C-level business and ICT engagement, leadership, change strategy, and advice. Technology and business investment planning. Go to Market Strategy development. Cultivating common ground between Business and IT with my clients - to get things done. Targeting better delivery to their Business Goals.Recent clients have included:• NZ Post• BridgeWest Ventures NZ• Ministry of Business, Innovation and Employment• NZ CERT• Microsoft• Parapet• Ministry of Social Development• IBM

Develop the new Data Governance operating model and extend our data strategy beyond the data lake and platform, to encompass the wider data environs - including business operational data.Ensuring this framework is directly aligned to and understood by the business. targets identifying, measuring, and creating the right levels of data quality to deliver the business strategic intent across operational and analytical datasets.

BUILDING THE VISION AND WAY AHEADThere was no overall data and technology strategy to transform the technology to effectively support the company’s vision. Nor a clear portfolio view of how this would be delivered. I developed technology transformation approach and pilot strategic response/portfolio backlog for the agency. This articulated the key enterprise-wide themes that needed supporting and identified the business opportunity barriers needing to be mitigated. I created the data and technology strategic response articulating how to remove the barriers, and the portfolio of work needed to achieve this. The organisation is now transforming the data and technology team structures to develop the portfolio view and delivery capability to enable transformation.

Parapet is an Integrated Risk Management (IRM) System.Using a unified approach, Parapet helps you manage your enterprise's risks, compliance, audit, health and safety in one place. Parapet enables you to develop a culture that is risk-aware and prepare for the worst-case scenarios. Parapet also helps the enterprise adopt technologies that improve decision making and performance.https://parapet.com/

RESETTING FOUNDER VISIONFounders often find it challenging to see the bigger picture, as they have been so focused on their brilliant idea. This can make it hard for them to see the real potential for their idea and get the funding they need to progress it. I work with the founders (with one of the incubators in the Callaghan Innovation Technology Incubators programme) to help them see the real potential for their product. This includes helping them identify the real market problem that needs addressing, the true client and potential global markets, and their actual products, IP and market disruption potential. I develop the Due Diligence reports and coach the founders as they present the opportunity to the incubator’s investment committee – in my time there I took two companies through this process. The TestMart founders had a very vague vision, I worked with them to clarify it, identify the real market value, core next steps, and pitch needed. MACSO was an idea without a founder, in this instance I acted as the founder. This required me to articulate the real disruptive product opportunities and global markets to the investment committee, and to reset their thinking; shifting it outside the “same same” thinking they had. Both companies have gone through the incubator and are ongoing concerns.

HOW DOES A DIVERSE MINISTRY CREATE REAL DIGITAL BUSINESS MATURITY?Developed the Digital Maturity Strategy for the next phase of transformations for the largest group of MBIE's Business Services – how to take advantage of in-country public cloud. Articulated the current maturation of their current model (based on my earlier strategy work above), including foci on technology commoditisation, delivery modernisation, and workforce transformation. The actions from this are being implemented.CREATING A LIGHTHOUSE GOVERNMENT DATA TRANSFORMATION WITH NZ-BASED CLOUDCoordinating with MBIE’s Small Business Collaborative, DPMC, and Microsoft, established alignment and agreement of the vision, scope, and story, and developed terms of reference for the Small Business Lighthouse Initiative with Microsoft. My focus was the development of a trusted data steward model, with an enabling engine to provide the visibility, security, and control to deliver the trust needed by all stakeholders. This is part of the all-of-government MOU with Microsoft overseen by the Digital Government Partnership. I needed to guide the business executives, to establish and articulate the real challenge that needed addressing, and to help them identify the actual product that needed to be developed (trusted data enabling engine). These were communicated with all executive governance groups across government successfully. The POC is planned for implementation from FY22.

DEVELOPING THE ROADMAP FORWARDWorking with the CERT NZ leadership team, taking the strategy and developing an investment plan for the next phase of CERT's development. Articulating and sharing the drivers for this evolution and identifying the outcomes and initiatives needed to address them.

