Experience

Centre for Social Impact New Zealand

• New Zealand
• Non-profit Organizations
• 1 - 100 Employee

• Head of Centre

  • Aug 2021 - Present

• Interim Head of Centre

  • May 2021 - Aug 2021



YWCA Aotearoa New Zealand

• Co-President and Board Member

  • Feb 2019 - Present

  Each YWCA across Aotearoa New Zealand is committed to four key strategic areas for which we are accountable to young women, volunteers, local member associations, their communities and our key stakeholders.These strategic priorities focus our collective efforts to achieve a common purpose of developing the leadership and collective power of women, young women and girls. They are underpinned by an overarching commitment to the World YWCA movement. Each YWCA across Aotearoa New Zealand is committed to four key strategic areas for which we are accountable to young women, volunteers, local member associations, their communities and our key stakeholders.These strategic priorities focus our collective efforts to achieve a common purpose of developing the leadership and collective power of women, young women and girls. They are underpinned by an overarching commitment to the World YWCA movement.



YWCA

• New Zealand
• Civic and Social Organizations
• 1 - 100 Employee

• Board Member

  • 2017 - Present

  First two-year term completed; successfully re-elected in October 2018 for a further 2 year term.We challenge the gender status quo with everything we do. Our work nurtures young women’s leadership and amplifies their experiences and voices. We are advocates for change so the real world matches young women’s expectations. For every girl. For every woman. For every right.✚ OUR CURRENT WORK• 18X18• Equal Pay Awards• Future Leaders• Gender Tick• Hinekura• Hostel• Insights• Y25



Centre for Social Impact New Zealand

• New Zealand
• Non-profit Organizations
• 1 - 100 Employee

• NFP Strategy Consultant - New Initiative

  • Oct 2019 - Jan 2020

  The Centre for Social Impact was established by the Foundation to help organise and deliver social programmes for optimum social impact.My role as a Consultant is to provide strategic analysis and advice to identify potential co-investment partners for the progamme of work.KEY RESPONSIBILITIES• Strategic advice to Acting CEO on pitch strategy and prospective partnerships• Contribute to CSI business model development• Co-design and deliver support to CSI clients• Participation and contribution to client programme team discussions• Provision of expert advice to support development and sustainability of key relationships with CSI stakeholders, partners, and clients• Contribute to client programme relationship management and strategy



SUPERdiverse WOMEN

• Think Tanks

• Chief Executive Officer

  • Feb 2017 - Aug 2019

  VISION - To recognize, empower and inspire diverse women leaders throughout Australasia.SUPERdiverse WOMEN brings together a powerful network of superdiverse leaders and organisation, to broaden how diversity is viewed. It provides a forum where top superdiverse women leaders can meet those from different sectors for cross-pollination.A key survey finding has shown that young diverse women need more support to grow and develop themselves into leaders.In Auckland, Māori, Pasifika and Asian women now comprise one out of every four people, and they comprise an even larger proportion of younger women.While some superdiverse women are already leading New Zealand at the very highest levels, they have remained chronically under-represented in the leadership of company boards, and local and central government.Reversing that reality will be an important goal of SUPERdiverse WOMEN.



New Zealand Asian Leaders

• New Zealand
• Think Tanks
• 1 - 100 Employee

• Chief Executive Officer

  • Dec 2014 - Aug 2019

  Chief Executive of NZ Asian Leaders, with overview, support and resource for SUPERdiverse WOMEN and the Superdiversity Institute. NZ Asian Leaders is a professional membership organisation that aims to accelerate the contribution of Asian Leaders’ in New Zealand. Current membership of 267 Asian leaders across New Zealand. SUPERdiverse WOMEN provides a forum where top superdiverse women leaders can meet those from different sectors for cross-pollinisation – and to share, inspire and mentor the next generation. Current membership of 167 diverse women leaders across New Zealand.Commenced role as General Manager of NZ Asian Leaders, and was announced CE in February 2017 with overall responsibility on development, planning and execution of business objectives for both the organisations through:KEY RESPONSIBILITIES• Quality membership retention and acquisition through identification/recruitment, acquisition and stewardship of sponsors, corporate members, financial sustainability/accountability, to accelerate Asian leaders’ contribution to New Zealand.• Member development, understanding members goals and helping them achieve short and long-term goals through leadership/mentoring/governance training programmes, ability to raise the profile of members through speaker opportunities, round table sessions with key sponsors• Working closely with key stakeholders developing specific initiatives utilising the membership to achieve key stakeholders business objectives, maintaining regular quarterly meetings to ensure sponsorship/partnerships add value both ways• Financial accountability of NZ Asian Leaders directly reporting through to NZAL TreasurerKEY ACHIEVEMENTS • Developed, led, had overview through to implementation over 42 events, 2 organisation launches that have included PMs, Ministers, Governor General, Mayor of Auckland and many top leaders. Compilation of content and run sheets for all sessions



