Experience

Blackcurrent

• New Zealand
• Renewable Energy Semiconductor Manufacturing
• 1 - 100 Employee

• Founder / Head Doozer (COO)

  • Sep 2019 - Present



Inland Revenue NZ

• New Zealand
• Government Administration
• 700 & Above Employee

• Programme Delivery Manager

  • Jul 2017 - Sep 2019

  Inland Revenue is undergoing a major technology and business transformation. This key leadership role within Digital Centre of Excellence is accountable for overseeing the evolution of the departments authenticated & unauthenticated channels and its approach to content management • Digital transformation | Channel shift • Human centred design | User experience | Customer co-design • Leadership | People leader | Servant leader • Agile delivery | Bi-modal delivery • Portfolio management | Programme management • Stakeholder management | Executive | Business • Vendor management • Public Sector | NZ Government | Contract role Show less



Vector Limited

• New Zealand
• Utilities
• 700 & Above Employee

• Programme Manager

  • Jan 2016 - Jun 2017

  The scope of this contract role is to lead the Australian Mobilisation programme establishing AMS as a primary player in the newly deregulated Australian smart meter market. The role reported to the GM-AMS. • Business Expansion | NZ & Australia • Matrix Leader | Programme Leader • Bi-modal delivery | Agile delivery • Corporate governance | Programme governance • Vendor management • Stakeholder management | Executive | Business • Utilities Sector | Advanced Metering | Contract role Show less



Fujitsu Australia and New Zealand

• Australia
• IT Services and IT Consulting
• 700 & Above Employee

• Senior Manager Professional Services

  • Sep 2015 - Dec 2015

  The scope of this contract role was to complete an operational review of the Professional Services division and to lead the professional services team. The role reported to the NZ Managing Director and was a part of the Executive Leadership Team. • Consultancy | Performance assessment | Business improvement • Professional Services | IT service design & delivery • Leadership | People leader | Coaching • Profit & loss management | forecasting | budgeting • Relationship management | Account management • Stakeholder management | Executive | Business • Technology services | Contract role Show less



Vector Limited

• New Zealand
• Utilities
• 700 & Above Employee

• Transition Manager

  • Sep 2014 - Sep 2015

  The scope of this contract role was to lead transition and integration of Arc Innovations from Meridian Energy into Vector AMS following purchase approval from the NZ Commerce Commission • Business acquisition | Business integration | Transition • Planning | Execution | Continuous operations • Operating model redesign | Restructure • Matrix leader | Programme leader • Relationship management | Stakeholder management • Utilities Sector | Advanced Metering | Contract role The scope of this contract role was to lead transition and integration of Arc Innovations from Meridian Energy into Vector AMS following purchase approval from the NZ Commerce Commission • Business acquisition | Business integration | Transition • Planning | Execution | Continuous operations • Operating model redesign | Restructure • Matrix leader | Programme leader • Relationship management | Stakeholder management • Utilities Sector | Advanced Metering | Contract role



Tenzing Limited

• New Zealand
• Business Consulting and Services
• 100 - 200 Employee

• Senior Consultant

  • May 2014 - Oct 2014

  The scope of this consultancy role was to review of the nature, structure and supply of IT services for NZ Post Group and to design a new operating model that delivered lean centre of excellence opportunities to improve value for money from the delivery of its IT services. Outcomes delivered were: - Documenting a current state view for the delivery of IT services within the respective business units - Building a representative FTE cost model to enable cost to serve and bench mark analysis - Development and communication of a set of service area design proposals and implementation work packets resulting in a new operating model and leadership structure that was accepted by the business Show less



Gen-i

• • Jan 2013 - Apr 2014

  This role involved leading Gen-i’s Wellington based architecture and delivery Professional Services team consisting of a team of 80 people. The Head of Client Solutions is accountability for the end to end solution and delivery of the Enterprise Client portfolio of programmes and ensuring the Wellington team had the size and capability to meet current and future demand.Key ResponsibilitiesManagement of the key customer work and programmes to ensure management of organisational and customer risk while delivering successful business outcomes that drives annuity revenue and repeat business.Accountable for ensuring that projects managed within the Client Solutions portfolio are clearly scoped, architected and effectively managed to deliver the desired customer and business outcomes within agreed budget and timeframes.Develop and implement strategy and business plans to ensure the effective and efficient delivery of project services to Gen-i clients; and responsible for the attainment of Client Solutions revenue and profit goals.Accountability for the efficient maintenance, availability and allocation of the correct project capability and methodology for Gen-i New Zealand including working with the Programme Office to refine Gen-I’s methodology and tool set.Management of the enterprise and solution architecture capability in Wellington with accountability for ensuring both organisational and client architecture needs were understood and delivered. Show less

• • Nov 2010 - Jan 2013

  The role of a Programme Director is to lead Gen-i change programmes within the allocated customer portfolio focussed on delivering business outcomes, on time and within allocated budgets.• Professional Services • Leadership | People leader | Coaching• Profit & loss management | forecasting | budgeting • Corporate governance | Programme governance• Account Management | Relationship management • Stakeholder management | Senior Management | Business• Technology services | Permanent role Show less



GRAVELROAD GROUP

• Australia
• Telecommunications
• 1 - 100 Employee

• Consultant

  • Apr 2009 - Apr 2011

  Various assignements with multiple organisation Various assignements with multiple organisation



Vincent Aviation

• Consultant

  • Jan 2010 - Mar 2010

  Development of a business plan for the organisations Darwin based Australian operation. Development of a business plan for the organisations Darwin based Australian operation.



