Experience

Arrow Global Group

• United Kingdom
• Financial Services
• 300 - 400 Employee

• HR Business Partner

  • Nov 2022 - Present



dhmc

• New Zealand
• Construction
• 1 - 100 Employee

• Group Human Resources Manager

  • Apr 2021 - Sep 2022

  Working across three companies under the DHMC umbrella – DHMC Management, DHMC Projects and DHMC Trade. Across the group we have over one hundred employees. DHMC Management has the contract for the maintenance, planned programme and healthy homes programme for Kainga Ora (Government State Housing) across all their properties in the lower South Island. Operating out of two separate offices in Christchurch and Dunedin. DHMC Management work directly with the client, Kainga Ora, to complete a variety of planned and responsive work orders in the region. Specialised Quality Specialists scope the work required and liaise with our internal administration team and an external team of almost two thousand sub-contractors to complete the work within the scope, ensuring it's completed to the required standards whilst also delivering an outstanding customer experience. DHMC Trade directly employs construction workers, across a variety of trades including carpentry, plumbing, electrical, painting, and general maintenance. The predominate work undertaken by this company is to facilitate the maintenance contract that DHMC Management holds with Kainga Ora, within Dunedin and surrounding areas. DHMC Projects is the newest company under the group model. They undertake large scale retrofit of Kainga Ora properties across the lower South Island requiring the project management My role is to offer HR support to all three companies whilst also maintaining consistency across the group. I report to the Board of Directors each month and work directly with the General Manager and wider management team across the group on a variety of people matters. I am also heavily focused on creating an effective leadership team and a cohesive culture, whilst also developing an EVP and driving to be an employer of choice.



Mini Thinkers

• New Zealand
• Education Management
• 1 - 100 Employee

• Human Resources Manager

  • Nov 2019 - Mar 2021

  Mini Thinkers is an early education centre with a difference. Operating out of a purpose-built building, offering a unique experience for children and parents in Dunedin. Employing between twenty-five and thirty people, a mixture of qualified and non-qualified teaching staff, as well as a small management team. The centre is owner/operated with a clear vision. This was a newly created position for the centre which organically developed into a combined HR and OD role, encompassing advisory, as well as HR strategy and organisational development. During my employment, I wrote all HR policies and procedures for the centre, enhanced staff benefits and focused on improving engagement, recruitment, onboarding, and professional development. Unfortunately, my role became redundant in a restructure during March 2021.



New World NZ

• Food and Beverage Services
• 100 - 200 Employee

• Human Resources Manager

  • May 2017 - Oct 2019

  Overseeing the HR function for the entire store. Working with Owner/Operator, Store Manager, Department Managers and Assistant Managers in the development of themselves and their teams. I would also support the management team regarding all people matters whilst also covering health and safety compliance and food safety compliance across the entire store. In total there were over one-hundred and sixty employees, increasing significantly during December and January. The payroll function for the store was also my responsibility each week. This was a faced paced environment, operating predominately in a loose labour market but with the recruitment for some key roles within a tight labour market. This required persistence and strategic thinking to fill those positions in the store. We operated at a forty to fifty percent turnover, typical in the retail sector within New Zealand, so most of my time was spent recruiting and onboarding new team members. I was also responsible for other key functions such as onboarding, performance management, training compliance and the creation and updates of HR policies and procedures.



Farmers Trading Company Ltd

• New Zealand
• Retail
• 700 & Above Employee

• Assistant Store Manager Operations

  • Oct 2015 - May 2017

  Farmers is the largest national chain of department stores in New Zealand. Whilst living n Australia I decided to relocate back to New Zealand and return to the retail sector. I created a profile on the Farmers website and was called by a Regional HR Manager within five months, regarding an opportunity. There were two Assistant Store Managers within the store, me as the operational manager and another dedicated to the sales floor. Within this role I had three Department Managers reporting to me - Office Support Services, Loss Prevention and Store Receiving. I was responsible for the recruitment, onboarding, training, performance management and all people related matters. Other principle accountabilities included: • Overseeing Office Support Services • Store Expenses including wage budgets and rostering • Loss Prevention • Store Receiving • Stocktake coordination • Repairs & Maintenance • Health and Safety • Driving a customer service culture in store



MYOB

• Australia
• Software Development
• 700 & Above Employee

• Client Support Team Leader

  • Jan 2010 - Sep 2015

  I commenced employment in Christchurch and then a year after the major earthquakes in Christchurch I had an opportunity to work in Melbourne at the Head Office. MYOB is a software provider which went through a significant cultural change to reinvent itself from traditional desktop solutions to cloud-based software. We focused on the employer brand proposition to ensure that we attracted and retained the best talent. I was given the portfolios of recruitment, performance management and training for the Australia and New Zealand Client Services Division which was a team of over eighty people. I also took an active role in the development of a new organisational HR system which was designed to fully integrate several key areas such as recruitment, onboarding, training and development and performance appraisals. I worked on a cross-functional team, representing the Client Services Division where I participated in the development of the system, working with designers. I then lead the roll-out of that across multiple teams in my division working across Australia and New Zealand Principle Accountabilities: • Provide leadership and support of key business initiatives • Leadership of 20-40 direct reports who offered technical support to clients over the telephone, live chat and social media including our own Community Forum • Achievement of key KPI's such as NPS (Client Satisfaction), Revenue/Sales, AHT, ACW and Compliance • Utilise the QA process to develop and maintain a culture that embraces and strives for the best possible client experience • Coach and develop the team to identify, promote and act on any revenue generating opportunities • Proactively provide leadership, motivation, advice, direction, coaching and opportunities • Analyse, report and feedback team and individual progress to ensure continuous improvement of KPI’s • Be responsible for the recruitment, performance management, training, and development of the team