GOVERNMENT INDUSTRY BRIEFING DAYSFacilitated and ran the Government Industry Briefing Days on key topics and their implications to government (such as Public Safety, National Security, Intelligence, and Cybersecurity). This involved using influence to source vendor and partner speakers and expertise from around the world to give the global view, and coaching them on the unique challenges and requirements of Public Sector clients. This has opened new levels of engagement and understanding for the agency leads.CRAFTING CUSTOMER FOCUSED MESSAGINGLed the business messaging for the combined partner and Microsoft Services response to the NZ Defence Force (NZDF) Azure/Azure stack RFP. The RFP was a first in Microsoft and was won (https://tinyurl.com/y52affgq).OPENING NEW AREAS OF CUSTOMER ENGAGEMENTDeveloped new relationships with the NZDF Defence Technology Agency (DTA). This has resulted in many spin-off engagements for partners, and MSNZ around Data and AI, and Mixed Reality.BENCHMARKING NZ DIGITAL MATURITYDeveloped conversations around systems of government to create alignment around a single, system-wide government entity approach around Smart Societies a collaboration with the Government Chief Digital Office (GCDO), Fletcher Business school (Tufts University, Boston), and Microsoft.

ARTICULATING THE VALUE OF INTEGRATIONCreated and presented the Business Value for the agency from embracing an API ecosystem. Presented this to business DCE and Directors. Help solidify their thinking to ensure business engagement and business leadership support ICT in the identification and prioritisation of API-based opportunities.

Continuation of previous consulting role.

CREATING COHESIVE NATIONAL STRATEGYDeveloped the IBM NZ Govt Hybrid Cloud user stories. Defined the customer challenges and the expected outcomes/deliverables for IBM. Developed the customer facing story for the sales teams to understand and articulate.

STRATEGIC GOALS AND TACTICAL ROADMAPSTransformed a large government agency’s thinking and roadmaps from siloed, disconnected and tactical initiatives into a unified group-wide multi-year transformation roadmap. This included developing the investment process to support this, the 12 key strategies needed to guide this transformation, landing these with the senior executives, and coaching and governance for the technology teams and partners to deliver the outcomes needed to deliver real change for the economy, citizens, and the agency.GOVERNANCE RERAILINGIdentified early signs of delivery projects' need for rerailing. I worked directly with internal and partner ICT, and at the executive, steering committee and governance level to provide insight and governance by facilitating conversations to identify problem issues and to re-set goals and priorities to re-rail these project – or stop them when appropriate.

CULTIVATING COMMON GROUNDThe existing situation was that the business operations Deputy Chief Executive (DCE) did not have the needed business, and data and technology aligned strategies/outcomes to achieve needed goals; to the extent that only $3 million out of an investment budget of $11 million had been spent by IT (27%) – so reduced business value delivery. I worked with the DCE and their direct reports to identified common business themes/opportunities and barriers. Articulated the needed data and technology strategic responses to mitigate these barriers and the multi-year investment strategic roadmap to enable this. The result was clear direction for the delivery teams, data and technology and partners, Ninety-eight percent (>98%) of the investment budget was spent over the following years with good business cases supporting the capital investments, with clear, measurable, business value delivery.

(Vodafone purchased TelstraClear at the end of 2012.) BRINGING TWO TELCO STRATEGIES TOGETHERShowed latent commercial value from TelstraClear purchase for Large Enterprise capabilities within the new VFNZ. Facilitated Global and local company buy-in to solution strategy. Resulted in alignment and prioritisation of NZ in Global Product and Global consultancy groups' roadmaps.

ALIGNING THE VISIONSLeading and coaching the Architects on understanding and talking business language with the business product teams; to better articulate the new business value (rather than technology value) of the upgrades and getting business executives onboard.STEP CHANGE IN RESILIENCEWorking with Product, Vendors and Architecture teams, developed the next sets in migration to true Broadband in the country. Identified the roadmap to gain the best tactical value out of the current infrastructure investments and the pragmatic steps to migrate to the next generation of networking hardware.

TRANSFORMING CUSTOMER EXPERIENCESFrom concept to launch, provided the impetus, architecture control, governance, and program management of the multiple overseas partners (Ireland, USA and Taiwan), and company product teams, for the creation and launch of a bespoke high definition cable TV set-top-box, remote control, and related UX software experiences. (https://tinyurl.com/y3r4l4xu)