Experience

Institute of Directors in New Zealand

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

• Senior Project Manager

  • Jul 2021 - Present

  IoD had recognised a gap in their education programme and required a new multi-day elite course to be developed within a six month timeframe. Having been approached by an ex-manager, I have been brought on-board to manage this work, including the development of the course and its associated materials, promotional activities and logistics associated with delivering a residential course with multiple guest speakers and panellists. IoD had recognised a gap in their education programme and required a new multi-day elite course to be developed within a six month timeframe. Having been approached by an ex-manager, I have been brought on-board to manage this work, including the development of the course and its associated materials, promotional activities and logistics associated with delivering a residential course with multiple guest speakers and panellists.



Ministry of Business, Innovation and Employment

• Government Administration
• 700 & Above Employee

• Senior Project Manager

  • Feb 2020 - Jun 2021

  Having been approached, I returned to MBIE to manage the procurement and implementation of a foundational Data Governance and Management platform – building on the work I completed in 2018/19. Managing a project team of five, I have been responsible for: o Managing the Discovery/Design phase of procurement, including a proof of concept, involving two shortlisted vendors (completed virtually during Level 3/4 lockdown) o Leading contract negotiations with the preferred vendor and their New Zealand based implementation partner, including Master Service Agreements, Licensing Agreements and Statements of Work o Development of a Delivery Business Case for presentation to MBIE investment boards Unfortunately due to COVID related funding issues this project was not given funding, instead I was asked to manage the rollout of ICT equipment and MSTeams to the 37 MIQ sites around New Zealand. Managing a geographically disbursed team, I was responsible for distribution of and associated training for over 750 separate pieces of ICT equipment including printers and Chromebooks, along with implementing the use of MSTeams by MIQ staff including MBIE, NZDF, police and hotel staff.



Ministry of Education of New Zealand

• New Zealand
• Education Administration Programs
• 700 & Above Employee

• Transition Manager

  • Sep 2019 - Feb 2020

  Working with the Senior Manager, this short-term role, has involved realigning the focus of an existing team from operational functions to a strategic stewardship role, including: * Documentation of existing and new business processes * Negotiations to transfer functions traditionally completed by this team to other business units within MoE * Identification and enacting cost saving measures associated with external contracts Working with the Senior Manager, this short-term role, has involved realigning the focus of an existing team from operational functions to a strategic stewardship role, including: * Documentation of existing and new business processes * Negotiations to transfer functions traditionally completed by this team to other business units within MoE * Identification and enacting cost saving measures associated with external contracts



Chartered Accountants Australia and New Zealand

• Australia
• Accounting
• 700 & Above Employee

• Project Manager

  • May 2018 - Aug 2019

  Moving back into a Project Management role has been exciting and challenging. During my time at CAANZ I have been managed multiple projects: FlexiPaths: an initiative that allows candidates more options to enter and progress through the CA Program without impacting the program’s quality or rigor. A new Master’s program to be delivered by partner universities within New Zealand and Australia was also introduced Regulatory Compliance: CAANZ has a number of regulatory compliance requirements; Global Accounting Alliance (GAA) standards and Australia’s Higher Education Standards Framework. Compliance work involved the identification and implementation of change to existing business processes, and associated ICT systems, to improve candidate and staff experience while ensuring regulatory compliance was maintained TEQSA data submission: CAANZ is accredited by TEQSA (Australia’s equivalent to NZQA). CAANZ is required to submit data annually. I hold responsibility for managing the collection and preparation of the required staff data and overall data submission responsibility during 2018 and 2019 As Project Manager I: • worked with key stakeholders to prioritise changes that would be of greatest benefit to candidates and staff • managed projects throughout their lifecycle, from business case development, risk and issue identification, to requirements gathering and finally implementation; including successful development and implement software enhancements • had responsibility for clear and concise communications with key stakeholders, including current and future candidates, candidate employers, universities, external regulatory bodies, CAANZ staff and governance boards • had involvement in an organisational-wide change from “waterfall” based project management to use of a scalable agile framework (SAFe) • had direct management responsibility for eight staff including project managers, business analysts and data analysts

