I am delighted to say that 2 years on from my appointment to Associate Director (with a good dose of business interruption caused by Covid) we are in the final stages of onboarding the last 2 groups to our IT Service Management tool. Our colleagues within University Services are now able to utilise the efficiencies this product supports, as well as our colleagues in Massey having one place to go to log incidents and log requests for services provided by this group. I was appointed into this role, to continue at a wider level the improvements put into play over recent years in the Service Delivery and Support teams that span our three campuses. I will continue to drive customer focussed services from ITS to our Massey colleagues, and the growing impact of our ITSM tool to support / resolve at first point of contact, provide self service options, report on outcomes etc, as well as make it easier for the diverse range of staff at the university to work with and alongside ITS with confidence. In these recent changing times, we all have the opportunity to look at new initiaitives and ways of working to support the University on their journey for our students.

I have the pleasure of leading the national Serivce Desk (IT phone support / resolution), the L1 Support Analyst Group (Deskside Support), Problem and Change, ITSM Administrators team as well as the student facing staff housed in the library at the Manawatu campus. This integrated team provide support following the ITIL methodolgy, as well as being supremely customer focused in everything they do. We have also been fully supported by level 2 ITS staff who have developed tools to enable the front line to resolve, which has reduced the disruption to these teams from their project and development work. A win/win situation for the customer, and a sure sign from ITS of the increased confidence in the technical ability of the Service Desk team. The Service Desks' resolution at first point of contact continues to increase, as we front end multiple groups across Massey University who have chosen to use the Enterprise ITSM we put into play in 2017. This tool has progressively supported Massey University staff to self service, self logging of requests as well as supporting other shared services groups, who are benefiting from the high level of managing staff requests that our ITSM provides. We all support the same customer (staff at Massey) who support our paying customers the Students as they progress through their learning journey with Massey University.

I have recently joined the ITS group permanently after contracting at ITS for just on two years. My main objective in my current role as Service Manager is to move our ITS Helpdesk to a fully capable Service Desk to support our Massey staff and students nationally. This involves review of all of the business processes, and implementing changes that are required to underpin this transition to a Service Desk. We are now utilising fully the technology available, and increasing knowledge share across the team, and the wider ITS team, we have access to better tools and staff are no longer in the "log and flog" position they were in. As a result of recent changes there is a much stonger Service Delivery ethos, which the Service Desk have the opportunity to lead with each and every call, email, web request etc. Our goal is to provide proactive (where we can), consistent and sustainable support to our customers.

As an ACC Case Manger, I moved back to front line support in a completely new sector. The ability to work with clients and develop rehabilitation plans, and support them during recovery was an interesting change from IT, albeit with some similar challenges. This role enabled me to work locally, and reduce my commute to work time from 3 hours per day to 6 minutes per day after completing major projects and managing large teams.

Originally brought into the Polytechnic to setup an ITS Helpdesk. Following restructures, moved into more senior management role, where my portfolio of responsibilities increased. We were in the process of moving to "bleeding edge" technology at the time, and needed to be able to translate business needs to IT and vice versa. The Polytechnic staff of approx. 1000 were supporting our customer/student base of over 40,000 who were distance students, therefore systems, processes, communication channels were imperative to the success of the business.In 2000 I was asked to bring together 3 business groups who managed the customer pipeline, being the Contact Centre, Enrolments Centre and Academic Registry. These groups worked independently of each other, and the Academic arm of the organisation. Over a period of 2 years we formed the Customer Support Group, that managed the customer experience. We integrated with all parts of the business both academic and general, and became a force to be reckoned with. You can take the girl out of IT, but not the IT out of the girl, and once my team of 120 staff were rocking, I was also asked to be a Snr Manager involved with replacing the 7 systems used by the Polytechnic staff, into a one stop shop solution. This was a 4 year project, which involved the entire organisation and was the catalyst for many change programmes. It would be fair to say it was the first time that all parts of the organisation worked collaboratively.