Achievements• Led successful bid to be one of Watercare’s two construction partners delivering a $2.4 billion programme of work over ten years• Led winning bid for Auckland Transport's Eastern Busway Stage 1 (Contract value >$100 million)• Led successful bid for the Alliance to deliver Waka Kotahi's $785M Northern Pathway (Westhaven to Akoranga) project - including the Auckland Harbour Bridge Shared Path• Led successful bid for the Design and Construction of Waka Kotahi's $655M Takitimu North Link.• Led successful bid for the Alliance delivery of Waka Kotahi's $520M O Mahurangi Penlink project.

Leading consortia and in-house teams to pursue business opportunities; develop win strategy, and deliver customer-centered proposals which win large civil infrastructure construction contracts.Achievements• Winning tenders for the NZ Transport Agency's Auckland Northern Corridor Improvements ($450M+) and Christchurch Northern Corridor ($220M+) Alliances• Highest ever tender evaluation scores for Fulton Hogan major projects.

B2B bid management and attribute generation. My clients were major construction and engineering services firms in New Zealand and Australia. I worked with them to win significant business opportunities with government and commercial customers.Achievements• High proportion of bids successful, with values up to $500 million.• Quickly established relationships and knowledge to make a positive impact for a wide range of clients.• Consistent positive feedback from customers – often asked back to work on subsequent opportunities.

Seconded to a role providing Customer & Market input to New Zealand Post’s Network of the Future strategic programme.Achievements:• Carried out research with business customers, and provided market analysis and marketing strategy options for the ‘ParcelPod’ electronic parcel locker service. This led to a change in approach for the service trial, and allowed NZ Post to understand how ParcelPod formed part of its platform for a two-sided market. Negotiated arrangements with third party carriers to access the network, which was critical to the service configuration for launch.• Managed workshops with a range of customers in order to obtain views on the opportunities and challenges presented by the ‘Network of the Future’ programme. This led to an understanding of the likely market impact; prioritising initiatives; and determining how to implement changes in order to provide the best possible outcome for customers.

Leading a national team of eight winning new corporate and SME business, and account managing a small number of key customers. Also responsible for sales support and on-boarding new customers.Achievements:• In financial year 2011 achieved 124% and 149% respectively of new business and key account revenue targets, while employee engagement improved 10 points year on year. In financial year 2012 achieved 116% of new business target and 133% of pipeline target. Conversion rate, pipeline, opportunity size and length of sales cycle all improved.• Designed and launched new incentive plans, targets, key performance indicators and reports to concentrate focus on new business and provide clear personal objectives for each salesperson. Thereby increased empowerment, motivation and accountability of the team.• Successfully introduced a coaching programme to identify and address development needs of the team.• Identified and focussed sales effort on market segments with growth potential where New Zealand Post has an attractive proposition.• Identified market opportunity in relation to export of infant formula to China. Worked with product marketing to develop and launch a tailored solution that captured significant market share.• Championed international supply chain logistics and Chinese e-commerce market initiatives from a sales perspective. Quickly developed associated pipeline and customer wins.• Developed collaborative relationships with other parts of the business, for example Kiwibank and CourierPost, resulting in a good level of mutual referrals and new business.• Improved sales support, implementation and service delivery processes resulting in better customer experience, faster revenue realisation, and higher productivity.

For major customer Vodafone, led the Unisys engagement team and held responsibility for client relationship and customer satisfaction, project and service delivery, and financial performance. Contract for service desk, desktop and related infrastructure services, plus a transformation programme of work and other projects through a dedicated PMO.Achievements:• Provided effective leadership for the Unisys engagement team through the challenging first phase of a new five year outsourcing contract.• Grew project business and additional services to account for 25% of revenue in the first year of the new contract, achieving 101% of revenue and 98% of margin target.• Unisys acknowledged as a strategic supplier by Vodafone (received very positive feedback in February 2009 relationship survey).• Took responsibility for the engagement a few weeks before service was due to go live, quickly identified problems in the transition process, and consequently strengthened the transition management team to enable service to commence on time.• Identified and gained mutual understanding of deficiencies in the service level measurement regime. As a result modified measures were introduced, enabling Unisys to demonstrate strong SLA achievement, and Vodafone Technology to demonstrate good performance to the business.

