As a Senior Project Manager in the Programme Management Office (PgMO) at New Zealand Customs, I am responsible for managing the programme management office (PgMO) in support of the New Zealand Traveller Declaration system, which is a complex, multi-agency programme. The main objective of this programme is to deliver the capability for travellers to submit the Digital Declaration by June 2023, replacing the current paper-based arrival card. This programme involves a SAFe Agile hybrid approach to ensure its success. I have two direct reports in this role.

Growth - My main responsibility at KPMG was to drive the growth of the firm's business in the Government sector. Some of the key highlights of my role include:• I successfully developed KPMG's growth strategy for the Govt. sector, which involved using logic mapping to identify the best strategic approach. This resulted in the firm's annual strategy planning cycle being facilitated, with successful execution and delivery monitored, leading to revenue growth of more than $24 million from KPMG's Govt. sector clients.• I led a project that redefined and re-established KPMG's Govt. sector priority growth accounts, resulting in a more effective allocation of resources and alignment of effort and governance to ensure sustainable growth across the portfolio.• I initiated, developed, and implemented the KPMG Govt. Sector strategic relationship program as a specific output from the strategic planning process. I closely collaborated with KPMG's Markets Team, who were the custodians of our CRM system and its data quality. This resulted in the creation of a valuable business asset that directly supports the firm's growth aspirations.• As a certified PMP, I attended three of PMI's national project management conferences to support my continuous professional development.• I supported opportunity pursuit teams with business development best practices through various training and one-on-one coaching initiatives.

In my role as a Project Manager, I managed the Transport Agency's Tolling System upgrade project for Waka Kotahi (NZTA) to enable multi-road tolling for NZTA's Access & Use business, with a budget of $12.3 million. This involved upgrading the Tolling System, developing a new customer-facing Tolling Website, and implementing the 'Future Support Model' for the Tolling System.Apart from this, I delivered various IT infrastructure and (Agile) application (Navision) projects for public and private organizations in New Zealand. I have undergone security checks to work for organizations such as the Department of Corrections.Additionally, between December 2013 and September 2014, I managed the DIA's cornerstone 'Modernise Desktop' project with a budget of $9.3 million. This involved migrating the Department's 2,300+ desktops from Windows XP to Windows 7 and Microsoft Office 2010, while simultaneously implementing Dimension Data's DaaS (Desktop-as-a-Service) service.As a Project Manager at the Department of Internal Affairs, I managed the Business Continuity Management (BCM) Planning Project, which involved all seven DIA branches. The project included drafting policy documents, communicating with Tier-2 leaders and their managers, providing regular governance reporting, facilitating workshops, creating planning documentation, writing job descriptions, and developing disaster response frameworks and models.

Department of Internal Affairs - Project Management – Managed the DIA’s Business Continuity Management (BCM) Planning Project. This project spanned all seven DIA Branches and included the drafting of policy documents, communication to managers, regular governance reporting, workshop facilitation and the creation of planning documentation, writing of job descriptions, and the development of disaster response frameworks & models.

During this unique short-term interim role, my responsibilities included:• Operations Management - overseeing day-to-day business and assignment management.• Strategy - facilitating and implementing the firm’s strategic planning.• Business Development - implementing a pragmatic key account and relationship management plan, along with a 'sales pipeline' approach to drive growth.

I provided Business Development advice and support to the Consulting and Private Client Services Partners and Directors at PwC. Along with PwC Senior Partner, Phil Royal, I developed and implemented a 'Trusted Business Advisor' program for PwC New Zealand. In addition, I played a key role in the bid team responsible for PwC New Zealand's biggest-ever proposal win at that time, valued at over $9 million.

I created and led a dynamic and high-achieving team of eleven members, including four managers, to provide operational and strategic business development support for PwC SA, which had 4,500 employees. I established a Bid & Proposal Office that was national and cross-functional. I also launched an incredibly prosperous thought leadership program that was implemented enterprise wide. Additionally, I established and managed PwC SA's tiered Key Account Management Program, which included over 67 accounts.Furthermore, selected from my peers, I attended PwC's - Altitude* Leadership Development Programme to further enhance my leadership skills.

Established and lead a high-performing team of seven people supporting PwC SA Advisory (1000+ people) with operational- and strategic business development responsibilities.Established a Bid & Proposal Office for PwC Advisory (consulting practice)Working with the Gordon Institute of Business Science, co-developed and implemented a Professional Networking Programme, training 111 Partners and Managers in intensive networking skills.Established the first-ever professional services and solutions baseline for PwC SAInitiated, implemented and successfully ran for five years the PwC Advisory sponsored University of Cape Town Graduate School of Business – ‘Extraordinary Speakers Forum’ in JohannesburgInitiated, developed and implemented - Fresh* - a management of innovation programme for PwC Advisory.

Consultant – delivered various client facing project- and programme management assignments.Facilitated the corporate integration of Vodacom (now Vodafone) Service Provider Co. and Vodacom Network Co.Successfully implemented the Maconomy (ERP) Financial management system for PwC SA.Co-established and managed the INSETA Programme Management Office for more than two years (2- to 4 reports). The programme consisted of 140+ projects.

Transformation - Provided project management, change management and reengineering services to Merrill Lynch Settlements Operations in support of the business process reengineering if its back office settlement processes, as required by the Johannesburg Securities Exchange’s - STRATE (Share TRansactions Totally Electronic) project. During this time, attended the Merrill Lynch Manager Development Program in London

Career Highlights:• Project Officer with Directorate Acquisitions (Capital Projects), Ground Systems division. Successfully delivered the MIICS (Military Imagery Interpretation Computer System) as part of South Africa’s Space Programme - Yes, SA had one!• Air crew - ‘Electronics Operator’ on Boeing 707-C, DC-4 Skymaster and Oryx Helicopters. (Awarded ‘Silver Class’ air crew wings.)• International training – graduated top of class at the Royal Air Force Joint School of Photographic Interpretation, RAF Wyton, Cambridgeshire (1995).• Intelligence Officer.• My 'Oath of Commission' as an Officer is signed by Nelson Mandela.• Mission Commander of the ground-based signal intelligence teams deployed in support of securing the ceremony to inaugurate Nelson Mandela as the President of South Africa (April and May 1994).• Served as one of the Officers presiding over a military court martial. • Served as the parade commander for two major military parades and in 1998 commanded the guard of honour that welcomed the French Chief of the Defence Force to SA.• Awarded the M.M.M. Military Decoration in recognition of my service and dedication to the SA National Defence Force. (Awarded three other medals)