Chris Pope Email & Phone Number

Auckland, Nz

Pukekohe, New Zealand

Auckland, New Zealand

Advisory.Works is a Business Strategy company that shows CEOs and business leaders how to navigate and lead change in their organisations with certainty.Having a highly successful track record in the market since 1993, the company is focused on assisting its client to succeed through clarity of vision, intelligent industry based strategy and the alignment of its teams to achieving goals.Advisory.Works are world class leaders in strategic planning, strategic execution and research based frameworks and tools that drive successful business outcomes.Our frameworks and expertise have been built been presented for leading organisations such as University of Canterbury, University of Auckland, University of Florida, CPIT, M.I.T. and Entrepreneurs Organisation groups across the globe.Advisory.Works have shown thousands of companies how to develop and execute upon their strategy and will show you how to successfully navigate and lead change in your company see less

Auckland, New Zealand

Recent engagements include:Transformation Coach assisting large Financial Institution to activate their strategy. (Bridge the gap between the corporate strategy and business unit outcomes)Advised a CEO and Executive Team to improve their execution capabilities and deliver their strategic objectives.Created IT Strategy, Roadmap, and Governance practices for an Electricity provider.Assessed a large Crown Research Institute's business technology tools and processes to determine how well it supported the new organizational strategy and enabled the staff to achieve their operational objectives.Rescued a simultaneous implementation of a job management system with a migration to a new finance management system for a large service management company. Engaged as the Chief Technology Officer for a 200 staff national Vehicle Inspection company creating and executing a transformation strategy that enabled the business to drive operational efficiency, innovate new products, and enhance customer experience.Provided independent review and advice to two organizations regarding replacement of their core Enterprise Software / ERP to best meet the needs of their business.IT Review and Digital Transformation Strategy - Worked with the CIO of a large Crown Research Institute to review the existing 50+ IT organization and recommend a strategy and structure in light of disruption affecting their industry. This involved interviewing senior stakeholders, and facilitating staff workshops to understand technical and customer trends that will impact their business. This was followed by working with the team to apply these disruption insights to the wider organizational strategy to define the Priorities, Objectives, Outcomes, and Organizational Structure that will meet them.Defined a strategic roadmap for a holding company and its seven subsidiary business units, providing senior management with clarity about their strategic objectives, and how these will be realized.

Auckland, New Zealand

Working directly with the CEO and Senior Leadership Team to transform the VINZ business.Defining and executing a digital strategy to drive operational efficiency, innovation, and enhance customer experience.

Auckland, New Zealand

I joined the Airports team to lead significant transformation programmes and bring governance and project management rigour the Airport Strategy portfolio.• Baggage Strategy and Product Leadership – Analysed customer and staff pain points, operational challenges, and industry trends. From this, developed the vision of where Air New Zealand’s baggage experience should be in five years, and a road map of new products, process improvement, and innovations to achieve it. Acted as the Product Owner for all Baggage related tools and products, determining direction and prioritising for the DevOps team. • Disrupt Management Program - Initiative to improve customer experience during disrupt events (Irregular Operations) by re-defining customer care standards, streamlining processes across Airline and Airport Operations, and developing technology to enable communication and self-service capabilities to passengers. This was a cross-departmental programme of work with active executive visibility. This delivered many business process and communication improvements, innovative customer self-service apps, and new staff tools that significantly improved customer and staff satisfaction.• Portfolio Governance and Oversight – Created a work plan of all active and proposed projects for the financial year, and provide oversight of the portfolio. Mentor project managers and led executive steering group activities and reports.• Applied Innovation and Strategy – Researched emerging trends and technologies in the airport industry. Determined which innovations the airline should pursue to significantly improve passenger experience, operational efficiency, and market differentiation. Led initiatives regarding mobile devices for airport staff, electronic bag tags, and automatic boarding gates.

