Ongoing leadership for Corporate Day 1 ICT Programme post-day 1 establishment.

Lead for Corporate Day 1 ICT Programme. The role was responsible for establishing and supporting multiple delivery work-streams for the national functions ICT functions in the newly established Te Whatu Ora - Health NZ & Te Aka Whai Ora - Maori Health Authority ensuring the new entities were operational on 1 July 2022.Key areas of responsibility were:• Work with interim Boards, Senior Leaders & Exec Team to establish a work programme to deliver key business strategies in line with Pae Ora the Health reforms bill• Establish the new corporate functions for Te Whatu Ora Health New Zealand, including new modern end-user services and cloud services, new People and Culture systems for HR management and payroll and systems of engagement (Websites, H&S systems, Contract Management & ECMS)• Proactively and successfully managing important and time-sensitive projects• Developed Programme structure and established workstreams within the programme to deliver corporate systems for new health entities • Work with key vendors and suppliers • Governance across the programmes • Deliver Executive reporting to ELT, Board

Programme lead for Digital Enablement programme within MoH. The programme of work funded, track and supported projects within DHB’s, Primary and Community care facilities.Key areas of responsibility were:• Work with Senior Leaders & Exec Team in Data and Digital directorate and other key areas to review existing work and align to key business strategies• Established a programme of work and managed the delivery of 19 national digital initiatives within Primary and Community care • Developed Programme Business Case confirming the need to invest and the case for change • Maintained Governance across the programmes • Deliver Executive monthly to MoH ELT, Oversight Committees & Ministers• Support individual workstreams to deliver outcomes successfully

Digital Transformation programme lead with WorkSafe NZ. The programme of work aimed to consolidate existing Case Management System’s (CRM) onto an enterprise Microsoft Dynamics 365 platform.Key areas of responsibility were:• Work with Senior Leaders & Exec Team to review existing work and align to key business strategies• Established Agile delivery teams and the backlog of work for workstreams• Developed organizational plan for implementation through key workshops (Big Room Planning, Envision Workshops)• Delivered Strategic Assessment for Programme using Better Business Cases guidelines• Developed Programme Business Case confirming the need to invest and the case for change (approx. $17m NZD)• Established Governance frameworks for Scaled Agile delivery• Established Value Streams, Service Blueprints and Customer Journey Maps as part of programme • Established contracts with integration partners

GM role that established the business and its subsidiaries globally. The teams collectively were developing open-source SDKs and protocols that can be used to create blockchain networks with teams located in London and Auckland.Key areas of responsibility were:• Managed key stakeholder’s (Board and Senior Leaders) SLT expectations and defined specific goals for business units• Managed delivery budget ($65m USD raised through seed round funding) • Created board and project reporting standards• Helped deliver strategic programme of work for new blockchain technology with CTO• Day to day management and professional development of teams in Auckland and London • Managed OPEX and CAPEX budgets for the business • Portfolio managed across seven work streams of Agile development teams and two infrastructure teams• Coached and mentored key staff• Align priorities with product management team

Member of ICT leadership team, reporting to Director of ICT, responsible for the ICT project delivery teams across Auckland Council.Key areas of responsibility were:• Established Agile delivery practice at Auckland Council • Managed annual CAPEX budget ($85m annually) & OPEX budget for business unit• Redesigned delivery strategy to better meet the needs of the operational business units; moving towards opportunities for outcomes• Established vendor management panel to outsource delivery as required; creating better engagement model • Implement and coached Agile delivery practices and Scrum teams where appropriate in a hybrid delivery environment for digital and development projects• Business unit control of 8 direct reports, 130 permanent staff and contractors • Portfolio governance, support and benefits realisation• Prioritisation of IS capital portfolio in line with corporate strategy

Managed project delivery requirements for professional services team at key client sites

Portfolio Director on the Singapore government SOEasy project. Managed gov.sg web site refresh and procurement portal programmes

National manager in charge of technical teams across New Zealand

Manager in charge of Technical Services Group

Technical Project Manager on network infrastructure and Windows SOE rollout

Project delivery lead on European division mail migration project

Onsite project lead at Lloyds of London Insurance

Technical Architect for mail migration strategy

Project co-ordinator for financial services projects

Operations support for financial services back end systems

Operations support for IBM mainframe banking clearing systems