As New Zealand's leading independent digital infrastructure partner, we build and manage the mobile network – the digital motorway – that enables telecommunications companies to deliver advanced connectivity and transformative mobile technologies across the country.As a founding Executive my responsibilities span: - Operating model establishment - HR, Health & Safety and Environment - Process and Technology - Operations and Maintenance

I established the 3Plus Auckland presence building the team and client base. Concurrently, I led the in market brand change from Vodafone New Zealand to One New Zealand across all touchpoints from Retail Stores to Mass Market Retail to Suppliers to Corporate including property, technology and frontline readiness.

• Developed and implemented a new service model and associated customer operating model changes to position Vodafone to deliver on the strategic pillar of Customer Experience. Improved NPS by +44 and reduced repeat interactions by 50% over a 4-month period.• Delivered transformation of customer operations group resulting in a significant cost reduction across customer front line and support functions through simplification. • Led the customer service delivery function delivering 2nd level support for complex interactions across billing, credit, collections, service assurance and customer migration

• Led the development and delivery of the Omni-channel strategy for digital, assisted and retail channels. Developed the execution roadmap that was fully endorsed by the Executive Team and Board. • Developed and vision and purpose for Customer Services that was a platform for cultural transformation, aligned to the strategic priorities of safety and customer centricity underpinned by a wellbeing programme that has been adopted across the organisation. • Led the AT HOP product, operations and service delivery teams to deliver 94% penetration of AT HOP as a payment offering. Transitioned the payment scheme to be focussed on customer accessibility resulting in a 50% reduction in customer frustration and aggression towards staff. • 60% improvement in time to respond and complete customer cases through an operating model redesign and applying Lean methodology. Delivered an 80% improvement in time to answer calls with 78% satisfaction of customer agents and a focus on first contact resolution.• Positioned the organisation to deliver a step change in the customer experience through executive sponsorship and delivery of foundational technology implementations including customer relationship management, contact centre technology and workforce management tools.

Kiwibank is on a significant transformation journey towards becoming a more digitally connected bank. My role, as part of the Executive Team, provided advice and support to the Chief Executive of Kiwi Group Holdings (including Kiwibank) traversing a range of areas including leadership, cultural change, operating model development, programme management, digital transformation and new ways of working. • Led the development of the five year strategy reset to develop the winning aspiration, market positioning and approach to set the bank up to become a faster and more flexible experience centric organisation.• Positioned the bank to deliver on its five year strategy through development of a target operating model and mobilisation roadmap based on a multi-modal approach for short term digitisation of the bank and longer term transformation.• Re-quantified savings target identified through a desktop review to improve operational efficiencies and achieve cost reduction.

Management Consulting on complex business transformation including operating model design, organisational design and change, customer and digital strategy and implementation, programme management/director including complex stakeholder management to CEO and Ministerial level. Key assignments:- Positioned the Ministry to deliver the most significant Family Court Reforms since their inception in 1981. Leadership of 60 programme FTE including establishment of new services and associated customer experience, process re-design, supplier procurement and contract negotiations, technology implementation, business change and transition, communications and PMO management. Complex stakeholder management with the Minister of Justice, Judiciary and Legal profession.- Positioned Local Government organisation to deliver an optimised operating model by identifying and removing fragmentation, duplication and process waste, simplification of systems architecture and development of a customer and community Omni-channel strategy. This was coupled with delivering a plan to rationalise project, procurement and supplier activity supporting the organisation with the reduction of an expected significant financial funding gap.- Positioned an organisation to deliver a Ministerial recommendation for alternative ways of collecting revenue. This included process and operating model development as well as oversight of financial modelling activity to inform significant revenue projections.- Led the integration of 90 Early Childhood Centres for a newly established corporate entity in preparation for a successful IPO. Developed and successfully implemented a new operating model for head office and regional management support. Re-contracted over 1600 employees and delivered new payroll, financial management and IT infrastructure solutions. Successfully transitioned 1500 suppliers to the new entity including rationalisation for cost reduction.

Manage the function of Change Execution across Technology and Shared Services and broader Telecom Business Units. Accountable for governance of all continuous and business improvement, performance measurement and management and early life project management. Accountable for all business change associated with major simplification programme from customer through to supplier including 8 associated dimensions to get to a simplified product model, clearer customer engagement strategy and lower cost to serve. Also responsible for Telecom’s technology operating model maturity and quality assurance of effectiveness.

Responsible for the commercial and customer elements of the demerger of the Wholesale Business Unit and transition into the New Chorus and New Telecom as structurally separated organisations

Responsible for all elements of customer management and service delivery for Telecom Wholesale customers including large telecommunications carriers and a range of smaller industry operators, ISPs and international operators

Coaching and delivery of business improvement using lean and six methodologies

Led inbound and outbound 24/7 corporate customer faults contact centre.

Led service delivery and project coordination for corporate and enterprise customers