Gravelroad

• Consultant

  • Dec 2009 - Mar 2010

  Ultra Fast Broadband Programme - Project manager and supporting consultant for a number of ITP bid programmes Ultra Fast Broadband Programme - Project manager and supporting consultant for a number of ITP bid programmes



Meridian Energy

• New Zealand
• Utilities
• 500 - 600 Employee

• Project Manager

  • Apr 2009 - Aug 2009

  Meridian Energy/RNZ 2011 - Project and commercial manager for the project team tasked to work with the Regions and design an Environmental Sustainability plan for the RWC 2011 Meridian Energy/RNZ 2011 - Project and commercial manager for the project team tasked to work with the Regions and design an Environmental Sustainability plan for the RWC 2011



Spark New Zealand

• New Zealand
• Telecommunications
• 700 & Above Employee

• Separation Implementation Manager

  • Sep 2007 - Apr 2009

  A permanent role within the Technology and Shared Services (T&SS) Business Unit responsible for ensuring all Separation related activity is identified, resourced, funded and tracked through to completion. This included: + Leadership and Strategic direction - establishing absolute clarity around the Undertakings obligations for the T&SS Unit + Development and ownership of the plan for achieving the required outcomes including identification of the executive owners + Support the development of the business case to deliver the Undertakings outcomes + Completion of all Undertakings reporting related to the T&SS Business Unit + Liaison with Business Units and Delivery teams to track progress towards completion of milestones, identify and clear risks and issues + Liaise with Legal teams across the business to provide clear interpretation of Undertakings for all T&SS employees and Partners/key 3rd party suppliers + Cultural and strategic change catalyst - ensuring necessary comms and training are developed to grow knowledge of the undertakings within the T&SS BU + Provide a first point of contact for any Undertakings related activity, questions issues into T&SS + Establish & maintain collaborative relationships and networks within T&SS and the wider business + Be the commercial voice for the T&SS business when balancing achievement of the regulatory outcomes against the potential business, process and people impacts Show less



Meridian Energy

• New Zealand
• Utilities
• 500 - 600 Employee

• Project Manager

  • Mar 2006 - Aug 2007

  This contract role required the project management of multiple concurrent projects within Customer Strategy and NZ Operations involving: Successful implementation of a unique cutting edge product for the rural sector Multiple initiatives taken from concept to delivery. The initiatives ranged from new product development to acquisition campaigns to systems and process redesign Completed projects to stakeholders time and budget expectations Completion and approval of multiple business cases to progress initiatives into delivery Consulted on design of the Retail project management framework Show less



PIPC

• Project Manager

  • Sep 2004 - Sep 2005

  Cable and Wireless, London, UK This contract role involved project management of a £12million broadband network rollout •Accessed the initial ‘health’ of the project and developed an action plan to realign the delivery to meet the required timeframes •Established a suitable framework to govern the overall delivery, •Achieved a consistent flow of delivery, within a high visibility, high pressure environment •95% completion by the scheduled delivery date. Full completion was achieved 8 weeks after the scheduled completion date •Assisted with the planning for the next growth phase of the network which required consideration of next generation technology such as GigE, VoIP and VoD Show less



Cable and Wireless

• Project Manager

  • Sep 2004 - Sep 2005

  This contract role required the project management of a £12million programme of work to build the customer's broadband network through unbundling 400 BT exchanges across England, Wales and Scotland involving: Accessed the initial 'health' of the project and developed an action plan to realign the delivery to meet the required timeframes. Then implemented the plan ensuring alignment with C&W project delivery structure and effect governance and key stakeholder communications were established Achieved a consistent flow of delivery, within a high visibility, high pressure environment 95% completion by the scheduled delivery date. Full completion was achieved 8 weeks after the scheduled completion date Show less



Orange Mobile, London

• Project Manager

  • Nov 2003 - May 2004

  Orange PLC, London, UK This contracting role was to manage the development and delivery of new services for the Small Business Marketing team •Delivery of projects within the prescribed governance model that was based on Prince 2 principles •Successful implementation of processes to support a new base segmentation methodology and subsequent service differentiation •Completion of the scoping and documentation of a project to implement an online product selection tool. The project was successful delivered within the original scope •Engagement of third party supplier to develop and test the online product selection tool Show less



Spark New Zealand

• New Zealand
• Telecommunications
• 700 & Above Employee

• Programme Performance Manager

  • Jul 2002 - Oct 2003

  Telecom New Zealand The focus of this permanent role was to assure delivery of the Mobile Programme of Work and ensure effective management of the Mobile CAPEX Programme and Budget. This included critical review of all project documentation, Provide guidance on project financial structure, analysis of Business Case assumptions and writing Business Cases & financial reviews. Telecom New Zealand The focus of this permanent role was to assure delivery of the Mobile Programme of Work and ensure effective management of the Mobile CAPEX Programme and Budget. This included critical review of all project documentation, Provide guidance on project financial structure, analysis of Business Case assumptions and writing Business Cases & financial reviews.



Beavercreek Ski Resort (USA)

• Guest Services

  • Dec 2001 - Apr 2002



Axa Insurance (London)

• Financial Analyst

  • Dec 2000 - Feb 2001



Dresdner RCM (London)

• Business Analyst

  • Jan 2000 - Nov 2000



Institute of Cancer Research (London)

• Accounts Supervisor

  • Aug 1999 - Dec 1999