If there's one clear driver for the NBN Co IT team, it is the attempt to avoid complexity in the infrastructure behind the operations. As a result, many of the projects thus far have relied on standardisation and automation of processes, with a preference for commercial off-the-shelf kit and little configuration where possible.

Rawlins has overseen the adoption of Agile project methodologies, leaning to TMForum and ITIL standards frameworks for service management and the network construction phase. BT's fibre rollout has also had its effect, leading Rawlins to champion four end-to-end processes that dictate NBN Co's IT philosophy: Lead to cash, trouble to resolve, plan to pay, and concept to market. Some are borrowed from financial institutions. Others are firmly grounded in the telecommunications industry.

Although IT has become the self-appointed 'custodian' of the end-to-end processes, the most appropriate departments within NBN Co are responsible for implementation.

The standardisation push also explains the lack of surprises in the contractual decisions emerging from Rawlins' office. A start-up in many senses, NBN Co has nonetheless forgone the chance to work with the newer names on the software market.