Summary:Pilehire Limited is a hire company that specialise in piling, drilling, excavator attachments and engineering equipment to meet the needs of the construction and earthmoving sectors. A privately owned company, with 37 staff based in Auckland (3 branches) and Wellington. Following five years of success and significant growth an independent management model was employed in 2022 to implement a range of systems, process and evolve a new culture.

Quality Education Services (QES) is a Private Training Establishment (PTE) and charity based in Auckland providing education and training for at risk youth and adult learners in South Auckland. Reporting directly to the shareholder / board, my role is to lead all aspects of the organisation including securing ongoing funding. This is a very challenging sector both in terms of the learners we work with, and levels of compliance imposed on us by government funding. There are 45 staff in the organisation delivering a range of education, employment placement and social services to over 800 learners in a calendar year. Key Achievements:• Growth: Securing multiple new government and private sector contracts with Ministry of Social Development, Ministry for Pacific Peoples, Foundation North, and the Tertiary Education Commission. • Business Performance: Overhaul of policies and processes to improve performance and long-term viability. Including achieving Social Sector Accreditation Level 3 standard to enable a wider range of social services to be delivered.• Culture: Increasing the commercial focus of the organisation to improve results while maintaining the strong community focussed staff culture.• Strategy: implementing a Mātauranga Māori (Māori knowledge strategy) to improve the effectiveness of our programs. • Youth Homelessness: designing a new service and securing funding to assist an increase in homelessness caused by the covid-19 pandemic.

The Digital Platforms team had the responsibility to search for, define and develop future business models for NZ Post. The aim was to be thought leaders in product management and innovation from a digital perspective and participate meaningfully, with credibility and purpose in NZ’s digital ecosystemMy role was to engage the business market (specifically our enterprise and government customers) to test our assumptions in the context of their business. Success in this role was about helping NZ Post learn fast and establish a product market fit for our solutions.Achievements:• Operating Methodology: Learning and applying Lean Start Up methodology and Design Thinking principals. • Intrapreneurship and Stakeholder Management: Developing and driving ‘Intrapreneurship’ across a range of stakeholders in the NZ Post Group, including, Group Sales, Kiwibank Payment Sales and the Kiwibank RealMe teams.• Creating value: significant changes that have assisted in achieving market fit and driving value for our customers and our business.

Develop and manage the strategy and direction for our customer services team, 35 staff in three locations, Auckland, Wellington, and Christchurch. Core revenue responsibility $65m p.a. across 300 accounts.Achievements:• Business reengineering: Forming a Solution Simplification Strategy (commenced in previous role) involving a complete technology refresh. This encompassed a $6.3m investment with projected $8.8m EBIT uplift over five years. • Staff: Increasing staff retention and satisfaction

Managing a team of 120 in three locations (Auckland, Wellington and Christchurch) the key functions of this role were to develop and manage the strategy and direction of our essential mail service offering, including brand, product, development, delivery and market lifecycle management. As the primary point of contact for the service offering it was my responsibility to ensure client needs and our service and delivery capabilities were aligned.Achievements:• Stakeholder Management: Strong working relationships developed with key stakeholders, sometimes under challenging circumstances.• Client focus: Implemented Net promoter Score to improve visibility of customer feedback within the internal noncustomer facing teams, leading to improved levels of service delivery and customer satisfaction. • Service Delivery: Developing strategy and managing implementation of new technology platform to transform our market offer• Complex Business Management: Experienced gained forming complex supplier partnerships and internal relationships with multiple departments

Managing a team of seven Account Directors each of whom maintained a comprehensive portfolio of key accounts. Key responsibilities were to maintain& grow revenue year on year across all lines of business within the Datamail Group, using the philosophy of building a relationship to become a trusted adviser of the client. Core revenue responsibility is $32m p.a.Achievements:• Training: Successful completion of Leaders Edge training program• Awards: Awarded CEO Employee of the Year 2008• Business Merger: Experience gained being involved in a business merge that doubled the size of the regions business• Performance: Achieving revenue growth targets year on year

Managing the Groups largest account for six years – exposure to and responsibility for our entire range of products and services. Responsible for working with key stakeholders to achieve positive business outcomes, maintaining & growing the revenue year on year across all the lines of business within our group. Highlights and Achievements: meeting and in most cases exceeding sales targets every year transferring from Wellington to Auckland winning one of our largest ever sales deals for the Group

Managing and building relationships with clients key operational contacts to ensure seamless delivery of services. Key responsibilities were to ensure that customer requirements were met in full and on time. Communication with internal departments to ensure they had all the necessary details to complete jobs. Drawing all the expertise that Datamail has together to provide options and solutions to enhance our clients objectives. Understanding clients changing requirements, quickly assessing and managing possible impacts on our production and development areas.Highlights and Achievements: Learning an entirely new industry sector Promotion into sales environment

New Zealand's leading motor vehicle franchise for the past 28 years in sales, quality and innovation. During my four years with TNZ I had involvement in setting up their Signature Class Used Car program with responsibilities for purchasing, pricing and sales of Signature Class imported vehicles. This involved;• regular travel to Japan purchasing vehicles through auctions, negotiation with Toyota Motor Corporation and investigation into new buying sources. • co-ordinating sales and involvement in marketing Signature Class vehicles to the dealer network.• handling quality issues between the dealer network and the refurbishment plant. • stock management though controlling shipping and tracking vehicles as they moved though the system from the point of purchase in Japan, to the time they retailed in New Zealand.