At NeSI, I support Director Nick Jones and the SLT to lead NeSI through a transformation to a new generation of High Performance Computing (HPC) services, underpinned by new ways of working. NeSI is building a new super-computer, with a bare metal cluster integrated with a cloud-based platform, using devops approaches.I bring a product approach to this transformation, with a shift towards a more customer-oriented, strategically-aligned, and collaborative NeSI. This involves:- articulating a roadmap that connects strategy with delivery, so people can prioritise and deliver services that generate outcomes for stakeholders, and- fostering opportunities for people to organise around the work in emergent delivery teams that span role-based functional groups.At times my role also involves:- hands-on delivery leadership around specific priorities such as service data-migration, observability, security, software approaches, data centre infrastructure build and migration, and- contributing to user and stakeholder engagement, risk-management, and reporting.

Between 2018 and 2020, I helped grow Sentify's digital transformation practice in Australia and Wellington. Since then I help Sentify out with the occasional engagement.In 2018, I worked at the Department of Home Affairs in Canberra supporting adoption of agile practices, and continuous integration and delivery (CI-CD) tech. I facilitated communication and adoption of infrastructure automation. I also facilitated a start with DevOps at the State Library of NSW.In 2019, I led a digital readiness assessment for Tasman District Council. I coached the MIS team at NZ Civil Aviation Authority to adopt agile and DevOps ways of working. I also led a five-week consulting engagement at the University of Newcastle (UON) in NSW.The UON gig was significant for me as I got a chance to truly do what I do. Our brief was an assessment and roadmap for agile & DevOps. Instead of the usual outside expert approach, I led our team to embody the values that the client had asked us to help them with.We did collaborative interviews where the participants agreed to what we wrote. We showcased an iteration of our report in week one and every week after that. We wrote our report on the walls and iterated it based on feedback. We held workshops like ‘governance and delivery have a friendly chat’ where participants generated mvp agreements for iterative delivery. We started an agile & DevOps centre of excellence and just-do-it initiatives. We started an innovation incubator which spawned two four-week experiments.At the end, the client said they learned more from the way we engaged with them than they could from any report. They were so involved that the report felt like their report to themselves.This experience strengthened my resolve to be customer-focused, participative and iterative with everything I do.I bring these values my business development role, too – negotiating collaborative agreements to foster sustainable change.

I work with tech teams to help people build trust and communicate constructively, so that projects are more successful, and people have a better time working in them.I understand business, government and tech, and bring my ability to work with people, relationships and culture to those contexts.Everyone knows that good functioning within and between teams has a significant impact on project results, and makes working in them more fun. But team functioning is not always that great. Even with good people, processes and management, interpersonal difficulties can arise. It is often difficult to know where to start, and how to improve things. That is where I can help.And I mean exactly there — where things are right now. I work with you and your team to reach agreement about how things are going, and a state that would be better. Then I work with you to take one small step towards that state, then another, reviewing as we go.

At ACC, I coached teams and leaders who design and develop health services and injury prevention initiatives. They were at all stages on their agile journey. I had the privilege of working with two kaupapa Māori teams. As well, I worked extensively around the teams, and contributed in the agile community and across the organisation.Here are some of the outcomes of my work at ACC:• Higher performing teams – Diverse teams took more ownership of growing their own capability, effectiveness and delivery.• Growth in product leaders – Product owners grew in their customer-focus and product mindset, vision, roadmapping, and prioritisation.• Growth around the teams – Managers and colleagues around my teams grew in their agile mindset, capabilities and leadership.• Growth in agile capability – Many agile professionals developed their practice through my workshops, particularly around user stories.• Increased Treaty awareness – Hundreds of people attended my engaging workshops on the Treaty and its impacts on Māori health.• New organisation-wide initiatives – A recurring hackathon, lightning talks and a chance virtual coffee product that has gone viral.• Adoption of remote collaboration – Teams, communities and even external stakeholders learned to collaborate effectively online.

I founded OnlineGroups.net as GroupSense in 1998 providing adoption services around online collaboration tools. In 2003, I partnered with Richard Waid to develop our own open source platform GroupServer and the software service. In 2006 I employed Michael JasonSmith as the primary developer.I am responsible for the strategy, marketing and management of OnlineGroups.net.

Founder and facilitator of community of practice for biodiversity data managers in New Zealand.During the period 2007 to 2010, I founded Dataversity for the Terrestrial and Freshwater Biodiversity Information Systems (TFBIS) programme. Since 2010, Dataversity has been unfunded and has continued to function under its own momentum and with the support of a steering team.Most years we hold a workshop to share knowledge, build relationships and plan collaborative initiatives.

I started at ComputerLand as an Account Manager to get business experience. I was pretty bad at it and didn't like it much. After a year or two I moved into training where I did better. In addition to Word, Excel and Access training, before long I was doing training needs analysis and training sales.Following that, I established a software development capability at ComputerLand. We developed Access databases (sorry), intranets, websites and ASP apps. After a couple years that business was handed over to Turing Solutions.

I developed a course and provided training in confidence, communication, career development and computers for unemployed people.

In 1986 Kevin Makin and I founded what we thought of as a Regional Development Information Management Centre. The idea was to boost the information management capacity in the region, to support economic development.Even in 1986, Kevin saw information services as an opportunity for Tairawhiti as it would not suffer from the region's geographic isolation. Of course he did spot that information management was a little under-developed there at the time.Kevin found us an XT computer, and together we found premises and some funding and we started a training programme for young unemployed people. We were given the name Matapuna. The course became Confidence, Communication, Career Development and Computers. Donna Potini joined us as a trainer.Over those two years, the three of us had a lot of fun, made a lot of mistakes, learned a lot and contributed a little to some people's lives. I am not sure that we expanded the Region's information management capability terribly much.Before I left, I found new premises and a better funding contract which I handed over to my successors who built Matapuna into what it is today.

I did literature reviews and editing for Dr Kevin Makin on reports such as Objective Setting for Social Policy, Regional Development Issues Assessment and a Regional Directory of Community Organisations.