Sanford is NZ largest commercial fishing operation comprising inshore and deep sea fishing, land based and vessel based production, salmon and mussel aquaculture.Responsibilities:Lead consultant directing $NZ 40M program to replace legacy “point solutions” with modern Enterprise Resource Planning ERP and MES capabilityRecruitment and leadership of a team of 40+ direct consultants and up to 50 internal Sanford business resources. Solution Integration resource scaled to 30 consultants at timesFull commercial responsibility for all contracts and spend under the program Led governance and reporting to Sanford business, SLT, Executive team and BoardMajor Achievements: Led successful design, build and implementation of Enterprise Resource Planning (ERP) and Manufacturing Execution System (MES) capability in a highly complex, vertically integrated businessMicrosoft Dynamics 365 Finance and Operations delivered to Sanford Finance and Supply Chain divisions addressing end of life risk for legacy solutions and providing a unified data set to support faster, trusted decision making Marel Innova Manufacturing Execution System (MES) delivered to Processing division to support operations across 4 land based sites, 7 deep sea trawlers and 5 scampi vessels and new Bioactives facility (mussel powder)Simplification and process re-blueprint of all operational sites and critical value streams Procure to Pay, Master Planning, Order to Cash (inbound and outbound), Hire to Retire, Finance, Manufacturing

The Warehouse Group is the largest retail company in New Zealand comprising household NZ brands; The Warehouse, Warehouse Stationery, Noel Leeming, Torpedo 7, TheMarketResponsibilities:Lead consultant for ERP Discovery and product selection (Rfx) supporting business case supporting Finance, Supply Chain, HR and Retail capabilitiesReview of existing outsourced offshore development arrangements for group with recommended go forward strategyReview of HR systems landscape and identification HRIS strategy including of key priorities for group

Private Flight Global provide software as a service (SaaS) products to the private aviation sector. These include catering and flight management products.My responsibility was to lead & manage the day-to-day running of the global operation. Through successful co-operation across the leadership team we identified key performance metrics for Board and management level reporting to track customer behaviour and usage patterns across core products to inform customer follow up and training requirements.

Air NZ are the New Zealand flag carrier and provide commercial aviation services supporting inbound and outbound tourism. Air New Zealand has been voted “Airline of the Year” 2014 – 2018 by Airline Ratings.com.I was responsible for support and development of all the digital products that underpin the Air New Zealand operation. Teams achieved shift from traditional operational IT support teams agile, product centered teams :Emerging Technology product team established and working collaboratively with business partners developed prototypes against specific use cases for Chatbot, HoloLens and Robotic Process Automation (RPA) Crew Mobile and Airports product teams drove mobile penetration across large operational work-forces e.g. Cabin Crew, Pilots, Airports font and back of house. Engineering product team achieved a seamless upgraded SAP to address 7 years of technical debt.

I was responsible for program management of a portfolio of projects that supported business process simplification.

I was responsible for leading the strategic planning function for Group IT, ensuring business aligned IT strategy exists across all technology domains. This included delivery of current in market Air NZ mobile application.

In this role I was responsible for transitioning Air New Zealand from legacy high risk Data Center provision to new world class facilities with broad modernisation of core infrastructure including network, storage and virtual environments.

In this role I was responsible for all IT project delivery at Air NZ with the exception of Mobile and Online channels.

In this role I was responsible for optimising IT category spend and establishing a vendor management practice.

British Airways is the UK flag carrier and largest commercial airline in the UK based on fleet size. As Procurement Manager I was responsible for vendor management and sourcing lead for main desktop managed services.As Project Manager I was responsible for cost out and spend effectiveness across the IT department.As a Team Leader I was responsible for a team of six software licensing specialists and management of core software spend. As a Product Executive I was 2IC to the Product Manger with responsibility for mainframe and storage products.