Auckland, New Zealand

This was a turn-around exercise during which I had to quickly develop an action plan to identify and address the needs of the organisation, overcome the perceptions of past PMO failures, and develop a PMO that added value at both strategic and operational levels. I did this by creating a PMO that was benefits driven, strategy focused, and pragmatic. Focus is on Programme Governance and Management; Capability Development, Strategic Alignment, and Process ImprovementAchievements• Streamlined the PMO from a bureaucratic template-driven team into one that focused on maximizing the business benefit of the portfolio, and applying project management expertise efficiently and effectively.• Created a portfolio prioritization process which assessed initiatives based on how well they align with strategic objectives. This is a highly regarded process because it combines objective criteria with leadership engagement resulting in an agreed list of initiatives; while remaining responsive to the dynamic nature of the industry.• Instituted benefits realization practice in which all projects identified, agreed, and reported on expected benefits and how they would be achieved. This drove greater accountability on behalf of those proposing projects, promoted tangible results, and saved the organisation over $1M of spend in a single year from projects that could not be justified.• Led programme to redesign the economy check-in area in our Flagship Airport which significantly reduced operational costs, and improved customer experience.• Led the governance of the $50M IT Work Plan, increasing Executive engagement and satisfaction and reduced Opex write-down from $1.5M to $100k.• Conducted a targeted management review of a business unit (900 staff / $50M annual budget), identifying deficiencies and recommendations for improvements. • Instituted Lean / Agile practices (Scrum, Kanban) in the PMO and project delivery processes, streamlining delivery of value to all stakeholders.

I established my own consultancy and worked with clients focusing on delivering strategic organisational change.Business Transformation - StudentMax Programme, Unitec, Auckland NZ (Contract)International student enrolments were sharply declining since 2000 across all New Zealand Tertiary Education institutions. I was engaged by Unitec to lead an initiative to turn around this trend. I worked with the Executive team to define the strategy and oversee a programme of work to respond to this challenge by maximising the quality and quantity of enrolments through improved customer service and business processes.• Helped Senior Leadership team to define success factors and processes to drive cultural change through Unitec. This refocused the organisation from “educational bureaucracy” to customer-centric organisation resulting better engagement of their potential and current students.• Up-skilled internal staff regarding project delivery practices.Management Consultant to a Joint Venture (Manukau Institute of Technology, Auckland University of Technology, Manukau City Council) (Contract)I advised Executives from the three organisations to scope a joint venture whose purpose was to establish a Tertiary campus in the heart of a revitalised City Centre. This included strategy review, asset management, financial and management models, and programme delivery. This joint venture was subsequently implemented.Achievements• Facilitated Senior Leadership team to define the success criteria for the joint venture and understand all of the aspects to be considered.• Assisted the decision process that enabled them to make a decision to defer the project, in favour of a better outcome that was subsequently implemented.• Established solid programme delivery methodology suited to this joint venture.

Platinum Services Group is a professional consultancy that project management services, training, competency profiling, and project and organisational audits. I was responsible for managing client relationships and supervision of all PSG Project Managers and Business Analyst Achievements• Established solid strategy for PSG services that included staff development, client relationship management, and standardized QA processes.• Rescued a $1M+ client project that was failing to deliver, and suffering poor morale. By applying a combination of pragmatism and project discipline, I was able to win the respect of the team, refocus them on success, and lead them to achieve the project objectives.

ValueOptions is the 2nd largest managed mental health care company in the U.S.A. (3000 employees; IT department of 300; revenues over US$1Billion and approximately 30 million clients). As part of the Technology Planning and Deployment team, I was tasked with managing large strategic initiatives that involve high-cost, high-visibility, and enterprise-wide impact. ERP System Replacement and ImplementationThese implementations involved migrating core business activities and data, from the legacy systems to the preferred platform. These were large challenging high-risk, high-visibility projects that ran from 12 – 18 months with teams of over 40 experts in IT, Clinical, Customer Service, Training, and Finance departments across four different time zones. I managed the full life cycle from planning, analysis, design, development, testing, dry-run, implementation, and post go-live support. • Successfully delivered three strategic ERP migrations, completing the merger of four healthcare providers into a single entity to realise operational efficiency.Project Rescue – Outsourced ERP Migration and ImplementationMigration of one of the legacy systems was completely outsourced to a vendor to deliver for a fixed price. Three months before the scheduled go-live, the vendor could not give an accurate account or status for the project. Within two days, they walked off the job. I was requested by the Senior Vice-President of IT to step in. I quickly assessed the state of the implementation and developed an action plan to get the project back on track.• Successful rescued the project, and delivered it within three months of the original go-live date.

Epoch Networks was the largest privately held Internet Service Provider and “Tier One” peering organization. I was tasked with creating and managing an industry leading branded reseller support program for Epoch’s Internet services. Highlights in this position• Quickly promoted to create and manage a successful and reproducible Branded Reseller Support programme.• Coordinated cross-functional team to address complex logistical, technical, and business issues.• Worked with marketing and software development team to launch ten partners that increased sale of company services by 30%.• Streamlined the processes and tools used in the Branded Reseller programme. • Developed programs that helped improve morale and reduce employee turnover in a very stressful and competitive technical support environment.