Graham Plowman Email & Phone Number

Auckland, New Zealand

Auckland, New Zealand

Managing a Business Transformation Programme focusing on process automation and Business Intelligence. This leverages the investment in SAP Business Warehouse (running on HANA) and using both SAP Analytics for Cloud and SAP Analytics for Office to present reports, stories and dashboards (Financials, Sales, BPC, Plant Maintenance KPI & Non-SAP Site Operational Reporting). Managing a multi-year Cyber Security Programme for Oji Fibre Solutions. Leading the PMO function using a pragmatic Project Methodology based on PMI. The PM Team expands and contracts as required, I have been successful in recruiting and retaining a high-performing team of contract Project Managers and other contract resources as required. Managed the successful roll-out of SAP Investment Management across the Enterprise including a set of Custom Fiori Tiles supported by standardised and enhanced Business Processes including CAPEX and NRM.Managed a SAP Plant Maintenance Implementation across the Tasman and Kinleith Mills (migrating from 2 Maximo instances). An agile methodology (SAP Best Practice) was used, and a strong relationship with our SAP partner helped deliver a the required result. This multi-million dollar project had a significant focus on Business Process change required to deliver the desired standardization and integration benefits. This solution has been further utilized as a platform for future strategic initiatives. The technology and business process changes have bedded in. This project delivered the agreed scope, on time and came in under budget.Note that between November 20014 and December 2018 I split my time between Oji Fibre Solutions and Carter Holt Harvey.

Auckland, New Zealand

Note that between November 20014 and December 2018 I split my time between Carter Holt Harvey and Oji Fibre Solutions.At Carters I enjoyed managing a Digital Transformation initiative in the logistics space. This project integrated multiple systems, including two Cloud based solutions and an internal ERP. The project also developed and delivered a standard operating model after detailed Business Process analysis and collaboration with multiple vendors and integration providers.I was asked take the role of Programme Manager for an eCommerce initiative working with multiple vendors and stakeholders to deliver a step change over the previous solution. The project used an Agile (DSDM) approach to develop the solution running on SAP Hybris and I was also accountable for running a stream which was scoped to deliver a number new features for the platform.Between May 2014 and August 2016 I ran a divestment programmme of work for the Rank Group; the sale of Carter Holt Harvey Pulp, Paper & Packaging to a Japanese Consortium of Oji Holdings Group and INCJ. Project Streams I was accountable for, include significant IT/Systems transition (including SAP and Payroll), Corporate Separation, supporting commercial and legal streams, and ACC/WC transition. This billion dollar divestment reached completion on 1st December 2014, on schedule and under budget. In addition to running Strategic Projects & Programmes, I was asked to re-establishing the PMO function including designing and implementing a tailored and fit for purpose Project Methodology across Carter Holt Harvey. This Project Methodology has been bedded in and yet is regularly evaluated and enhanced to better drive great project outcomes. I successfully recruited and developed a high-performing team of contract Project Managers which expands and contracts as required. An active member of the IT Lead Team, I reported to the CHH CIO in addition to working with the Rank M&A team on divestment projects as required.

41 Shortland Street, Auckland

Portfolio Manager for a broad area of Shared Services including IT, Finance, HR and office of the CFO. Responsible for the development and management of the IS Capital Plan. Project Governance, Quality Assurance, portfolio planning and prioritisation, coaching and development of Project Managers. As part of the PMO oversaw initiatives right from Project Idea through to PIR and Project Closure using a Prince2 based methodology. Sourced, selected and then on-boarded Project Managers. Consulted directly with internal senior stakeholders/customers across Fonterra, understanding their requirements and assisting them in the formulation and development of Project Concepts & Business Cases as required. Worked with the PMO Manager and other Portfolio Managers on enhancing the Fonterra Project Methodology.My portfolio included Collaboration, Information Management, Applications Refresh, Business Intelligence, Security, Infrastructure Upgrades, Networking & a significant SAP MasterData Management Implementation.

