Opuha Water Ltd (OWL) is a progressive infrastructure and irrigation Co-Operative company based in South Canterbury. OWL owns and operates the Opuha Dam, Power Station, and associated irrigation distribution systems. OWL has been part of our local community for over 20 years now and have delivered significant environmental and community benefits over this time. OWL works with a very precious natural resource, fresh water, and as such takes its obligations incredibly seriously around its management. OWL has a small and dedicated team, that are all passionate about what OWL does and how this enables community and environmental prosperity.As the CEO of Opuha Water Ltd I was responsible for the co-operative's performance to the board of directors. The breadth of accountability was considerable as a small team with a broad set of responsibilities. This included the following domains• Strategy Formulation and Execution• Enterprise Risk Management• Treasury Management• Relationship Management• Asset Management• Dam Safety Management• Regulatory Change• Environmental Performance• Communications & Branding• HR and Talent Management

I led the South Island Maintenance Unit in providing and maintaining systems, as used by regional airfields, airport customers and southern regional customers. This included meeting internal and external Service Level Agreement’s and promulgated standards set by Airways and the Civil Aviation Authority. In this role I was accountable for the formulation and implementation of South Island maintenance strategy, policy and initiatives to ensure Airways is a global show case for aviation technology and maintenance.In fulfilling my role I undertook the following aspects• Leadership• Health and Safety• Planning• Financial Management• Customer Focus & Relationship Management• Risk Management• Asset Management

As the Southern Regional Leader I was responsible for the safe, efficient and effective asset management of Trustpower's hydropower assets and asset management contracts in the Otago and Canterbury regions consisting of six schemes, 12 power stations & 19 hydroelectric generators. This included management of a significant budget for the operation and maintenance of all the Southern schemes. The role provided leadership to two technical team leaders and their respective provincial teams (15 people).As part of the effective scheme management I was also directly responsible for all of the resource consents which the schemes were operated under. This saw regular interaction with regional councils and internal environmental staff to ensure compliance. Key Accomplishments • Represented Trustpower interests on an industry working group (StayLive) to improve technical competency frameworks across the generation industry.• Key member of cross functional group that researched and brought about internal change to how ‘Performance Management’ was undertaken at Trustpower.• Built and enhanced relationship with Irrigation partner (Maniototo Irrigation Company) at Paerau Gorge Hydro Irrigation Scheme• Significantly improved maintenance routines and achieved ‘buy-in’ from technical staff that undertook the routines.• Developed a 10 Year Asset Management Plan and Preventive Maintenance Routines for Opuha Water Limited’s Hydro Assets.

As the Technical Team Leader of the Canterbury team my responsibilities included personal management, staff recruitment, budget development, asset optimisation, resource planning and allocation.The asset base in Canterbury was geographically spread across three Trustpower generation sites and one asset management customer site.A strong Heath and Safety emphasis across all that we did as a region was evident due to the safety critical nature of the tasks the staff completed.

I managed the administration, discipline and technical efficiency of SQN Maintenance team that included 50 aircraft technicians of various trades and experience levels. As part of this role I was responsible for the engineering approval and managerial oversight to flight line maintenance activities that ensured the aircraft met serviceability and availability requirements. This role was multifaceted in that I performed a range of leadership and management functions from technical engineering approvals, people and team leadership and the financial management.Key Accomplishments• Built and established system status reporting tool that ensured aircraft operators knew the state of all aircraft systems prior to missions• Logistical management to deployed team undertaking Search and Rescue duties in the search for MH-370 off the Western Coast of Australia.• Effective mentoring and professional development of staff such that they were able to achieve promotion or re-branch into other trade groups.• Establishment of cross-functional group of peers who undertook similar roles at other operational SQNs, such that ‘lessons learned’ could be shared and discussed for wider learning.

The RNZAF Rugby Society is a 'behind the scenes' group of people who are striving to advance RNZAF rugby. As Chairman of the Society I assumed the responsibility for aspects such as sponsorship, tour organisation, strategic relationship management and the hosting of our VIPs and sponsors.The role encompasses the more strategic management and leadership of RNZAF rugby, allowing individual base rugby committees to concentrate on the tactical implementation of the code.

This position manages the development of safe and effective aeronautical software for RNZAF aircraft. Principle advisor to Flight Commander Software and Simulation Support Flight on all matters relating to the development of aeronautical software through the application of RTCA/DO-178B Software Assurance to the RNZAF Technical Airworthiness Framework. Responsible for the effective daily management of relationships and activities of the Software Life Cycle Support Contract. Key Accomplishments• Comprehensive understanding of the SDLC with particular focus on aeronautical software. This includes involvement at all stages from requirements definition through to system integration. • Seconded into flight simulation cell to undertake project work. Included hardware upgrade to improve simulator reliability and multi-stage software enhancement project to provide greater simulation fidelity.• Production of a training continuum to allow future RNZAF software specialists’ greater understanding of aeronautical software and associated standards.• Establishment of a work prioritisation policy that ensures that the limited software engineering resource undertakes the highest priority work in the most efficient and effective manner.

In this position I was responsible for leading 20 aeronautical training staff and up to 90 trainees. The role encompassed many differing aspects which included, performance reporting, conduct management, mentoring staff & trainees, resource management (human, training resource & financial) and training curriculum development. Managed an operational budget of ~$1.2M.Key Accomplishments• Lead a relocation of several specialist training schools into a main training building which reduced business overheads and gave the opportunity to enhance the training capability of those schools.• Developed an activity-based budgeting system which enabled all training units to accurately build their annual budget whilst being very useful for forecasting monthly out-turn. • Coached and mentored numerous staff and trainees to achieve their respective goals. Some examples being, staff transitioning out of the RNZAF, trainees wishing to change their chosen trade and staff wishing to undertake additional tertiary study.

As an Avionics Technician at 40 SQN, I was responsible for all aircraft electronic and electrical systems and components, including radars, radios, navigation equipment, flight instruments, infra-red technology, Night Vision Goggles (NVGs) and electrical generation. This role was undertaken as part of a ground team who carry out all aspects of equipment installation, troubleshooting and maintenance in support of the C-130 & Boeing 757 aircraft the squadron operate. My duties ranged from day-to-day servicing of aircraft on the flight line to the major overhaul of systems and components to looking after the aircraft when it travelled overseas.Key Accomplishments• Taking part in operations in support of NZDF troops in Afghanistan.• Maintenance of aircraft involved in numerous high-profile tasks including but not limited to; 95th anniversary at Gallipoli, NZ memorial unveiling at Hyde Park London, Antarctica operations, Sumatra Tsunami support.• Promotion to Corporal within six months of posting into 40 SQN. Towards the end of posting, I was approved to undertake the duties of a Sergeant. This meant taking primary responsibility for approving an aircraft’s serviceability state prior to flying.