As Head of Delivery Governance I am responsible for transitioning and streamlining Agile ways of working to bring a fresh mindset and approach to delivery in RMG Technology across Product Engineering. I have significant I.T. experience in both traditional waterfall and Agile (ICAgile Certified Professional, ICAgile Certified Professional - Agility in the Enterprise, ICAgile Certified Professional - Coaching Agile Transitions). I am a builder of successful delivery teams, producing the right solution combined with the processes to provide successful iterative delivery.Activities include:- Creation of Strategic Roadmaps with Enterprise Architects and Domain Owners to support Cloud First vision to provide maximum business benefit- Creation of Digital transformation strategy within RMG- Alignment and tracking of Roadmaps to OKRs to strategic and Roadmap benefits- Budgetary allocation, responsibility, tracking and reporting with Group Finance- Implementation of monthly review and alignment sessions, ensuring budgets, business benefits and priorities are set/confirmed in alignment with Roadmap/Strategy objectives- Group Finance and Group Audit review processes enabled and maintained- Review of Agile training courses and implementation of standard training on Agile for Technology delivery staff- JIRA, Confluence & ADO consolidation with Product based delivery team set-up and reporting- Process mapping and simplification of driving change from manual Demand/Capacity/Planning and migration onto Planview for all activities - Implementation of AgilePlace to provide single view of work between Azure DevOps and JIRA workstream/delivery throughput- Centralisation of core delivery KPIs - Additional use cases of Planview ICP module to capture cradle to grave project ideas/development and the synchronisation possibilities into AgilePlace to manage Capital Book requests centrally

Activities included:- BIG/ETP Programme Manager, covering the two technology platforms, managing business case and strategy creation with key senior management within the two platforms as well as budgetary allocation, tracking and reporting.- Jan 2019 role added an additional three platforms – eBusiness, PDA and EPS.- Review of cross platform delivery for the platforms and how to implement across platforms.- Modifications to the budget and delivery process allowing tracking of budgets and benefits to the individual enhancement delivery components.- Accurate and reliable budget reporting to the platforms, as well as having the ability to help boost the agile uptake and mentoring of the skills in the team. - Improvements in Maturity tracking and KPIs to the platforms e.g., Defect Leakage KPI- Escalation of programme delivery. Using my experience of digital delivery, brought in as Benefit Owner for the CWR project to ensure usable components were delivered.-Tracking and planning on the resource mix required within delivery and making sure under recover is reduced.- Organisation of PACE reduction activities for the platforms.- Ensuring the platforms business case was delivered to budget while maximising any benefits outlined.- Ensure annual review of benefits from raised CCNs, ongoing with finance.- Ensuring take up of PTOM and cost reduction for platforms. - Review of PTOM Maturity, ensuring targets are assigned and tracking is carried out per quarter with plans for improvement delivered.- Accountable for managing risks, issues, and change, escalating & proposing possible solutions where necessary.- Supports product owners in managing customer expectations for platform deliverables including product increment definition and planning. - Ensure governance processes are adhered to including service, sourcing, and project delivery controls as appropriate. - Support the shaping and business case creation of (capital) investments.

Digital Programme Manager, working on New Zealand On Air (NZoA) & TVNZ Portal, to provide free video on demand content and HTML5 games to children aged 5-9 throughout New Zealand. Original brief was to deliver a responsive website, however after initial technology review and statistical analysis of existing trend, I have managed the Executive levels in both organisations to realign the solution to be based on a new external vendor greatly reducing cost and schedule of delivery.Activities included:- Implementation of Agile processes and procedures for the Programme of work within TVNZ- Creation and analysis of Epics, User Stories and Acceptance criteria with sponsors and product owners both of NZoA and TVNZ- Creation of programme dashboard for reporting and decisions within the programme- Setup of JIRA, Trello and Slack to help deliver a combined communications strategy with the varied parties within TVNZ and the external Sponsors NZoA- Stakeholder engagement and management throughout the organisation- Adoption of Agile artefacts (Programme & Project Boards, Stand-ups) within the projects to increase business user’s confidence and visibility of project delivery- Architectural engagement to review and re-align the programme to provide a streamlined solution using external vendor off the shelf solution- Creation of standard Agile delivery process and documentation to enable rapid delivery of digital items- Tracking and regular review of Issues, Risks, Dependencies & Blockers

Programme ManagerManaging the Student Experience (SE) Programme and associated projects, within the Transformation Programme. The SE projects are a set or approximately 12 projects which touch all digital aspects of the Student Journey at Unitec, from Enquiry through to Graduation and Alumni services. PeopleSoft CRM, Campus Solutions 9 and Microsoft Azure are the primary platforms being used throughout the scope of the project. I implemented sprint boards and stand-ups within the Unitec Waterfall framework of the PMO, which is gave greater visibility, confidence and ownership of projects within Unitec.Activities included:- Review and analysis of individual projects within Unitec and where they impact the Student Journey and rationalisation of these to the strategic and tactical intent of Unitec- Creation of Programme roadmap to deliver the Student Experience Projects at Unitec- Creation of Student Experience Pipeline of work and complete set of business cases outlining full return on investment, alongside benefit realisation for Unitec Council approval- Stakeholder engagement and management throughout the organisation- Adoption of Agile artefacts (Programme & Project Boards, Stand-ups) within the projects to increase business user’s confidence and visibility of project delivery- Architectural engagement to ensure alignment of development meets the current Information Management Systems technology stack- Creation of standard Agile delivery process and documentation to enable rapid delivery of digital items- Tracking and regular review of Issues, Risks, Dependencies & Blockers.

