John Deane Email & Phone Number

Rotoorangi, NZ

Waikato, New Zealand

Bringing together the Service Experience delivery team for the Te Manawa Taki region as part of the transition to the new Health New Zealand Data & Digital operating model.

Hamilton, Waikato, New Zealand

Customer outcomes driven supporting an extensive application suite. Responding to a growing reliance on integrated systems with near real-time data flows. Evolving our team to Agile ways of Working (Spotify approach influenced). What we were doing wasn't serving us as it once did. Stronger individual engagement follows autonomy, mastery & purpose. We can't.

Hamilton

Contract, evolving the customer services team to achieve closer customer engagement, support enhanced business outcomes and align delivery with an increased focus on regional outcomes and to support mobility enabled initiatives. Culture change as the catalyst.

Skycity, Auckland

Leading a team delivering a sustained multiyear business lead transformation across 5 programme streams. Busy and exciting times supporting a dynamic and diverse people driven business.

Auckland

• In 2013 Spark Digital was the market leader in NZ business telecommunications and transforming to become a leading provider of digital platforms. I have leadership experience getting things done using technology to.
• Grew portfolio from 7 clients ($22m revenue) to 22 clients ($55.7m) while only growing sales team headcount from 2 to 4.
• Grew Platform Revenue from 10% to 45% across my client portfolio.
• Team won $263m total contract value of business in 36 months while losing only $4m.

Auckland

• The acquisition of Dunlop had almost tripled The Comfort Group size. A rapid pragmatic integration was finished. IT management needed to scale and move up a gear in repeatability and reliability. Cost control and.
• Developed the ISSP with supporting operational budget in first 40 days - accepted by the Board.
• Lifted reliability of the IT outcomes to support the strategic goal delivery in the ISSP and pave a move to cloud delivery.
• Established a PMO (Project Management Office) improving on time / on budget delivery of projects.
• Lead Dynamics AX implementation ‘out of the box’ into the Foam Plant. On time, on budget in 2 months using only agile implementation techniques.

New Zealand

• In early 2010 I had a leading role developing PwC’s ISSP. When the Board accepted the ISSP I was offered the new CTO role, created specifically to implement the ISSP. The brief was bring the IT function up to date.
• Reduced headcount by 7 from 26 to 19 while aligning IT skill mix to deliver improved business outcomes through new application roadmap.
• Collaborated with the business implementing Client Relationship Management and Document Management System applications. On time, on budget.
• Established a new centralised information management architecture to support new application roadmap. Simplified customer environment by retiring circa 30 legacy applications.
• Addressed aging network to support new application roadmap. 200% capacity increase, 0% cost increase.
• In 14 months consolidated 7 regional data centres into 1. Achieved over 90% server virtualisation while reducing physical server count circa 70%. Savings funded infrastructure refresh.

Auckland

Key Responsibilities:Product development.Building a team to deliver ITE engagements and establish a market presence.Selling and delivery of services engagements.Delivery of agreed revenue & utilization targets (including P & L).Development and maintenance of key internal & external relationships.Development and alignment of skills (availability & volume).

New Zealand

Key Responsibilities:Line management of the Unisys NZ TCS (Technical Consulting Services) team of System Architects.Selling services engagements and supporting the sale of hardware & software.Delivery of agreed orders & revenue targets (including P & L) for TCS NZ.Development and maintenance of key internal & external TCS relationships.

Auckland

Key Responsibilities:Build and manage a team of Business Analysts and contractors.Ensure staff add tangible value to the business.Simplify the technology and processes that support the business operations.Support the move to a single unified business.Accomplishments:Improved financial performance by delivering timely & accurate information.Established two.

Auckland

Key Responsibilities:Assess the people, information systems and technology related issues and determine the impact of those issues for the client business and the transaction.Understand and meet the needs of clients from a wide range of complex industries. Recruitment, coaching and mentoring of staff.Accomplishments:Many projects were completed.