Community Energy Action Charitable Trust

• New Zealand
• Environmental Services
• 1 - 100 Employee

• Energy Advisor - Home Energy Advice Centre

  • Jul 2009 - Jan 2010

  After I was made redundant from TeleTech I approached Community Energy Action, a non-profit organisation who provided energy advice and support to reduce power bills to low-income people and families in Christchurch. They offered insulation schemes and a new service which was the Home Energy Advice Centre. When I first arrived in New Zealand, they had offered me an opportunity, but I was unable to take it due to my residency requirements. On this occasion the timing was perfect, and I helped set-up the new service, using skills and experience gained from TeleTech. I also drove to the West Coast on the South Island and launched the service other there by meeting with the local electricity lines company, local council, and community groups to promote our services and forge working networks. Principle Accountabilities: • Answering inbound calls and email enquiries from customers • Provide technical information and expert knowledge on several products • Monitor and ensure that operational standards are met • Marketing and promotion of the HEAC



TTEC

• United States
• Outsourcing and Offshoring Consulting
• 700 & Above Employee

• Customer Services Team Leader

  • Mar 2006 - Dec 2009

  TeleTech is a specialised outsource, call centre provider. In Christchurch they had the contract for Meridian Energy. They are a state-owned power company offering residential and commercial green electricity, whilst also being a major generator of electricity from a variety of sources across New Zealand. When we arrived in New Zealand, I had placed my details on their website because I felt that the skills and knowledge, I had gained from Ecotricity in the UK would be transferable to them. After being here for four months and after just gaining residency, I had a phone call inviting me to apply for the Team Leader role. I worked there until Meridian Energy decided to bring their call centre ‘in-house,’ resulting in redundancy. They decided not to recruit any of the leadership team, but they did recruit team members. Principle Accountabilities: • Training – identify training needs to ensure staff are properly trained and equipped • People Management – provide daily support to staff with direct responsibility for Performance Appraisals, development, and achievement of Open Career Management objectives • Customer Complaints – manage and investigate customer complaints of an involved nature and act as appropriate. • Performance Targets – monitor team achievements against KPI’s and act for continuous improvement. • Communication – act as the Liaison point between staff, Operations Manager and the rest of the company and communicate effectively to all. • Administration – to ensure that documentation relating to reporting, overtime, sick leave etc are adhered to as per business standards. • Achievement of agreed SLA's such as speed of answer, AHT and other Contact Centre metrics



New World NZ

• Food and Beverage Services
• 100 - 200 Employee

• Grocery Manager

  • May 2006 - Sep 2006

  We arrived in New Zealand in January 2006 and spent the first four months travelling down the country from Auckland to Christchurch. Once in Christchurch I secured this role in a local store. This was within an owner/operator model. By securing this role I was able to apply for residency and it was granted within six weeks of the application being submitted. I only left this role because I was contacted by TeleTech. Principle Accountabilities: • Maintain a good working relationship with suppliers and manufacturers • Ensure that sufficient stock is always available to meet demands of customers • Ensure that implementation of merchandising standards is adhered to • Assign and monitor the duties of staff on a daily basis • Undertake disciplinary action where required



Ecotricity Jobs

• Gloucestershire, United Kingdom

• Account Manager

  • May 2004 - Dec 2005

  Ecotricity is a green electricity company and generator in the UK. When I worked for the organisation, it was in the ‘start-up’ phase, which is why I had a number of positions in a short period of time. I had to leave retail, so found myself working as a Customer Experience Assistant first, learning the complexities of the industry and assisting customers sign-up to Ecotricity as their supplier. Within two months I had progressed to an Account Manager as the contact centre expanded and I then progressed to Team Leader and Specialised Trained. At the time I was also study for my CIPD Certificate in Training Practice. Then in late 2005 we decided to move to New Zealand. Principle Accountabilities: • Manage the training and workload of Customer Experience Assistants • Training and development of Customer Experience Assistants • Creation of training modules • End-to-end registration, including query management • Monitoring industry communications and send communications as appropriate • Provide energy efficiency advice • Complaint resolution • Liaising with external service provides to ensure that the customer experience is consistent



Sainsbury's

• United Kingdom
• Retail
• 700 & Above Employee

• Customer Service Manager

  • Sep 2002 - May 2004

  I joined Sainsbury’s as part of the Graduate Management Training Scheme. There were 7000 applicants for the scheme, and I was one of the successful 120 Trainee Managers within the individual Branches and Head Office. The scheme was a three-year programme of training courses and a variety of positions with the end goal of becoming a Duty Manager in a Branch. At the time I was employed Sainsbury’s had over 460 stores across the UK. Each of these formed a region consisting of around 25-45 stores. I ended my employment with Sainsbury’s as the Customer Service Manager for a large store in Cheltenham. Within my department were two Assistant Managers, ten Supervisors and over one-hundred checkout operators. It was a busy store, but we were consistently achieving high mystery shopper scores and achieving other department targets. I had to leave this role shortly before becoming a Duty Manager in a new store because of personal circumstances. Principle Accountabilities: • People Management – provide daily support to staff, Performance Management and Appraisals • Training and development of colleagues • Rostering of one-hundred and fifty staff in the department to ensure a high level of customer service • Complaint resolution • Input and management of the store business plan • Management of the Departments’ budget



Portman Building Society

• Bournemouth, United Kingdom

• Investments Administrator

  • Jun 2000 - Aug 2002