Anton Davis Email & Phone Number

Wellington & Wairarapa, New Zealand

Allen + Clarke is a professional advisory firm with offices in Wellington, New Zealand, and Melbourne, Australia, working globally. We are trusted advisors to the public sector, the private sector, and NGOs. Our company purpose is to mobilise passionate and capable people to tackle the challenges facing society.

Wellington, New Zealand

Supporting government and corporate clients to develop and operationalise strategies, navigate change and thrive.

Melbourne, Australia

Management consultant providing advisory services to government agencies, not-for-profit organisations and SMBs. I work across the client organisation, including with senior executives, Boards and business owners to plan for the future, solve problems and improve performance. Recent highlights:o Worked with the AUSTRAC CEO and executive to redesign both the operating model and later, the regulatory model that underpinned the largest ever ($700millon) civil penalty in Australian corporate history secured from the Commonwealth Bank (CBA). o Delivered the Command, Control & Coordination Plans for the Asian Development Bank Meeting in Nadi, Fiji (May 2019) and for Australia’s G20 host years in 2006 and 2014, including the Leaders’ Summit hosted in Brisbane (Nov 2014).Other examples of my work:o NSW Government Cyber Incident Response Plan (2018)o Strategy and Governance Review for the Central Bank of PNG (2018) o The Australian Government Office for Women (OFW) Corporate Strategy (2017): o Interplast Strategic Plan 2014-18. o The Department of Prime Minister and Cabinet (PM&C) Security Capability Roadmap (2016)o The PM&C Corporate Services Transformation Blueprint 2014-15 o PM&C Financial Management Strategyo Australian Climate Change Regulator Corporate Strategy & Organisation Design (Blueprint)

Australia

Initially a senior consultant proving crisis management advice and solutions to Boards and Executives regarding some of Australia’s largest corporate crisis events that included power blackouts, mining contamination, product failures, corporate collapses, bush fires, terrorism and market failures.Designed and implemented innovative solutions that addressed issues such as brand equity, recovering market share, managing contingent liabilities, mitigating legal risk and relationship management. In 2002, promoted to lead the Division.Key highlights included:o Outperformed revenue and profit targets in each financial year (2002-2006). o Lifted the company’s advisory capability through successful mentoring and personal development support of team members, leading to an increase in the volume and value of consulting billables. o Enhanced the company’s reputation for innovation by leading the development of CRISYS™, the company’s bespoke crisis management software application.o Assisted with the design and implementation of a compensation scheme that resulted in the settlement of all claims for less than half the liabilities estimated by the Lloyds underwriters.o Led the team to advise and administer the Australian Government’s $840million compensation scheme in respect of the corporate collapse of HIH Insurance.

Auckland, New Zealand

Project Manager within the Finance Department. Responsible for managing various finance projects, including the logistical and planning requirements of the Initial Public Offering (IPO) of shares, as well as the company’s investments in Power New Zealand, Waikato Energy and the Natural Gas Corporation. Investor relations also incorporated the management of the company’s convertible note register and oversight of the dividend process. Key highlights included: Seconded to the crisis management advisory team in response to the Auckland Power Blackouts in 1998. Contributed to the design and implementation of the compensation scheme that resolved more than 10,000 claims for 30% of actuarial estimates, within 50% of the expected time, all without recourse to litigation. Led the review and redesign of the dividend distribution process, including the calculation model. The changes led to a reduction in the process timeline from 5 months to 3 weeks. Project lead responsible for all logistical requirements for the hostile takeover bid of PNZ, including a team of 72 staff at its peak. Brought all operations in-house terminating the use of external project management agencies and consultants.