Currently working on the:- 'One Network Framework' classifying movement and place- Compliance and Consents application migration of CS-VUE- National Ticketing Programme, Project NEXT (tbc)

- Currently leading the procurement of financial services for Project NEXT; the National Ticketing Solution for Auckland Transport and Greater Wellington Regional Council with other Regional Councils to follow.- Development of the New Zealand Transit Payments Guidelines that will pave the way for nationwide contactless (e.g. Paywave) payments for public transport. This was a project tasked to reach consensus across the Banking, Card Payment and Transit sectors to manage the intricacies of contactless card payments in the challenging transit environment.- Stabilisation of nine Regional Council's public transport ticketing systems. This involved managing the relationships and service delivery between Regional councils and supplier where the equipment's life was near end and prior to a new system deployment. - Renewal of the NZTA 'Automated Fare Collection' Panel. Running a procurement process, updating technical requirements and overseeing the evaluation panel.

• Acting CFO for 5 weeks• Provision of leadership in setting strategy, prioritisation, business planning, performance analysis, non-financial reporting processes and risk management processes.• Lead processes to implement the NZICA strategy via business planning, performance accountability and risk management frameworks.• Key elements of the role include: communicating the planning and performance outputs, developing policy, process and support systems, reporting to the Executive Management Board, Council and Advisory Groups. • Other responsibilities comprise: processes surrounding significant projects (Project Management Office), reporting on project outcomes, annual billing and collection of subscriptions, business analysis and data extraction from the NZICA membership database.• Significant achievements include the development and implementation of the ‘Disclosure of Interest’, ‘Strategic Risk Review’, and the ‘Business Continuity Plan’. • In addition, annual strategic and business planning and performance processes were developed and integrated throughout NZICA. • Winner of the NZICA ‘Best’ Award – 2011 –‘For consistently demonstrating Constructive Styles of behaviour and the NZICA values of Trust, Excellence and Courage’.

Management of the consolidation and improvement of business processes, people and projects for the new Chartered Accountants Australia and New Zealand organisation (Formerly NZICA).

• Te Puni Kokiri funded Infra Train to increase opportunities for Māori employed in the Infrastructure industry; the project arose out of the Economic summit and Māori Leaders forum, held early in 2009.• The Project Leader role involved sole responsibility for the project strategies and business plans. These outputs were completed to a high standard, with the identification of a number of initiatives and organisations able to assist Māori trainees.

• The position involved management of one staff member and six contractors in the delivery of a sustainable nationwide model for Green Prescriptions (GRx). A Green Prescription is a medical practitioner’s advice to a patient to engage in physical activity to improve health; usually relating to chronic illness such as obesity, diabetes, depression, etc. • GRx was a four-year, $10 million project designed to increase the number of Green Prescriptions from 35,000 per year to over 50,000, within the context of supported infrastructure and qualified outcomes.• This leadership role was nested in relationship management and consultation processes. The primary goal was to strategically build the delivery model to meet the needs of Māori and Pacific people.• The GRx project was effectively expanded over the delivery period, with the achievement of milestones and outcomes reported to the Project Management Group and Board.• This project featured the following achievements:o Development of the project plan, objectives, and communication strategyo Formation of information system business requirements and RFP processo Management of research programmes with Tertiary Institutionso Creation of an Auckland business model, including 20 multi-sector organisationso Relationship management with stakeholders and Māori and Pacific communitieso Development of an accreditation (quality assurance) framework.

• With a staff of nine, the role involved generating demand for products and services by growing the profile and developing promotional events. • The Business Development Manager led the Regional Representative Team, Assessor Network and Apprenticeship co-ordinators.• The performance of Apprenticeship scheme was greatly improved over this period, other achievements included:o Enhanced completion rates and decreased termination rateso Managed research project of graduateso Development and management of a new IT systemo Re-developed programme billing and subsidy driverso Improved productivity via roll out of new Technologyo Development of manuals for staff and contractors.

I managed IT projects, network architecture, installs and customer consulting. I was also inlvoved in presentations at Board level to major multi-million dollar clients.

• Management of customer service experiences, specifically to large customers • Identification of sales opportunities and the creation of service guides and customer documentation• Development of service plan scoping documents and major corporate presentations• Note: Prior to promotion as Manager, the position of Technical Consultant was held (November 2000 – July 2002).

• This position involved overseeing the Waitangi Tribunal, managing Ministerial relations and making submissions to Cabinet. Regional Directors and Team Managers reported directly to the Director – Special Jurisdictions (representing 170 staff).Acting GM role for 4 weeks.• The Special Jurisdictions unit formulated, monitored, and reported on strategic plans, business plans and policy. In addition, performance measurement and reporting systems were devised and implemented.• Change management was a key element in this position, involving reconfirmation and reassignment of staff, restructuring and redundancies. • During this period, the Māori Land Court was downsized, based on our new resourcing model. This delivery model also featured monthly management systems and internal purchase agreements.

Responsible for the provision of electronic information to SNZ commercial clients incorporating the Helpdesk, programme development team and account management.

Responsible for Finance, Membership, IT, Marketing and commercial projects.

Responsible for all financial accounting duties across four branches of lower North Island. Lead Systems Accountant for New Zealand.

Responsible for strategy and operations across multiple retail stores and a manufacturing business.Acquired and consolidated opposition manufacturing concern in Hamilton.Purchased and managed a Dental surgery.