Dave Brown Email & Phone Number

Auckland, Nz

Auckland, New Zealand

Squash NZ is the national governing body for squash in New Zealand. At the heart of everything we do together is our unrelenting drive to get more people actively participating in squash, to succeed on the world stage and to help squash communities thrive.

Auckland, New Zealand

The Head of Value Enablement is accountable for the design and operation of a Value Management Office (VMO) for Fidelity Life, developing capabilities to effectively govern, manage and operate a multi-year Business and Technology Transformation Portfolio and deliver financial objectives alongside an improved employee and customer digital experience as a result.Key Responsibilities• Ensure alignment of investment to strategy: Develop and maintain an integrated view of delivery across the Transformation Portfolio, managing sequencing and dependencies, resource contentions, in line with strategic intent, using data to improve performance.• Implement an integrated benefit management and realisation framework: Develop and implement appropriate governance and financial mechanisms across all levels of Fidelity Life’s Transformation Portfolio. Ensuring that investment made delivers value to the organisation • Portfolio & Operations Operating Model: Define, implement, maintain, and communicate operating models to support delivery across programme management, collaboration, knowledge management, resource planning, vendor management, and reporting, leveraging agile principles, to enable consistency across the Fidelity Life transformation portfolio. Ensuring that the design of the VMO considers the employee and customer experience and is aligned to Fidelity Life’s Winning Aspiration and strategy.• Business Unit Annual Planning & Quarterly Performance Review: Manage the development and monitor progress of the Enterprise activity planning across all business units, monitoring performance to objectives and business performance against the Enterprise Scorecard. In addition, facilitating changes in the project portfolio activity required to address Business Performance issues.

Marlborough

Operating as a regional franchise of the National Graeme Dingle Foundation, Graeme Dingle Foundation Marlborough’s mission is to deliver programmes that are proven to bring positive changes to the lives of young people at the top of the south island. Presently we have five transformational programmes in Marlborough impacting more than 3000 of Marlborough’s young people every week.

Auckland, New Zealand

The Head of Business Transformation is accountable for the Digital & IT Transformation strategies and sponsorship of associated capital projects and oversight of their implementation alongside capital planning for the corporate project portfolio and supply of several transformative functions to the enterprise. My team delivered capabilities to the wider enterprise to deliver greater efficiency and improve customer & employee experiences. - adoption of automation and digital solutions to drive digital/technology-enabled business transformation.- the adoption of process optimization activities. - successful implementation of people, process and technology changes through coordinated change management and building change capability in the organisation- leading the re-engineering of how the business creates value for customers in the digital age and how to drive operational agility in service of customers with consistency.- driving the digital transformation agenda, including the long term vision and value proposition through to its implementation.Key Achievements:• Led Digital & Customer experience transformation for 2degrees: I led the development of the Digital Transformation strategy successfully through to Board endorsement, in addition to delivering part 1 of the transformation, implementation of a new Digital Experience Platform and front end experience transformation• Implementation of Robotic Process & Desktop Automation capability: I led the implementation of new robotic automation capability. Creating an automation function from scratch, focused on removing waste by automating low value, repetitive processes and tasks led to annualised savings in excess of $2m in less than 2 years. Leveraging automation as a tactical solution ahead of CRM platform modernization.• Operational Excellence & Process Re-engineering: I led the development of a process re-engineering function that complemented both the Change management and Automation practices.

Auckland, New Zealand

2degrees is a telecommunications company operating in New Zealand. It became New Zealand's 3rd full Mobile Network Operator when the company launched in 2009. My role as a Senior Project Manager is based within the enterprise project management office as part of 2degrees' I.T & Digital department. My role spans a wide scope of projects for multiple business units. Examples of projects I have managed at 2degrees:• Implementation of a technology stack to support a 3rd Party entity utilizing 2degrees' Mobile Network as a virtual operator• Establishment & Management of a commercially sensitive & confidential Project/Programme of work

