Chief People Officer

• Jun 2023 - Present

Chief of People and Culture

• Jan 2020 - Present

Head of Employee Engagement, Talent and Technology

• Jun 2019 - Jan 2020

Executive Manager Diversity, Inclusion & Belonging - IAG Global

• Jun 2016 - Jan 2019

Rationale for this position: Greater diversity means greater imagination, which powers IAG’s ability to be agile, innovative and their capacity to out-compete. This role provides unique value by leading, challenging and championing IAG’s point of view regarding diversity, inclusion and belonging. Ultimately it ensures that sense of social justice, fairness and inclusion contribute to driving IAG’s commercial performance.Scope of responsibilities: The development, execution and implementation of IAG’s inaugural diversity and inclusion strategy, including both long-and short-term goals with business relevant outcomes. This includes the delivery of all Board and executive level reporting, thought leadership, external market reporting and award submissions. Building and constantly evolving IAG’s governance infrastructure to ensure alignment with Group strategy and to accelerate the evolution of the network of employee resource action groups. This involves extensive executive engagement and cross Divisional collaboration to develop targeted action plans, measures and accountability for each Division and Group executive member. Show less

Head of Culture & Capability - IAG Global

• Oct 2013 - May 2016

Rationale for this position: This role provided unique value by transforming the Group organisational development function, from a regionally devolved, to a global centralized operating model. It was focused upon dramatically enhancing the operational efficiency and business impact of all Group leadership, talent and organisational development initiatives. Scope of responsibilities: To design, implement and lead a future focused, strategic organisational development function for IAG Group. This function designed and delivered all people strategies, frameworks and policies to drive both organisational performance and a radical transformation agenda, in line with IAG's commercial objectives. To direct multiple, strategic and complex projects, providing guidance and understanding of key issues to internal and external stakeholders, identifying and mitigating key business and project risks and communicating progress to ensure delivery in line with IAG's commercial strategies. To lead all strategic needs analysis to understand Divisional requirements, identify emerging issues, determine priorities and ensure initiatives continue to drive organisational outcomes. This extends to keeping abreast of current developments and emerging trends in all areas of responsibility to proactively identify and communicate issues that may impact on existing strategies and programs. Show less

Head of Culture & Capability - IAG New Zealand

• Jul 2012 - Oct 2013

Rationale for this position: To apply an in depth understanding of key business strategies, issues and culture, combined with knowledge of emerging trends, to develop an overarching organisational development strategy that effectively differentiates IAG’s employment brand, strengthens leadership capability and drives talent retention.Scope of responsibilities: This role was accountable for both the strategic organizational development and learning functions for the New Zealand operations. Heavy emphasis was placed upon organizational culture change, alignment between strategy and performance and up lift in leadership capability. Show less

Group General Manager People & Performance

• Jun 2008 - Jul 2012

Te Rūnanga o Ngāi Tahu is responsible for the investment of financial compensation paid by the New Zealand government to its indigenous people, for breaches of the Treaty of Waitangi. Profits derived from multiple operating divisions, are reinvested to drive inter-generational language, culture and leadership development programmes for its 53,000 registered tribal members. Te Rūnanga o Ngāi Tahu is responsible for the investment of financial compensation paid by the New Zealand government to its indigenous people, for breaches of the Treaty of Waitangi. Profits derived from multiple operating divisions, are reinvested to drive inter-generational language, culture and leadership development programmes for its 53,000 registered tribal members.

Principal Organisational Development Consultant

• Feb 2002 - May 2008

Sheffield delivers integrated search, executive selection and organisational development services. It is a member of AltoPartners global search partnership and an Asia Pacific affiliate for Development Dimensions International (DDI). Sheffield delivers integrated search, executive selection and organisational development services. It is a member of AltoPartners global search partnership and an Asia Pacific affiliate for Development Dimensions International (DDI).