• Responsible for strategic and operational management for Certus’ digital enablement division.• Performed a review and then developed a proposal for change for the Division Mission, Strategies, Tactics and Action Plan for board presentation and subsequent approval.o Developed and delivered FY2021 and FY2022 budgets aligned with the plan.o Kicked off and oversaw program of change for Certus Mobile in accordance with the approved review proposals, resulting in the formation of the Touchstone product platform for Certus.• Established Product Management practices into Certuso Implemented the adoption and integration of the Aha! product suite into Certus product development workflows which is now used for product planning across Certus product teams to create strategic Vision and Mission Statements, Business Model Canvases, and Positioning.o Oversaw and managed two programs of Market Research in conjunction with the University of New South Wales Business School which gained strategic insights into the around Certus’ products value propositions, prioritization of potential features for the product roadmap, and technology trends.o Established and hired a dedicated Product Owner for Touchstoneo Established Product Manager role for IRiS• Kick-started the development effort for a product which provides a SAAS solution for rapid specific industry-based insights without the need to manage their own operational reporting system and infrastructure. o Developed business cases and planning that received Board approval for: feature roadmap, proposed release plans and timelines, team requirements, costs and dependencies, risks and issues.o Recently successfully delivered Phase 1 proof of concept and subsequent Beta for customer deployment

Kick-starting the development effort for a fully-integrated cloud Information Management Platform to leverage the robustness of the Data Vault 2.0 approach and the scalable cloud infrastructure of Azure, and couple it with clever automation tools and flexible services. • Developed business cases and planning for: feature roadmap, proposed release plans and timelines, team requirements, costs and dependencies, risks and issues.This platform means you can deliver and manage new data in a matter of days whilst embedding a robust data management capability - without the traditional learning curve or massive DevOps requirement. • Greater than 50% reduction of Total cost of ownership than traditional Data Warehouse approaches.• EDW deployed in weeks rather than months.• Up to 50% improved speed of delivering new data, with reduced impact of source change.• Create new business reports in around half the time. The speed to keep up with business process change through Agile and CI/CD.

• Responsible for management of all disciplines of Auckland development scrums delivering to Bravura customers worldwide.• Accountable for worldwide development of Bravura’s largest ever customer programme of work, accounting for approximately half of current worldwide development capacity.• Tasked with maturing and growing the development organization from 45 to 75 staff, with a focus on hiring only Top Talent - the most capable personnel and creating high-performing teams.• Established best practice development paradigms which were rolled out to Bravura Development and Professional Services teams worldwide.

• Business transformation case development for Certus’ CEO+ Designed for enterprises with substantial investment in IBM technology who are seeking to re-energize their Domino, Business Analytics and WebSphere systems.+ Delivers immediate ROI through rapid deployment of a comprehensive bundle of consulting expertise, managed services, and technology that unburdens customers of legacy issues and empowers to them to set a strategic path for long-term advantage across their organizations.+ Enables rapid delivery of IBM and Certus Cloud and Mobile solutions for customers.• Enterprise Architecture review covering the breadth of the Auckland Transport (AT) organization for delivery to AT’s C-level audience and the Board.+ Facilitated internal customer interviews and workshops to ascertain the current state of the AT business’ capabilities+ Developed Current, Transitional and Future State Architecture proposals to help guide AT in their organizational and technical growth planning in order to facilitate their strategic objectives.• Enterprise and Solutions Architecture review for Auckland Council covering their Digital systems and platforms capabilities.+ Facilitated internal customer interviews and workshops to ascertain the current state of the Councils Digital capabilities +Developed Current, Transitional and Future State Architecture proposals to help guide Council in their organizational and technical growth planning in order to facilitate their strategic Digital objectives.• Attended the BBD CEO Summit meetings in 2015.

• Successfully transitioned an organization struggling to do one dot version release in two years, to a release cycle that is realizing major and minor version SW releases every year within a strong and transparent project governance framework.+ Successfully delivered three key strategic programs of product development that were stalled within the organization for multiple years, with a fourth program scheduled for release in 2014.+ Introduced automated testing to Zeacom, which has reduced the regression testing phase of each release by a factor of 37 for new modules.• Implemented changes to Sustaining Engineering teams and processes which resulted in resolving more customer reported issues, improved SLAs, and reducing costs by ~15%.+ Act as Executive Sponsor for Zeacom’s participation in Better By Design (BBD) program:+ Attended the BBD CEO Summit meetings in 2012 and 2013.+ Trained by Stanford Design School in their Design Thinking (d.think) methodologies.• As the BBD Design Champion, I rolled out BBD/Stanford d.think methodologies within Zeacom, which have yielded substantial creative and velocity gains to our new projects, one of which has been heralded as “the most exciting and innovative Contact Centre SW design in 20 years”.• Served as de facto Product Manager in addition to my normal duties while that role was vacant and prior to it being restructured.• Prepared R&D due diligence materials and participated in SLT preparation for a successful acquisition in 2012 (Zeacom was acquired by North American software enterprise company Enghouse Systems).

• Systems Engineering at Navman was essentially a Business Analysis role• Member of the Senior Management Team (SMT) where I was regularly tasked to create and deliver key slide show presentations for the Executive Team member’s strategic proposals and world-wide distribution.• Implemented and managed requirements gathering and prioritization processes for Personal Navigation Devices (PND) Software (SW) features for Mio and Navman brands across Europe, North America, and Oceania regions which were conducted using Voice of the Customer, OOA and UML methodologies and resulted in delivery of the strategic SW roadmap for PND application features to Executive Management.• Managed and mentored the team tasked with creating functional specifications that detail the integration of hardware and software for PNDs and developed a new global specification format for internal and external customers which resulted in the most robust and detailed functional specifications to-date at Navman.• Was key point of contact who managed the relationships, communications, deliverables and their schedules with global external firms contracted to provide Usability, Design, and Functional Specifications deliverables on time and on budget.• Acted as an impromptu champion for greater focus on strategic deliverables which resulted in formal SMT training and subsequent scheduling of regular off and on-site strategy meetings to break the focus on fire-fighting modes, yielding a more cohesive and effective SMT.

• Member of the SMT where I developed, delivered and presented a three-year SW Roadmap for Personal Navigation Devices to Senior and Executive Management.• Served as de facto Smartphone Product Manager until one was assigned for BNT’s Smartphone business.• Provided technical and Product Management analysis and presented to Executive Team which resulted in Symbian and Windows Mobile business moving forward under outsource model.• Program Manager and then Systems Engineer (B.A.) responsible for delivering SmartST 2005, 2006, and 2007 releases:• Served as de facto Product Manager for initial three months of Smart ST 2005 Program in addition to my normal duties.• Delivered the design and design specifications for a major new UI look/feel redesign across multiple product cycles which were bought off by the SMT and Market teams creating a new map centric UI with an icon driven menu structure that was more logically grouped and reduced number of screens by 25%. The Smart ST 2007 release garnered 5-Star Gold award from PC Advisor.• Began championing Usability issues for PCN Division which resulted in fixing 11/14 of the top Usability test issues (2/14 issues were explicitly out of scope).• Championed North American Market Issues resulting in 6/6 Best and 8/8 Circuit City feedback issues being successfully addressed.