Jo-Ann Day-Townsend Email & Phone Number

Pukekawa, Waikato, Nz

New Zealand

Pukekohe

Jo-Ann moved to the centre of Pukekawa over 5 years ago from the centre of Auckland and is still enamoured with everything that the area has to offer. Whilst she wants to shout from the roof tops – she also wants to keep this little paradise quiet!Real estate has always been a passion of Jo—Ann’s whether it is from the large number of houses that she and her husband Phil have renovated through to assisting friends and family to buy and sell their homes. She has a passion for property which sounds cliché but in her case so true!Jo-Ann has an extensive business background in corporate New Zealand and UK controlling large projects and 24/7 operations – providing a sound backdrop for a successful career in Real Estate. Jo-Ann will be able to utilise the knowledge gained from both and in applying it to real estate on behalf of others.She has always put people first and her number one goal is to understand clients’ needs and expectations and then to meet them.Jo-Ann has an exceptional service ethnic – her emphasis has always been on putting the Customer First and her teams have grown greater as a result of her leadership.Jo-Ann has always worked in roles that have meant she has worked alongside people in one industry or another and has always been successful. The warm glow of the knowledge that she has made a difference makes her smile.Together with the Harcourts professional lifestyle / Rural Team, Jo-Ann can harness her knowledge, enthusiasm and experience ensuring the best possible outcomes for you her client. So if commitment, negotiation skills, open communication and individual service are what you are looking for – then call her today for a free no obligation chat.

Correspondence

National Certificate in Real Estate

Auckland

Auckland

The Directorate incorporates responsibility of the Physical and Electronic infrastructure for the institute - Information Technology, Legal and Contracts, Public Records and Facilities Management and latterly Catering. Through the effective management of the resources allowing the delivery of blended learning experiences for students and staff alike. The Infrastructure Directorate controls $362 m in physical assets and has an operational budget of $ 14.6 m.Achievements• Delivery of 5 year strategic plan for the Directorate – agreed and in second year of implementation.• Development and deployment of two organizational structural changes – Facilities Management and Information Technology Teams – delivering cost reduction and service improvements.• Increased customer perception of the service delivery by 4% overall• Achieved Budgetary requirements of the institute – cost reduction of 2% year on year • Effective deployment of the $4m annual Capital budget to meet the customer facing needs of the institute ensuring maximum value • Strong Union relationships developed which have been instructmental in the deployment of the organisational change required.• Implemented a strong Customer culture through creation of Vision and Strategic plans placing emphasis on the role of the functions to deliver customer service / satisfaction.

Hamilton

The Director was responsible for meeting agreed operational goals and targets within the areas encompassing operational planning and execution, customer service and customer driven culture, contractual compliance, operational management, financial and risk management and leadership to meet company’s values and organizational outcomes.Managing a complex relationship with outsource customer and their operational management team. Deliver exceptional results to the client in a collaborative and transparent manner – working in partnership with key stakeholders.The operational functions for which the role is accountable were: Customer Contact Centre which includes responsibility for – the service and retention of customers and billing, field and financial services which include the customer billing, collection and reconciliation of revenue.Customer Numbers 580,000 Customer contacts 1.5 million per annum Revenue $1,000 million per annum. Opex $37 millionAchievements:• Negotiated the first Collective Agreement with the Union prior to transfer of undertaking back to Genesis Energy• Increased Customer Service levels by 6% to ensure constant service standard of 85%.

Auckland

• Development and introduction of Balanced Scorecard through the Supply Chain nationally• Strategic alignment of the customer channel to the requirements of the Balanced Scorecard concept

Auckland, New Zealand

Auckland

Provide leadership and formulation of the strategic direction of the region and countryDevelop a customer focused, high performing driven culture emphasizing strong team cohesion“Face” of the organizational change process for the 650 mail centre staff baseAchievements• Managed Major organizational change inclusive of the amalgation of 2 centres into purpose built facility overcoming cultural integration issues [650 staff] [$135 million asset register and $45million operational budget]• Operational management representative on CEA negotiation team• Lead role nationally on Technology and staff projects and processes• Maintained volume of mail in declining market through excelling in customer service relationships – 1.4 -1.7 million items per day average – current national trend -4%.• Established good working relationships with union and stakeholders with transparent, open, inclusive leadership style.• Established culture of change with motivated and empowered people who own the process.

