers, the technology team have implemented architectural principles, organised cybersecurity and data governance forums, and led initiatives in emerging technologies and managing technology risk.

Pivoting IT focus

Over the past two years, TSA has undergone a transformation, pivoting its IT focus from back-end operations to front-line service enhancement and embracing the customer voice. A key part of this transformation has been the National Contact Centre Project, launched in February 2022 and completed in April 2024, aimed at modernising access to TSA services across Australia.

Previously, TSA faced challenges with fragmented service access, where up to 40 disparate contact centre phone numbers and over 900 direct numbers hindered service consistency and customer experience.

Additionally, the setup for rapid response services, such as disaster appeals, was cumbersome and time intensive.

To address these issues, the project set out to consolidate access points, streamline service delivery, and enhance overall customer interaction by leveraging and deploying the capabilities in Genesys Cloud for contact centres.

The core objective was to establish a seamless, end-to-end customer experience leveraging advanced technologies such as integrated social media, artificial intelligence, and connection to CRM systems.
This needed a modernised platform capable of orchestrating these functionalities cohesively.

The project was delivered in phases, has delivered a national and uniform contact centre service which has taken over 500,000 calls so far to help Australians in need of support.

Unifying platforms

By consolidating operations onto a unified platform, TSA has not only streamlined its service access but also gained the ability to holistically manage and enhance customer experiences and ensuring a focus on digital inclusion for communities.

This centralised approach has eliminated confusion for service seekers, who previously navigated multiple phone numbers and disparate service pathways.
Now, customers can access TSA services more efficiently, whether through traditional contact methods or modern digital channels such as webchat for some services, ensuring a consistent and responsive experience nationwide that is more digitally inclusive.

The creation of an internal community of practice to leverage this technology to it potential has been beneficial with the adoption of advanced technologies like AI and integration to respond swiftly to evolving community needs, particularly during crises and rapid response scenarios.

Aligning core values

Central to the transformation has been TSA IT Department’s fostering of an inclusive workplace culture aligned with core values of Integrity, Compassion, Respect, Diversity, and Collaboration.

Over the past two years, the department has implemented various programs to enhance diversity and inclusivity, particularly focusing on Women in IT.

They have also devised plans to ensure diverse participation in various TSA initiatives and have recently signed up for the Employing 100 program.

This initiative, in collaboration with the Australian Disability Network, aims to recruit employees with accessibility needs into the department.

“The IT department has successfully partnered with several universities to create internship programs, many of which led to permanent roles, providing young talent with valuable experience,” says Kruze.

Engaging volunteers, who often transition to paid employees, further enriches the team’s diversity and inclusivity. These efforts demonstrate the department’s commitment to building a workforce that reflects a wide range of perspectives and backgrounds.

Mixed workforce

Inclusivity is also embedded in the department’s culture, evidenced by a mixed workforce and initiatives such as monthly rewards, recognition programs, and a featured profile of a team member each month.

“This “Person X” initiative allows staff to share personal stories, fostering mutual understanding and respect,” says Kruze. “By encouraging team members to open about their personal lives, the department cultivates a culture where employees see beyond work roles and appreciate each other’s unique experiences.”

The inclusive practices of The Salvation Army IT Department are a natural extension of their core values that TSA hold.

“Through open communication, active listening, and collaborative decision-making, they create an environment where all team members feel valued and can thrive,” he says.