• Senior Business Analyst

  • Dec 2015 - Apr 2018

  This role has involved a variety of different functions across multiple projects – all with an underlying theme of “quality”. The initial focus of the role was the development of a Quality Management System for Immigration New Zealand. The role then moved to an IT focus with the development and implementation of a web based data capture and reporting tool to support Immigration New Zealand’s quality control and quality assurance assessments. Simultaneously, I also completed a research project investigating quality issues present in Immigration’s data and quantifying Immigration’s risk exposure as a result of poor quality data. This work lead to the development of reference data standards for implementation throughout MBIE. One of these standards, country code, has been accepted by Statistics New Zealand with the potential of becoming an “all of government” standard. The team responsible for this work also won the inaugural Data Champions Trophy awarded that the Chief Data & Analytics Officer New Zealand conference 2018. Throughout my time at MBIE I have: • completed Project Initiation Documents and Business Cases identifying the drivers for change, key deliverables and timeframes, return on investment and project and business risks • worked with key staff to understand and document current state and future state business processes, and the user case based requirements for associated supporting IT systems • worked with key staff and external vendors to undertake successful development and implementation of web based tools, including User Acceptance Testing • consulted with primary and secondary key users of Immigration data, to gather options and information, which I consolidated into an concise and fact based research paper • planned and completed communications with key stakeholders including governance boards, senior management, data users and immigration staff around the world



Royal New Zealand College of General Practitioners

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

• Progamme Manager

  • Jan 2015 - Dec 2015

  This role involves project management of three key projects for the College: Implementation of the Foundation Standard (a quality assurance standard which all general practices within New Zealand must adhere to); Online GPEP Applications (in preparation for another record number of applicants) and Implementation of a Learning Management System. In this role I have:• Successfully issued and managed the evaluation of three Requests for Proposals, one for each project• identification successful vendors and completed contract negotiations• worked with key staff and external vendors to undertake development and implementation of business processes and their associated supporting IT systems, including User Acceptance Testing• completed communications with key stakeholders including Project Board, College Board, 32 Primary Health Organisations (PHOs) as well as numerous practices and doctors throughout New Zealand• maintained key project documentation including, weekly and monthly stakeholders reporting, risk and issues registers, and project plans• managed project budgets

• Business Analyst

  • Oct 2014 - Dec 2014

  During this three month period I initiated three key projects for the College: Implementation of the Foundation Standard (a quality assurance standard which all general practices within New Zealand must adhere to); Online GPEP Applications (in preparation for another record number of applicants) and Implementation of a Learning Management System.For all three projects I completed Project Initiation Documents and Business Cases outlining: business drivers for change; options considered; key deliverables and timeframes; project and on-going business expenses and project and business risks. I also developed an integrated Stakeholder engagement plan. All three projects where approved by the College Board.

• Manager Training Delivery (Acting)

  • Jul 2014 - Sep 2014

  With the departure of the Manager Learning Delivery, I was asked to act in this role while a replacement was found. In this role I was responsible for the management of six staff based in the Wellington office, as well as a dispersed Medical Educator workforce of over 25 doctors.During this time, the Learning Delivery team dealt with a record number of GPEP training program applications requiring me to manage the implementation of new business processes to ensure the team was able to process, arrange interviews and made employment offers to registrars within the required time frames.

