Brendon Mchugh Email & Phone Number

Tauranga, Bay Of Plenty, New Zealand

New Zealand

New Zealand

Responsible for:• Setting the club short and long term strategy, then overseeing achieving it.• Overall governance and financial security of the club.• Ensuring the club is compliant with all legal and constitutional requirements.• Identify and manage risk.Elected as Chairperson soon after the merger of the Mount Maunganui and Tauranga City United clubs. Used my experience in governance, change management and strategic planning to lead the club through significant change including turning around their financial situation to a positive one within a year. Tauranga City AFC is now regarded as the region’s premier football club with 650 members and now operates junior and youth development programmes which compete with the best in the country.

Tauranga, Bay Of Plenty, New Zealand

Responsible for:• End to end management of major IT application and infrastructure projects.• Product Innovation management from feasibility to launch, in particular larger complex projects.• Implementation and management of project governance and reporting.• Managing global stakeholders across all levels of the business.• Lead problem solving for teams and mentoring Project Managers across the business.Delivered a wide range of key projects including the migration of their ERP system (QAD) to the cloud and upgrading Enterprise edition, implementation of a Quality Management System, Production Workflow system and several other applications. After moving into the Product Innovation team I’ve been responsible for the successful delivery of key consumer products from feasibility to launch, often managing up to 10 product developments at one time. I’ve also used my skills and experience to introduce project governance, risk analysis and reporting across the business while leading problem solving initiatives to support company strategy.

Responsible for:• Overall responsibility for creating the Business Readiness Programme Plan.• Implementing initial business change (ADKAR), Activity Based Working (ABW) training, engagement, communication and user relocation work streams.• Smooth transition to Trustpower’s People & Culture team.Part of a larger programme (Synergy) created by Trustpower to oversee all aspects of their relocation to a new area, building and ways of working for their headquarters in Tauranga. I was responsible for initiating and managing the Behavioural Readiness Programme which worked closely with an overseas supplier and local/national staff to identify the behaviours and activities that would assist staff with the major change in their ways of working. I then assisted the People & Culture team identify how they would implement this change over the remaining 18 months.

Sydney, Australia

Responsible for:• Channel strategy tailored for Rackspace and its high growth demands for the ANZ region. • Founded and built a successful Partner Network for Rackspace ANZ.• Managing a team responsible for driving and maintaining Rackspace’s famous internal culture and ‘Rack Gives Back’ (Rackspace’s program for giving back to the community).• Lead a team to successfully relocate 2 office relocations for Rackspace in 18 months, the second to an ABW environment. Rackspace is a world leading technology company with a mission statement to be recognised as one of the world’s greatest service companies by delivering "Fanatical Support". They achieve this by creating a culture that drives the behaviours that sets them apart from other organisations.After successfully managing key partnerships across Europe, consistently finishing above annual targets, I was offered the opportunity to relocate and join Rackspace's new office in Sydney as Head of Channel Sales for the Australia and New Zealand region. After implementing the regional specific channel strategy, a team was put in place to support its growth.During my time at Rackspace I also managed teams that drove culture and community programmes while also leading teams to relocate twice, the second one into an ABW environment.

Project Manager - Adult Social ServicesInitially contracted for 2 months to complete a couple of projects that were due to go live but had slipped. On successful completion of these I was retained to manage multiple projects across Newham Adult Social Services. Additionally I consulted on behalf of Newham for a Nationwide project (WSD – Whole System Demonstrator).Key achievements: • Implementation of CareFirst CMS across Adult Services.• Business change & readiness for staff moving from paper to tablets.Project Manager – Early Years and Children Services (EYCS) Contracted to turnaround a derailed project that had been managed poorly, losing support from users, stakeholders and vendors. After 12 months we successfully rolled out the first iteration of CareFirst for EYCS in the UK. This involved migrating highly sensitive data from 8 silo CMS’s across the borough to a single CMS. This project was high-profile for the Borough and CareFirst as it was a pilot to roll-out across the UK.Key achievements: • Quickly turning around a failed project.• Leading the development and implementation of a new major CareFirst CMS module.• Business change & readiness for staff moving from paper to tablets.• Creating and managing a Nationwide user group.

Responsible for:• Developing and managing a portfolio of private and public sector clients.• Successful delivery of small and large IT programmes and projects.• Facilitating problem solving workshops.• Identifying business needs and recommending improvements.• Developing and delivering Behavioural Change programmes.I founded LMC Group to provide consultancy to a range of small and large clients in the UK private and public sector. Key clients included British Telecom (BT), National Health Service (NHS) and London Borough of Newham Council. The core focus for LMC Group was IT Programme/Project Management, however I often provided business analysis, facilitated problem solving workshops and managed business change programmes focusing on ways of working. Most contracts were fulltime due to their complexity, however at times I would need to consult to multiple clients.

Business Analyst / Project Manager - National Health Service Modernisation Agency (NHSMA) The NHSMA Programme was responsible for delivering modernised information infrastructure and knowledge management systems and processes that enabled the Agency to modernise the entire NHS. This was achieved using CMS intranet (MS CMS) and extranet (MS SharePoint) products to create a collaborative and document management environment searchable and open to all staff and NHS associates.Key achievements: • Identifying user requirements for developers.• End User device refresh.• Implementing an intranet and extranet.• Implementing new ways of working, including technical and behavioural training.• Overall programme CommunicationProgramme Manager - National Health Service Institute for Innovation & Improvement (NHS Institute) The NHS Institute was created to transform good ideas into workable solutions for an improving NHS. I used knowledge gained from my previous NHS contract to deliver a similar intranet and extranet.Key achievements: • Leading the new ways of working workstream to identify areas of improvement. • Analysing user requirements to refresh the intranet & extranet.

Part of a large programme to update BT applications. I was contracted to take over from a departing Project Manager at a key time to focus on the technical implementation of the project.Key Achievements:• Quickly getting up to speed so no time was lost.• Gaining valuable time through improved management of the project.• Successful implementation of MS SharePoint servers.