Digital Programme Manager on the Digital Parcel Solutions Programme.Activities included:- Delivery of the Digital Parcels Programme to NZ Post Groups strategy to grow and support parcels within the digital realm.- Definition & implementation of agile methodology for delivery. - Programme planning and resource coordination for all activity within the programme.- Assist in completing the business cases and investment cases for funding approval.- Stakeholder management including Programme Sponsor, Steering Committee, Risk and Assurance.- Support product owners in defining required future capability, resources required, funding required and execute roadmap.- Line management of 12 staff.- Support project managers to deliver on plan.- Ongoing use of agile reviews in the programme to keep it within budget and deliverable targets agreed as part of a waterfall business case.- Ensure reporting adhered to waterfall processes and procedure to adhere to audit and EPMO.- Mentor and support of product owners to deliver the Digital Parcels programme.- Financial responsibility for NZD$45m budget to deliver outcomes from business case.

Activities included:- Review of programme and alignment of deliverables with Architecture to provide reduction in dependency clashes and deliver projects cleanly- Stakeholder engagement and management throughout the organisation- Architectural engagement to ensure standard product features are enabled within the Digital stack, to make dependencies and technologies align between the Digital and Retail business units- Creation of standard Agile delivery process and documentation including User stories, estimations, prioritisations, showcases, Scrum creation, iteration and sprint planningProgramme of work -- Release of B2B Assure project for the TPII DSL technology stack – allowing automation of fault tickets directly to Chorus, and reduction in call time from 12 mins average, to four mins- Vodafone Community upgrade – deployment of Lithium cloud based community software for NZ Vodafone customers, including migration of users to the Lithium system.- Online Shop Optimisation – allowing rendering for mobile devices from single code pages- FAB sign-up – allowing customers to complete online purchases of mobile and broadband products- ATG upgrade from 8.1 to 10 – giving additional standard features- Oracle WebCenter Sites deployed to server Vodafone NZ web sites, replacement for Documentumm.cms – allowing rendering for mobile devices from single code pagesWebsite address checker and product chooser – allows product to be configured correctly before linking through to ATG to allow purchase- End to End Order Automation – automation of orders from Oracle ATG to Self Service projects, enhancing the features within Desktop, iOS and Android applications for:- My Vodafone Optimisation – migration of self-service portal features to a responsive design▫ Single My Vodafone for FAB and Mobile – allowing TPII legacy DSL account details to be viewing in iOS and Android apps via RESTful API technology

Platform delivery project, enabling Yellow to push the boundaries of the consumer experience, as well as the deployment of back end technology and process changes to internal staff and external advertisers. Agile deployment and development at Yellow allowed legacy waterfall projects to be reanalysed and legitimately stopped due to the long time scale and high costs.Activities include:Development and Strategy implementation -- Definition of strategy and roadmap items for Yellow pages® and White pages® platform migration programme utilising Agile techniques- Review and coordination of all requirements, business cases, benefit & KPI baselines and change control requests within the Online programme- Review of Process, People and Change implications throughout the programme when transferring from waterfall to Agile- Creation of Agile processes for Development and Delivery, including User Story coaching, sprint planning and Scrum creation- Review of Project impacts within the organisation, as well as to Advertisers and consumers- Stakeholder engagement and management throughout the organisationProject Implementation -- Schedules and budget of $15 million for the Online programme- RFP, RFQ and Statement of work coordination and scoring/assessment for project work carried out- Management of key vendor relationships, across New Zealand, Australia, UK and USA & Team management within the project stream

Project Manager, brought in to projects within the University that we’re failing. Produced fast turnaround of two key projects – one being a data warehouse project utilising PeopleSoft application data and Hyperion reporting Tools, and the other a workflow/shopping cart web application deployment.Activities included:Development and Strategy implementation -- Change & Communication planning- Risk & Issue Identification and planningProject Implementation -- Prioritisation of workflow/shopping cart requirements- Recommendations of additional CCE solutions- Vendor relationship/management for warehousing project- Status reporting and senior executive reporting

I was brought to the organisation in order to set-up an IT focussed PMO across business units. Originally using traditional project methodologies, I was then empowered as Agile Champion for Suncorp Wealth Management New Zealand (SWM NZ). This change in PMO methodology realised the delivery of IT Strategy & Change Management for NZGT Business units. This resulted in all project creating known sprint burn rates with associated costs, allowing project start and costs to be reduced from initial four months to four weeks.Activities included:Development and Strategy implementation -- Process mapping and creation of standards using UML- The deployment of internal MS SharePoint - Hiring and development plans for Project staff & Business Analysts transitioning from waterfall to Agile- Working with Senior Executives to review annual strategic plan and budgets, alongside the programme work for SWM NZ Business Technology team- Creation of Asteron Wealth Management Strategic IT plan, consisting of Office workflow Automation and CRM system implementation.- PMO realignment and deployment to an Agile methodology across NZ for Astern Wealth Management, and migration from waterfall to Agile on appropriate programmes and projects.- Implementation of Agile base project reports, burn down charts and scrum burn ratesProject Implementation - - Deployment of web site and back end application projects- Project for Branch rollout of new applications for Workflow, Process Management, Change Management, Contact Relationship Management (CRM), Document Management, Time Keeping and Billing, web based .net front end.- Project to Develop & implement solutions for NZ Post July 08 standards- VOIP Avaya implementation- Online corporate banking and automation of payments/collections- Project for Business Intelligence using Crystal Enterprise deployment and WhereScape Red- Project for PIE Fund implementation, reporting and updates

Strategic planning and definition of standard technologies for commerce and multi language enabled websites.

Creation of business dial up software alongside packaging and marketing of business connectivity products and web services.