Auckland

At CHH I worked on a series of significant IT Application Migration/Integration projects for the Rank Group and CHH. These include three major divestment projects, a datacentre consolidation, a Service Desk insource and more recently an enterprise middleware (webMethods) upgrade, plus the first phase of a SAP plant maintenance consolidation programme of work. Usually managing two or three $1M+ projects/programmes at any one time, I thrive on being busy and making things happen.With regards to the divestments, my role has been extricating these businesses/sites from the CHH IT Enterprise including migrating all their business applications (ERP, Business Intelligence, MS Exchange, Active Directory etc), their infrastructure (Servers, Storage, Networking, PABX etc) whilst ensuring business continuity. These include consulting with business stakeholders around business process change plus working with legal teams with regards to contracts and licence novations etc. I was involved in each sale from the beginning, including playing a key role developing the IT sections of the Sales and Purchase Agreement (SPA) documentation and the Transition Services Agreement (TSA) approach and documentation. The purchasers I have worked with over this period include Colorpak, Amcor, Borg (all three located in Australia) and more recently SIG (located in Germany and China) and now Whakatane.I enjoy the challenge of working with multiple vendors, plus internal and external project managers, to ensure the required results are delivered on budget, and on-time, to the required quality. The Steering Committees often has representation from around the globe and so clear and concise communication is always paramount. These projects almost always run to an aggressive timelines, and yet a critical driver is ensuring these working businesses are not impacted by the IT transitions as they are sold as going concerns

Auckland

As a Business Manager, my primary deliverables were ensuring continuing profitability and growth for Datacom’s Microsoft Projects consulting business. This business delivered enterprise level project consulting and outsourcing services based around Microsoft, Citrix, VMware and CA Software technologies. Projects included Exchange migrations/upgrades, Server Virtualisation, SAN Implementations/Upgrades, SOE roll-outs, SCCM and SCOM implementations, BizTalk upgrades and Citrix implementations/upgrades. I grew the team from 18 to 30 project consultants made up of Solutions Architects, Programme and Project Managers and Technical Specialists. I took responsibility for managing significant/high-risk and/or strategic projects or programmes of work and functioned as a Project Director for major clients including Vector, GE Money and Manukau County Council. I also ran a successful Outsource transition for a new strategic client, managing each stream of activity and working closely with the new Outsource client to deliver the solution they desired.During my tenure at Datacom, I drove pragmatic best practice project methodology via the Project Office which I introduced. I brought a strong focus on utilisation, profitability and performance reporting. My style included developing trusted partner relationships with all of my key business clients and with Datacom’s strategic technology partners. I was accountable for the continued success and profitability of my profit centre and was tasked with meeting a number of key KPIs. I ran Project Management knowledge and methodology sessions for my nine project/programme managers to ensure consistent standards and to support their development. I nurtured and enjoyed a period of high team engagement and low staff turnover.

Auckland

Within one month of joining Datacom as a Senior Project Manager, I was given the added responsibility of managing the Design & Build Consulting team (10 Project Consultants). My primary role however, was leading key projects for multiple external clients across a selection of infrastructure pieces of work including; VOIP, WAN migration, VMware Implementations, SAN Implementations & Citrix infrastructure. I developed key reporting systems within Datacom, specifically around billing, time entry/utilisation and project reporting. I took a key role in management responsibilities including business development, relationship management and HR.

Auckland

I joined Oxygen to develop my skill-set by taking a role that focussed 100% on Project Management. I developed significant and highly valued relationships with my senior client contacts and managed a programme of IT Infrastructure work valued in excess of $1m for Carter Holt Harvey businesses. My tasks were; full end-to-end involvement in the Project Management Life Cycle: Project selection, Terms of Reference development, Business Analysis and Business Case development and Project implementation through to Project Closure. A selection of projects managed at Oxygen/Carter Holt Harvey included a significant Application Server Rationalisation/Virtualisation project, implementing SharePoint and MS Live Communications.

Auckland

I was responsible for the delivery of all Enterprise IT applications, both internal and vendor developed systems including managing Service Level Agreements. As an active member of the Management Team I contributed to the group’s overall IT strategy. I ran a number of successful business change projects and led the design and build of web based developments, including a key KPI/Operational Statistics system, a KPI/Survey Database, a DataMart with a web based interface plus a new Intranet for the business across Asia Pacific.During my interaction with the Asia Pacific wide business, I analysed requirements, developed business cases and successfully took ideas from inception to delivery. I enjoyed P&L and Budget responsibility for the Information Services and Application Processing functions keeping expenditure on (or below) budget. I focused closely on team development, including hiring and right sizing as appropriate.