Following a merger at 2degrees with Vocus, I have taken a new opportunity to lead a ways of working transformation at 2degrees - implementing lean portfolio management, a light touch Value Management Office and value stream delivery.

Responsibilities:• Defining and championing the IT strategy • IT delivery for 2degrees • Operations management for IT applications • Leading the business analysis, agile delivery, development and testing capabilities• Owning the IT operational budget and Digital capital budget

Responsible for 2degrees application delivery – five continuous delivery agile streams (tribes). Manage 24/7 operations for Fixed BSS and Enterprise Systems applications. Highlights to date:- Changed application delivery to be continuous delivery streams - Built an in-house development practice from scratch. Focus on modern development practices – BDD, CICD, Dev Ops.

My responsibilities at 2degrees increased following a restructure and I became responsiblefor the development and operations for enterprise applications. This included the ERP system Oracle Financials, the Intranet and Microsoft Office365, the ITSM application Heat, Payroll system, SalesCommissions system, etc. I also continued to be responsible for the EDW and reportingplatforms.Successes in this role included:▪ Governing the project implementing a new company Intranet.▪ Implementing a Big Data platform at 2degrees.▪ Selection and implementation of a new Sales Commissions system.▪ The EDW system becoming a 24/7 operationally supported system.▪ Being part of the team who defined the three-year technology roadmap for2degrees.▪ A member of Team Real, the 2degrees culture champions team▪ 2degrees Ultimate Values Champion 2016

This role was responsible for information management and business intelligence at2degrees.Responsibilities and successes in this role included:▪ Defining the Information IT strategy for 2degrees.▪ Implementing an end to end test environment for the EDW.▪ Managing the EDW re-development as part of the company BSS Transformationproject.▪ My team was one of the highest engaged teams at 2degrees▪ Additionally, I managed the Solution Architecture team from May 15 to Jan 16and lead the team to design a Domain Architecture structure which wasimplemented as part of the IT restructure in March 16.

Implemented a pilot Customer Analytical Record. The purpose of the pilot was to implement a monthly customer snapshot and demonstrate its use by analysing Onecard Visa applicants and identify future prospects for that product.

I was asked to come back to Vodafone to provide senior expertise for the BusinessIntelligence team after a large number of staff changes had occurred.Responsibilities in this role included:▪ Defining the business intelligence solution component architecture for newprojects, assessing impact on the business intelligence environment for anyupstream system changes and providing time and cost estimates for the impacts.▪ Point of contact for program and project managers for securing BI resources,providing progress updates and alerting of any risks that would affect projecttimelines. Resource management for the analyst and development teams.▪ Chairing the weekly business prioritisation meeting.▪ Being part of the Big Data proof of concept team.

Sovereign Insurance had embarked on a new Business Intelligence and InformationManagement programme of work when I assumed the acting role of Business IntelligenceManager to cover maternity leave. The roadmap for the business intelligence programmehad been approved and my responsibility was to kick off the projects to implement a newBusiness Intelligence and Master Data Management environment and provide technicalexpertise.Responsibilities in this role included:▪ Defining the solution architecture for the new Business Intelligence environmentincluding tool selection and managing a proof of concept development. Theenvironment was made up of a new data warehouse, ETL tooling, report anddashboard tooling, access portal, business glossary and master datamanagement.▪ Managing the vendor selection process for resourcing the projects and to selectongoing strategic vendor partnerships for the new environment.▪ Implementing and chairing a data governance council made up of a crossfunctional group of senior managers at Sovereign.▪ Implementing a business terms approval process based on the IBM standardinsurance industry framework (IAA).▪ Project planning, estimating and writing business cases for the programme ofwork.

Vodafone’s Business Intelligence team was responsible for the enterprise data warehouseand two smaller data marts. They also developed and supported operational reporting forthe company’s transaction based systems.Responsibilities in this role included:▪ Resource planning, management reporting and risk management for the BusinessIntelligence team.▪ Coordinating with the business representatives regarding ownership andprioritisation of business intelligence requests and system enhancements.▪ Overseeing the assignment and flow of tasks of the Business Intelligence teammade up of business analysts and report writers.▪ Managing the budget for data warehousing improvements and enhancements.▪ Responsible for engaging 3rd party development partners to implementenhancements to the data warehouses.▪ Managing the Business Intelligence outsourced projects.▪ Managing the outsourced 24/7 operational team until this function was moved tothe Operations team.▪ Providing guidance to the team resources in addressing project and functionalsolutions / issues.▪ Reviewing solutions prepared by the Business Intelligence team and the 3rd Partydevelopment partners.▪ Liaising with Vodafone project managers to provide / review business intelligencesolutions when the project has a business intelligence component.