National

Acting as General Manager undertaking full range of Strategic and operational responsibilities during an organizational change phase – moving the company from functional based team environment to self directing team concept.Led the development and management of multi disciplinary project teams to support the transitionLeadership of 6 major mail centres nationally for the operational delivery of the mail services.Achievements• Preparation of the strategic, tactical and operational plan to implement organizational structural change• Financial Management of the day to day operation to meet the budgetary surplus requirements of the business• Restructuring [inclusive of recruitment ] of the leadership team for the mail centres• Lead negotiator for CEA with trade union

Palmerston North

Acting as relief manager for Palmerston North Mail Centre lead the team through the early stages of the functional operational change. The change required extensive redevelopment of the centre to meet the operation of technology from previously manual processes. The role required the restructuring and recruitment of a new leadership team.Achievements• Strong working relationship fostered with the trade union which allowed the restructuring and alignment of employees to the new team based working• Redesign and development of the centre completed on time and on budget• New technology introduced as per the project timelines

Auckland

Develop and implement change culture which ensures that the work methods and ethos become the key drivers to operational responsiveness and practice.Drive customer service performance and delivery budgetary outcomesAchievements• Developed a culture of enthusiasm, teamwork and co-operation at all levels inclusive of stakeholders and union• Increased employee satisfaction / opinion scores [GALLUP] 0.25 in one year. Top 11 team leaders and Top 4 leadership Team results from Auckland.• Successfully promoted continuous improvement culture by motivating colleagues and personally leading change management process.• Reduced the annual staff turnover from 21% to 11% over 3 year period.• Reduction in unit cost of centre to lowest in country over 3 year period• Budgetary savings of average 3% year on year for first 4 years [$1.4 million]• Introduction of KPI based service level agreements for all processes internally and externally• Developed and implemented leadership development for all levels of management inclusive – NZQA level 3 and level 4 qualifications [70]

Auckland Cbd

Operational responsibility for the region which has subsequently merged into one site in March 2008.Achievements:• Overcome the impact of poor performance bought about by low productivity, poor morale, inefficient processes and restrictive practices.• Restructured management structure to provide a flatter cohesive communication and leadership channel.• Restructured processes and increased productivity reducing unit cost over 2 year rolling programme of change.• Significantly improved the service performance of the region by streamlining front and acceptance processes – reduction unit cost and increase in service performance to 93% from 65%

London, United Kingdom

Effectively manage and control of 8 service centres and 2 staffed exchanges within the South East of England focusing on the key activities through the central management throughout 24 /7 operation.Control operational costs within budgetary areas in line with profit margins and customer service requirements and expectations. To formulate, implement and maintain agreed best practices and continuous improvement measures both gained from within the organization and from external benchmarking.As a trial region for the de-regulation of the postal restrictions the team were required to plan, implement and encourage improvement on an unknown product base with growing success. Achievements:• Through effective management of budgetary targets achieved a bonus payout for staff base – for first time in 4 years.• Increased customer perception of service providers by 15% in first year of de-regulation.• Volume grew by 1 million items within first 12 months of operation.

Heathrow Airport, London

Reporting at Board level the role requires the establishment and development of a strategic integrated transport policy for the customer worldwide – British Airways. The contract [the first of its kind in the UK] is a mixture of external recruited senior management and British Airways staff.An in-depth knowledge of the road transport legislation and HAL/BAA/CAA requirements [Heathrow Airport Bylaws /British Airports Authority Bylaws / Civil Aviation Authority Regulations]. Multi site rationalized into one store in May 2000

London, United Kingdom

Reporting to the divisional Board the Divisional Fleet Manager had control of a centralized team providing strategic direction and administrative support [50 staff] to its 180 customers. Supplying maintenance / repair facilities through a network of 12 operational sites. Employed 250 technical staff and servicing 3,500 vehicles driven by 6,000 drivers. Working 24 / 7 / 364.The role required the development of strategy and delivery of major improvements to service levels and operating efficiencies. Responsible for all of the legal aspects of the management of the fleet including driver regulation, vehicle maintenance, hiring, sub contractor / supplier negotiation, service level agreements with all customers, negotiation with all levels of the trade union – on a wide range of issues including Changes I working practices, human resources planning.Strong financial awareness in the formulation and monitoring / control of a $90 million budget including five year and annual business plans.Achievements:• A proven record in increasing performance year on year coupled with a unit cost reduction – raised the profile of the function to its customers generating respect and confidence in service provided.• Achieved accreditation of 13 operating units into one divisional BS EN ISO 9002 certificate within 12 months.• Budgetary reduction of 3% year on year