Auckland, New Zealand

Vodafone New Zealand is a telecommunications company operating in New Zealand. It is New Zealand's largest mobile phone operator, based in Auckland, and employs over 3,000 people Nationwide. Vodafone has its main offices based in Auckland, Wellington and Christchurch.My role as a Senior Project Manager is based within Technology covers a wide scope of projects for multiple business units. during my tenure at Vodafone I have managed numerous Infrastructure, Integration and Software/Application projects. Examples of projects I have managed at Vodafone:• Enterprise Data Warehouse Physical appliance & Teradata version Upgrade & Data migration – Infrastructure and Networking implementation of a new Enterprise Data Warehouse and supporting tool sets• Enterprise Technical Dashboard – Delivered and integrated trouble shooting functionality for Technical Faults across multiple internal platforms and external diagnostic toolsets.• Tableau Analytics Implementation – Implementation and Rollout of a new Business Intelligence data modelling and dashboarding analytics platform• Upgrade and migration of a Financial Reporting system into a SaaS environment• Design and implementation of a new E2E Address Checking & Serviceability capability using Oracle Fusion• Implementation & Integration of a SaaS solution into internal systems for guided technical troubleshooting for contract centre agents.• Delivery of Vodafone Attestation of Compliance to the Payment Card Industry Data Security Standards (PCI-DSS) for FY17/18At Vodafone a hybrid agile project delivery practices are used in conjunction with a waterfall delivery for Infrastructure deployments.

Auckland

Working on a Short Term contract for Revera to migrate a clients entire Database to a new compliant environment ahead of a business critical date.

Auckland Cbd

Insurance Australia Group Limited (IAG) is the parent company of a general insurance group with controlled operations in Australia, New Zealand, Thailand and Vietnam, employing more than 15,000 people.Part of the Transformation Management Office, dedicated to the acquisition and integration of Lumley General Insurance, this role is split between multiple concurrent projects and programme management activity. It involves development and maintenance of a programme of work delivering ICT and organisational change services. I managed:A Payroll Migration project whichmigrated 600 Lumley staff to the IAG Payroll-multiple consecutive migrations. Transferring the ownership of Lumley into IAG and transitioning the subsequent systems and collateral changes.Updating multiple customer facing and internal facing insurance systems to comply with regulatory change. I managed multiple concurrent projects with minimal disruption to effective business continuity and efficiency.I closely monitor and control project costs and expenditure. By taking responsibility for delivering programmes of work, which met company’s target synergy/benefit figures, I have consistently maintained the financial integrity of the projects.Critical to the role is successful stakeholder and vendor relationship management. Equally important is my ability to manage multiple simultaneous work streams. I’ve achieved this by undertaking feasibility studies, scope development, comprehensive project option plans, project assessments and the development and implementation of detailed plans.Organising project resource scheduling and management and engaging and liaising with internal and external stakeholders and members of the implementation team have enabled me to progress the range of integration programmes with minimal disruption to work flows and to our customers’ experiences with the company.

Auckland

Spark New Zealand/Telecom New Zealand provides digital services to millions of New Zealanders and thousands of New Zealand businesses. As one of New Zealand's largest listed companies, Spark New Zealand/Telecom New Zealand is made up of a number of core business areas, Spark Home, Mobile & Business (formerly Telecom Retail), Spark Digital (formerly Gen-i), Spark Ventures (formerly Digital Ventures), and Spark Network (formerly Telecom Connect).Sitting within the Technology & Shared Services organization delivering ICT and professional services to internal business units within Telecom this role involved the planning, execution, and completion of a range of both business and IT focused projects, varying from upgrades to existing applications/systems to new application/system development and business process development. In the main I wasfocussed on an ITSM/ITIL implementation and infrastructure based retail product delivery to market and vendor/supplier on-boarding. I took responsibility for financial and budget control up to ~$30 million.I undertook feasibility studies and needs analyses to ensure the efficacy of projects, and ensured projects met critical business needs and ensured new solutions were appropriate and solved legitimate Telecom needs. Preparing project plans and allocation of resources to maximise outcomes by taking full responsibiluty for work streams through out the full project lifecycle, and ensuring team coordination through well project collateral and documentation using standard project management methodologies faciltiated success. I coordinated a range of ‘teams’ in this role: the internal work teams and work streams; a range of stakeholders; and the critical vendors. My ability to form effective relationships across the board and to use advanced organisational skills, effectively prioritising project work ensured we achieved expected outcomes within best practice parameters.

