I help clients with investment decision support; portfolio structure and oversight; and project and programme delivery, including large-scale transformation and operating model changes. My super power is doing these things in a way that takes people on the journey. I genuinely love working with a wide range of stakeholders: customers, executives, team members, iwi, government officials/ministers, boards, suppliers... they're all people at the end of the day :-)I have a focus… Show more I help clients with investment decision support; portfolio structure and oversight; and project and programme delivery, including large-scale transformation and operating model changes. My super power is doing these things in a way that takes people on the journey. I genuinely love working with a wide range of stakeholders: customers, executives, team members, iwi, government officials/ministers, boards, suppliers... they're all people at the end of the day :-)I have a focus on the energy sector, technology and government. But I also love working with a wide range of organisations, from iwi to NGOs to small businesses.Helping clients with execution is my "why". It's why I get out of bed in the morning because it's about lifting productivity and that, in turn, lifts living standards and gives us options as a country and as a global community. Show less

Multi-disciplinary Management Consultant with expertise in developing performance management frameworks, value-for-money reviews, conducting analysis and developing the strategy for major capital acquisition, conducing independent quality assurance of major business cases and organisational change programmes and financial management.

Responsible for oversight of the $2.5 billion annual spend on the Defence and Security sector. Initiated and formed part of the leadership for a major twenty-year review of planned spending for the Defence Force that resulted in agreed funding and capability levels to the end of next decade. Conducted analysis of, and provided advice to the Minister of Finance on major equipment acquisition. Developed an internal performance management framework that helped drive a focus on outcomes and… Show more Responsible for oversight of the $2.5 billion annual spend on the Defence and Security sector. Initiated and formed part of the leadership for a major twenty-year review of planned spending for the Defence Force that resulted in agreed funding and capability levels to the end of next decade. Conducted analysis of, and provided advice to the Minister of Finance on major equipment acquisition. Developed an internal performance management framework that helped drive a focus on outcomes and resulted in the Justice & Security team achieving the highest engagement scores of any team at the Treasury. Show less

Formed part of the leadership team that merged the Navy, Army, Air Force and civilian recruiting teams into a single organisation. This resulted in a significant reduction in cost and a dramatic improvement in customer experience (shifting from eight different paper-based application systems to a single cloud-based candidate management system). I had particular responsibility for setting up the marketing infrastructure for the new Defence Careers brand, including logo; look and feel;… Show more Formed part of the leadership team that merged the Navy, Army, Air Force and civilian recruiting teams into a single organisation. This resulted in a significant reduction in cost and a dramatic improvement in customer experience (shifting from eight different paper-based application systems to a single cloud-based candidate management system). I had particular responsibility for setting up the marketing infrastructure for the new Defence Careers brand, including logo; look and feel; relationship with the Navy, Army and Air Force brands; website (defencecareers.mil.nz); call centre scripts; recruiting collateral (pamphlets and other give-aways); building and vehicle signage and recruiter marketing training.Responsible for all of the recruiting marketing spend of the new organisation. This required everything from developing strategies for all of the brands (Navy, Army, Air Force and Defence Force) to generating required numbers of applicants for each of the job types and ensuring the recruiters were provided with the marketing tools and training to allow them to perform their role. Owned the contracts with the advertising agency, media buying agency and call centre. Show less

Single point of accountability for all Navy recruiting, responsible for the annual marketing spend, the Navy's brand, the call centre contract and a team of 25 recruiters and administration staff across 11 different locations around New Zealand.Delivered a change programme that resulted in a marked improvement in the Navy's success with hard-to-target professions such as engineers and technicians.

Developed the Initial Business Case for a significant half-life upgrade to ANZAC class frigates. The systems included in the upgrade included weapons, sensors, communications equiment and the combat management system (the specialist network that manages the exchange of information between the ship's systems and allows warfare officers to control the ship in combat). The Business Case was approved by Cabinet in 2008 and the project has subsequently achieved contract signature (2014)… Show more Developed the Initial Business Case for a significant half-life upgrade to ANZAC class frigates. The systems included in the upgrade included weapons, sensors, communications equiment and the combat management system (the specialist network that manages the exchange of information between the ship's systems and allows warfare officers to control the ship in combat). The Business Case was approved by Cabinet in 2008 and the project has subsequently achieved contract signature (2014) with work due to commence shortly. The contract agreed is largely consistent with the analysis laid out in the original business case six years earlier. Show less