For major customer TelstraClear, led the Unisys engagement team and held responsibility for client relationship and customer satisfaction, project and service delivery, and financial performance. Contract for desktop services, corporate network and IT infrastructure operations under an outsource contract, plus Design & Build project services delivered through a dedicated PMO.Achievements:• Rebuilt engagement of Unisys delivery teams and management, and provided effective leadership throughout an extended period of uncertainty. This resulted in greatly improved morale. • Improved delivery performance and customer satisfaction in relation to both operations and projects.• Implemented a service delivery model combining local, remote and offshore resources in order to improve service quality and consistency, reduce costs and free up resources for project work.• Implemented various service enhancements that benefitted TCL and Unisys.• Grew project business despite a TCL capex freeze and budget reduction. Overall achieved 101% of revenue and 129% of margin targets for 2007, increasing percentage margin each consecutive quarter.• Effected orderly and professional transition out at the end of the outsource contract.

Managed successful major service contract bid on behalf of my previous employer.

Pinacl, with an annual turnover of £55 million, provided ICT solutions to public sector, enterprise and corporate clients. The business also entailed a fibre optic cable plant and manufactured a range of transmission equipment distributed to domestic and export markets.Responsible for creating and implementing strategy to quickly increase new business sales across the company. Thereafter, led teams developing business in the education sector through field and desk-based sales, providing pre-sales support to all parts of the business, and developing Pinacl’s portfolio of solutions. Since 2001 member of the senior management team influencing Pinacl’s overall strategy.Achievements:• Defined and implemented new market led sales strategy to quickly improve focus and effectiveness. Consequently new business orders increased 80% year-on-year to £5.5 million in FY03 Q3/4.• Led education vertical market team winning over 50% of Pinacl’s new business order margin in FY04 and FY05.• Structured field and desk-based sales team to effectively and efficiently address new business development and ongoing account management for customers large and small.• Identified need for, developed and implemented new opportunity qualification process, improving win rate by 150%.• Identified specific opportunity for, and led first sale of new product concept (Integrated Building Solutions) worth £800k.• Developed strategic partner framework and consequently initiated and lead relationships with suppliers British Telecom, Ciena, Sybermedica and Interactive Intelligence. This supported successful introduction of new solution offerings, resulting in £7 million orders in 18 months.

The Video Network Solutions business unit addressed the new market for visual communication systems deployed on Internet Protocol (IP) networks. Accountable for all aspects of this business from inception.Achievements:• Identified opportunity for, built and managed new business unit to capitalise on new technology enabled market, generating £8 million revenue over the three years to 2003. This represented 13% of Pinacl’s systems and services revenue. Achieved 10% or better EBIT with low, often negative, working capital. Exceeded EBIT budget in last four financial years.• Developed and implemented a customer focused strategy based on flexibility, teamwork, partnership and integrity to create a differentiated position in the market.• Developed high margin service revenue stream underpinning EBIT growth in the business.• Project managed complex £2.6 million project deploying equipment across 80 sites nationwide. Delivered on time, within budget and to complete satisfaction of new customer. Subsequently this account grew to £10 million aggregate revenue, including Pinacl’s first implementation of a number of advanced technologies and related services.• Won and managed ongoing relationships with major customers UKERNA, Corus, Goldman Sachs and British Telecom which enabled the business to succeed.• Developed successful relationships with Polycom, Cisco and Cabletime, the primary technology suppliers required by the business. Negotiated significantly better commercial terms over time.• Managed Pinacl manufactured optical line driver, video codec and other product lines achieving turnaround from a loss-making situation to a profitable cash cow funding development of the new line of business.

Located in New York, Pinacl Communications Incorporated (PCInc) was the US subsidiary of Pinacl Solutions. I held full responsibility for business in the US.Achievements:• Developed and executed new strategy resulting in a 100% increase in turnover year-on-year, to US$2.4 million, and a turnaround from loss to profit, even after a significant inventory write-off.• Successfully introduced outsourced service involving the administration by Pinacl personnel of building communications cabling infrastructure, using software tools developed by Pinacl, with lead customers Credit Suisse First Boston and UBS Warburg.• Recruited local operations team and transferred good practise from the UK resulting in increased margins.

Managing solution design / pricing / bid management nationally. Approximatey 10 FTE.

Managing the London team of pre-sales consultants.