Whangarei & Auckland

Northland DHB was established under the New Zealand Public Health and Disability Act (2000), is categorised as a Crown Agent under section 7 of the Crown Entities Act 2004. Responsible for providing, or funding the provision of, health and disability services for the people of Northland, the district health board covers a large geographical area from Te Hana in the south to Cape Reinga in the north. It serves a projected population for 2010 of 157,420 and employs around 2,553 staff. healthAlliance offers: finance and strategy; information services; procurement; supply chain; and staff service centre functions to the district health boards of the Northern region. Operating within a large shared services organization delivering ICT, Finance and Supply Chain Services to the 4 Northern Region District Health Boards I was involved in the planning, execution, and completion of a range of both business and clinically focused projects. Projects varied from upgrades to existing applications/systems to new application/system development and business process development.I undertook comprehensive feasibility studies and needs analyses and designed solutions that ensured clinical and business needs were met, while remaining within budget parameters. In the medical sector, risk and issues assessment are critical to ensuring supply maintenance and problem mitigation, I developed key skills in their analysis and solution design while in this role.Management of multiple teams and work streams were integral to my success: ensuring continuity of programming and best use of human resources, including subcontracting for specialist areas of the works, and maintaining key stakeholder and vendor relationships to support our business interests.

Vino I.T. Solutions is an IT consultancy firm in New Zealand the specialises in the design and implementation of IT Service Management within its clients existing IT infrastructure. The role at Vino I.T Solutions was primarily focused on working on a large helpdesk process improvement project and software implementation for Hawkes Bay District Health Board and also included a SharePoint development and implementation, and Disaster Recover Planning. A multi-tasking role, I took responsibility for key stakeholder relationships, project financial control and invoicing and for undertaking risk/issues maintenance and mitigation. I managed a number of different teams and work streams to ensure project completion, contracted and coordinated subcontractors for specialist areas of work .Critical to my success here was my ability to create clear workable project documentation which enabled all parties to coordinate their endeavours, share goals and objectives and minimise wastage and time delays.

Napier, New Zealand

NonStop Growth, is a marketing and graphics company which aims to wow clients with ingenious ideas, ground breaking solutions and beautiful design to ensure their business is differentiated in the market place and positioned to attract customers. They provide Marketing, Brand Management and Graphic Design solutions for small start ups through to large business. As Project Manager I was involved in analysis and documentation of the existing processes employed by the I.T department and the design of a customer facing service delivery model, and subsequent plan to implement it. In this role I learnt the key responsibilities of an effective project manager: planning and documentation, effective financial and budget control, risk/issues maintenance and mitigation, creation and maintenance of project plans and processes and their implementations and management. I documented the plans using MS Project.I took great pride in optimising stakeholder relationships and in managing multiple teams and work streams to ensure projects were completed within time and to budget. It was here I learned the process of contracting subcontractors for specialist areas of work

SavvyTel is a mobile phone provider in Australia; At the time of my employment SavvyTel was a national organisation with 20,000+ Customers and 2,000+ channel partners nationwide in Australia, as well as representation in a number of well known organisations. I originally started in 2006 as a Customer Service Representative and was promoted to Office Manager within 4 months, at this time SavvyTel was only experiencing approx 50 calls daily and had 2 customer service / Admin staff and 1 sales rep. During my time this grew to 15 employees, handling 500+ calls, and processing over 250 sales daily.

Company Overview:Blake Education is one of Australia's leading educational material developers and producers. They create and manufacture educational materials such as school text books to educational CD ROMs.Responsibilities/achievements:My role was part of a telephone sales team, aimed at introducing school teachers to the latest range of educational products available from Blake education, and exposing the company to new potential markets and buyers. I broke the company record of the most number of sales in one day - 45, previous best 40.During the process we achieved the companies 3rd highest total sales for a sales campaign;

Executive Mba, Business Administration And Management, General

A-Levels, Biology, Psychology, Sport Science

Education record

Executive Mba, Business Administration And Management, General