Piha Surf Life Saving Club

• Business Development Manager

  • Sep 2013 - Oct 2014

  This was a fixed term contract role to develop and implement a revenue base to ensure annual and long-term sustainability.KEY RESPONSIBILITIES• Management of Piha SLSC business affairs; funding, commercial partnerships, business development, sponsorship and commercial opportunities, marketing strategy, brand, licensing• Oversaw communications, media, PR and management of fundraising initiatives This was a fixed term contract role to develop and implement a revenue base to ensure annual and long-term sustainability.KEY RESPONSIBILITIES• Management of Piha SLSC business affairs; funding, commercial partnerships, business development, sponsorship and commercial opportunities, marketing strategy, brand, licensing• Oversaw communications, media, PR and management of fundraising initiatives



Stellar Trust

• General Manager

  • Sep 2011 - Jun 2013

  Stellar Trust was established in 2008 to reduce the usage of Meth in NZ. KEY RESPONSIBILITIES• Since start date, I re-defined the strategy plan for Stellar, working closely with trustees • Once strategy was agreed upon, a Business Case was completed with a condensed Executive Summary. An RFP to PR/Advertising agencies was given to three agencies to create a programme focussed on preventative messaging to address different target audiences• The role was to contribute to and support Stellar Trust in achieving their objectives through development, implementation and measurement of a programme that aligned with the trust strategies• An integral part of the role included internal communication with trustees and advisory board members, externals included sponsors, public, Government local and central, Community Coalitions and other allied agencies, suppliers and schools



Ronald McDonald House Charities NZ

• Fundraising Manager

  • Feb 2006 - Aug 2011

  Reporting direct to the Chair the objective was to raise the public profile of RMHC/McDonald’s.FUNDRAISER AND NETWORKERMy credibility as a successful fundraiser has been earned through creatively generating the revenue required for capital projects. I can achieve the seemingly impossible through the diverse and high-level networks of donors I have grown, populated with high net worth individuals, trusts and foundations with generous philanthropic principles. KEY RESPONSIBILITIES• Raise targeted funds for specific programmes. Annual projection of funds required reviewed on an annual basis. The mix of fundraising initiatives included ongoing relationships with external and internal stakeholders, event management with sponsorship opportunities, targeted grant applications, capital campaigns as required to achieve targets with financial management of all fundraising activity• Ongoing research of “new” fundraising initiatives• Cultivation of new donors (prospects)• Stewardship of key stakeholders• Preparation and presentation of annual plans and budgets• Evaluation and development of all new programmesKEY ACHIEVEMENTS • Completion of capital projects including Ronald McDonald family retreats (2 houses) in Rotorua.• Extended the donor network throughout the country enabling the realisation of fundraising targets



Ronald McDonald House Auckland New Zealand

• Fundraising Manager

  • 1996 - 2006

  KEY RESPONSIBILITIES• Over this decade the role changed and evolved – originally employed as Public Awareness Manager; stewarding high end donors, writing newsletters and managing database – responsible for establishing fundraising strategies• Part of the management team, and when required responsible for the operation of the House, staff and families. The operational side gave me direct contact with the families staying in the House, those families shared their stories and a lot have remained long-time friendsKEY ACHIEVEMENTS • The last three years was focussed on a capital campaign to raise $7.5m. Over this three year period I was part of a team to raise the funds required to double the size of the existing Auckland House (24 to 48 rooms), for the first two years of this campaign I worked alongside a DVA Navion fundraising consultant. Left Auckland House with 10% left of the target to raise.