• Business Analyst

  • Dec 2012 - Jun 2014

  In December 2012 I undertook a business analysis role with RNZCGP. As the sole business analyst in the organisation, my roles are wide and varied. During this time I completed the following:• a 12 month review, which documented the current methods of training delivery for New Zealand’s GP registrars. Working with a Project Board of primary care sector experts I determined and documented the current state of general practitioner training, determined an aspirational future state of training delivery, applied a GAP analysis methodology and worked with the Project Board to identify the options to achieve the desired future state. Following public consultation, recommendations where presented to the College Board, along with an implementation road map. • the issuance of an Expression of Interest to 1,000+ general practices around New Zealand to determine the future training capacity and capability of New Zealand general practice. Using the EOI data I recommended, to the College Board the implementation of a blending training model for New Zealand general practitioner registrars. Working with senior management, the new model has been implemented in a number of practices around New Zealand.• I was key member of the team that successfully negotiated three annual training delivery contracts between the College and Health Workforce New Zealand. My role involved the analysis of costs associated with the training of GPs and facilitating the restructure of the contract to more accurately reflect the College’s cost structures;• writing various reports for presentation to the College Board, including business cases, implementation approaches and plans and project updates;• documentation of the current state of the CORNERSTONE program (practice quality improvement assessment), including activity based costing analysis; and• financial forecasting and modelling for general practice training, employment during training and CORNERSTONE, including setting the annual budgets



Crofton Downs Primary School

• Chair Board of Trustees

  • Jan 2014 - Dec 2015

  I was appointed Chair of the Crofton Downs Primary School Board of Trustees in January 2014. During my tender the school has experience high roll growth and as a result has undertaken a major building project involving building 2 new classrooms and renovating 4 existing classrooms. During 2014 it was also identified that our school hall (owned by the Board) was earthquake prone and a decision made to close the hall for school use. A major fundraising exercise is currently underway.

• Trustee, Board of Trustees - Secretary

  • Mar 2012 - Jan 2014

  I joined the Crofton Downs Primary School Board of Trustees in March 2012, acting as the board secretary. In 2012 I was involved in the sub-committee which recruited a new Principal; a decision that will have an impact on the operation of the school for many years to come.



Ngaio Toy Library (Voluntary)

• President/Committee Member

  • Jan 2009 - Oct 2011

  A committee member of the Ngaio Plunket Toy Library from 2009, I was elected as President between October 2009 and October 2011. In additional to overseeing the day to day running of the Toy Library, I managed and undertook toy purchasing, the employment of two librarians, running monthly committee meetings and organising various fund raising events. During 2010 I completed the purchase of a new toy issuance system. This included determining and documenting the Toy Library’s requirements, investigation of applications on the market and making a recommendation to the committee. Having purchased the application I completed all aspects of implementation, including data migrations. Following several months of lobbying, in 2011 Plunket granted approval for the Toy Library to leave the Plunket organisation and set-up as an independent incorporated society. I worked with the Toy Library committee and external lawyers to create the founding documents for the society and guide the Library members thought this legal process. I completed the required changes to the background operations of the Library while ensuring that the changes being made had no impact on its daily operations.



Wellington Building Services

• United Kingdom

• Process Documentation Writer

  • Mar 2010 - Oct 2010

  Wellington Building Services is a small but growing building and maintenance firm. While previously their processes have not been documented, increasing staff numbers required that their sales, quotes and job maintenance processes be documented to ensure consistence application and to provide a basis for training. For three months in 2010, on a part time basis, I worked with the co-owner of Wellington Building Services to provide written documentation and “swim lane” Visio diagrams of these processes.



New Zealand Police

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

• Project Manager

  • Jun 2008 - Dec 2008

  In June 2008 I undertook the sole charge Project Manager role for the New Zealand Police Evidence of Identity and Authority Project. In this role I was responsible for both the project management and business analyst aspects of the project including: • Determining, documenting and gaining management approval of the business requirements for the new Police identification card to ensure that the card met practical day to day requirements of frontline Police employees, the legal requirements of the Policing Act 2008 and assessment of the need for different levels of security. This involved liaison with parties internal to New Zealand Police and the card vendor. • Working with the card vendor to produce physical prototypes of the ID cards to prove practical compliance with the business requirements. • Working with the Police HR department to ensure personnel data and photographs, to be included on the ID cards, met business and legal requirements. • Determining, documenting and gaining management approval of an implementation plan. This included the development of an issuance approach that could be implemented in a number of different locations with varying employee numbers while maintaining an audit trail; the development of an issuance pilot to test the approach; and the development of associated “marketing” material to ensure the timely and efficient allocation of identification cards to Police’s 12,000 employees in more than 400 different locations. • Co-ordination and management of Steering and User Groups • Co-ordination, management and maintenance of project plans and risk and issues registers.