Vodafone had embarked on a programme of work to replace the current enterprise datawarehouse. I was asked to be the lead analyst on the project that added the on accountcustomer data to the new data warehouse (EDW) including their call and billing records.Responsibilities in this role included:▪ Developing the approach for delivering the functional components of the EDW.▪ Working with the business to define the scope of the project deliveries.▪ Managing the project analyst’s work load.▪ Defining the requirements and writing the functional specifications including thesource to target documents.▪ Creating logical and physical database designs for the new models in the EDWbased on the Teradata communications industry standard data model.▪ Ensuring quality assurance during the development and test phases andmanaging user acceptance testing.

IAG New Zealand is the largest insurance company in New Zealand and sells NZI and Stateinsurance.Responsibilities in this role included:▪ Lead Business Analyst for the “Jazz Up” project. This project implemented ageneric document generation, delivery and archive system that could be used bya number of systems at IAG to produce client documentation.▪ Designing the strategy for incorporating multiple brands of insurance onto thelegacy insurance management system.

Mainland Products was a FMCG manufacturing company and was a subsidiary of Fonterra NewZealand. My role was to manage the Business Intelligence environment. The technicalenvironment was made up of a SQL Server database, Analysis Services cubes and the CognosReporting and Enterprise Planning applications. The Mainland business intelligence environmentwas being used regularly by 300 employees each month.Responsibilities in this role included:▪ Auditing the Business Intelligence environment and putting in a work plan toimplement the recommendations.▪ Work planning for the Business Intelligence team.▪ Project Management of a number of projects including a project thatimplemented the Cognos Enterprise Planning applications. These were used foroperating and capital expense planning, company budgeting and allocations forperformance reporting.▪ Programme Management for all Business Intelligence projects.▪ Team management including hiring staff.▪ Managing the relationships with several third party vendors who supported theMainland business intelligence environment or provided resource during projects.

I accepted a contract position to work on a project developing a new regional data mart for theFinance departments at Vodafone New Zealand and Australia.Responsibilities in this role included:▪ Business analysis including gathering business requirements, and working withthe business to define revenue rules and new processes where required.▪ Working with the developers to define the physical design of star schemas so thatthey would meet the business requirements.▪ Initial testing of the data in my focus areas and then running user acceptancetesting and user training for those modules.▪ Managing the relationship with the third party supplier who built the extract fromthe data warehouse.

I accepted a contract position covering maternity leave in the Business Intelligence departmentwhose responsibility was to develop and maintain the company's data warehouse.Responsibilities in this role included:▪ Project management for a number of data warehouse enhancement projects.▪ Business analysis including writing business requirements, user acceptancetesting and user training of the new data warehouse subject areas.▪ Project resource planning for the Business Intelligence team.▪ Logical and physical design of star schemas.▪ Designing and implementing a tool to maintain data hierarchies.▪ Third party supplier management.▪ Running training courses for Brio Insight.

Cap Gemini Ernst & Young was one of the “Big Five” Management Consulting firms. My roleinvolved being out sourced as a management consultant and line management within CGE&Y.Responsibilities in this role included:▪ Project management and business analysis for the development andimplementation of a new system to support Carter Holt Harvey’s exportoperations.▪ Business analysis for the design and development of a data warehouse solution tosupport M-Advertising at Vodafone. The role also included EIS developmentusing Brio Designer.▪ Business analysis and QA lead for the development of an ePayment gateway forCaltex.▪ Developing enhancements to the sales reporting system at Southern Cross.▪ Producing current and future state business process models for the ForestResources business unit of Carter Holt Harvey.▪ Writing proposals in response to request for proposals.▪ Estimating project lengths and costs.▪ Providing support and guidance as the senior business analyst and mentoringgraduate staff.▪ Leading the database special interest group

Responsibilities in this role included:▪ Project management for the enhancements and data conversion of the Air NewZealand frequent flyer system to support the booking class expansion project.▪ Project management for the enhancements to the Air New Zealand Point ofContact database, QIK front end to the reservations system, and the frequentflyer system to support the Single Point of Registration web site project.▪ Investigating and recommending data standards for Air New Zealand’s Point ofContact database.▪ Creating a prototype Oracle Discoverer application for the Air New Zealandfrequent flyer system to demonstrate the Oracle Discoverer product.

Job Title: Lead Analyst (Contract)I was seconded to the FIGARO Project, British Airways largest IT project at the time. This Y2Kproject replaced the existing Flight Information systems at five United Kingdom airports includingHeathrow with a single distributed Oracle DB system using MQ series to communicate with BritishAirways central legacy systems. Initially my position was to build and manage the analysis team.The analyst team included 2 business analysts, a data analyst and a graduate trainee.Responsibilities in this role included:▪ Team management including hiring staff.▪ Project planning.▪ Producing data and input specifications including GUI designs.▪ Organising user training and documentation.▪ Introducing a change management process to handle problem and enhancementrequests.▪ Producing change request specifications.▪ Third party supplier management.▪ Training graduate staff.Job Title: Implementation Manager Gatwick Airport (Contract)The FIGARO project was restructured in February 99 as the product was nearing implementation.The analysis team was disbanded, and I took on the role of Implementation Manager at Gatwickairport. In this position I was the liaison between the customers and the FIGARO project team andcoordinated the implementation and support of the new system.Responsibilities in this role included:▪ Implementation planning and management at Gatwick Airport.▪ Writing Gatwick Airport’s SLA.▪ User acceptance testing.▪ Managing cut over user support.▪ Prioritising problems and enhancement requests with customers.▪ Decommissioning obsolete applications and hardware.

Jan 98 - July 98 British Airways, LondonJob Title: Team Leader (Contract)I managed a team who developed two prototype applications using Microsoft Access for the userinterface and an Oracle database. These applications were used to record, measure, and producereports on the Punctuality of British Airways at Heathrow and Gatwick Airports. The second projectsuccessfully met the deadline of only six weeks to design, develop and deliver the system.Responsibilities in this role included:▪ Project Management▪ Team Management▪ Preparing and Running Workshops with Customers▪ Database and Screen Design▪ Training Graduate Staff▪ Writing service level agreements

During a company restructure I was promoted to become the manager of the Frequent FlyerSystems department.Responsibilities in this role included:▪ Project Management of two large projects. The first project was sending andreceiving all name and address details, on a daily basis, to an external companyfor cleaning, formatting and de-duping with other Air New Zealand storedcustomer information. The second project was managing moving AMPS to a newUNIX environment and ensuring this change was transparent to the users.▪ Project planning and resource management, budgeting and estimating time forproject tasks for the department.▪ Responsible for four business analysts, two technical analysts, one programmerand one test analyst.▪ Outsourcing management with our development partner Software ConsultantsLtd.

The Frequent Flyer Systems department supported Air Points, Air New Zealand’s frequent flyerprogram. The majority of the work involved supporting AMPS. The AMPS system is comprised ofcentralised Oracle/UNIX database server linked to a SQL Windows (Gupta) client/server userinterface. This system was used in Air New Zealand call centres around the world.Responsibilities in this role included:▪ Co-ordinating user acceptance testing, implementation and training when AMPSwas first implemented.▪ Project management and business analysis during the development of a numberof functional enhancements to AMPS.▪ First line user support, plus provision of support for staff during establishment ofa user support help desk.▪ Generation of ad hoc management reports via SQL queries and Crystal Reports.▪ Negotiating contracts with Air New Zealand’s alliance partners.

This role initially involved supporting the senior analysts and then taking on small projects.Responsibilities in this role included:▪ Writing test plans and testing communication links between Air New Zealand’smainframe reservations systems and agents systems.▪ Designing and creating a system for task management and time recording. Thiswas built with a relational database using Microsoft Access.▪ Designing and being part of the project team to create a system to process tapeswith data on agency bookings with Air New Zealand. Several reports werecreated including reconciliation reports.