Department of Internal Affairs

• New Zealand
• Government Relations Services
• 700 & Above Employee

• Project Manager

  • Jan 2007 - Oct 2007

  This was a sole charge Project Manager for the redevelopment of the passport artwork, responsible for taking the concept of requiring new artwork for the NZ passport through to the signing of a supply contract with the preferred vendor (I left the project to go on to maturity leave). The 2007 Government and Prime Minister required the passport artwork to reflect the concept of “National Identity”. This concept was not clearly defined in any way and its inclusion on the New Zealand Passport was made more difficult due to the security and practical requirements of the book. I run a number of workshops with the heads of the Department of Prime Minister and Cabinet, Te Puni Kokiri and DIA, was well as with groups of New Zealand artists in an attempt to define the concept of “National Identity” in the context of the New Zealand passport: ensuring acceptability to the New Zealand population; identifying any potential ownership issues of images; and enabling the incorporation of passport security features into the completed artwork. These workshops identified that due to copyright and “tapu” concerns a number of images could not be used and that a “feeling” of National Identity should be used instead. It was this concept that was used to create the RFI and RFP documents.My responsibilities in this role included:• Writing, and gaining approval for, a Project Charter and Business Requirements• Organisation of workshops with heads of Government Departments and groups of New Zealand artists• Management of the procurement process including writing, and gaining management approval of and issuance of a procurement process; RFI and RFP documents; evaluation method; coordinating an evaluation panel and completing the evaluation of responses; an independent review of the RFP • management of steering groups, project plans and risk and issues registers

• Senior Business Analyst

  • Jan 2006 - Jan 2007

  During 2006 I was part of a three person team at DIA working on the Passport Personalisation Project which moved from its infancy through to pre-implementation. As Senior Business Analyst my responsibilities included:• The documentation of current business practices to gain an understanding of the requirements of the Department of Internal Affairs, international boarder agencies and the New Zealand Passports Act.• Investigation into, and documentation of, new and emerging passport personalisation technology and passport book security features used in international passports. This investigation ensured that the new Passport book and the new personalisation methodology and technology implemented adhered to the requirements of the Department of Internal Affairs, international boarder agencies and the New Zealand Passports Act, while ensuring the New Zealand Passport continued to uphold its “world class” repetition.• Investigation into the Auditor General’s guidelines and rules for Government procurements and completing document to ensure that the Passport Personalisation Project’s procurement process adhered to these.• Documentation and issuance of Request for Information (RFI) and Request for Proposal (RFP) documents to an international audience.• Determining and documenting an elevation methods for RFI and RFP responses.• Participation in the evaluation of a number of international vendor responses to both the RFI and the RFP, including recommendation of a Passport book provider and Passport personalisation method and technology provider. • Set-up and maintenance of project plans and risk and issue registers



Tertiary Education Commission

• New Zealand
• Education Administration Programs
• 300 - 400 Employee

• Project Manager and Analyst

  • Jan 2005 - Dec 2005

  This role involved implementation of a new funding approvals process for community based education (A1J1 funding). At the time of this project the public and political visibility and interest in this funding group was extremely high. This was my first project role in the public sector and was a move away from IT project work, into more process originated project. The role involved: • Coordination and consultation with people within the Tertiary Education Commission, NZQA and other Quality Assurance Bodies. • Consultation with the tertiary education providers. • Documentation of the existing funding approval process and how the proposed funding approval process would possibility address the existing process’s short falls. • Co-ordination, management and updating of Steering Groups • Co-ordination, management and updating of project plans and risk and issues registers. • Day to day staff management, staff mentoring and development, of one junior BA.