The RDC Group Ltd was formed in October 2016 to deliver outstanding consulting services to the public sector in New Zealand and overseas. We are passionate about creating value and working with leaders of organisations to develop high performing teams and strategies to meet difficult challenges. We are absolutely committed to making a difference through helping organisations be more efficient and effective in providing services to New Zealanders.Our Director and Associates have worked in the New Zealand public service for many years, most in senior management roles.  Having worked extensively as senior leaders we understand the challenges leaders and public sector organisations face.The wide range of assignments we have undertaken to date reflects the diverse experience and skills we are able to offer our clients and the networked nature of our operating model. We also utilise, where necessary, a network of experienced consultants to help in delivering on client outcomes.

Morrison Low is an Australasian management consultancy specialising in advising central and local government. Whilst at Morrison Low I completed a range of engagements, including:Providing advice for a major metropolitan council on the mechanisms available to retain affordable housing units delivered through an urban development agency operating in partnership with the market. Assisting a major operational department to develop a new system for accommodation assistance, including providing policy advice, reviewing modelling assumptions, and workshop facilitation.Designing and coordinating a review of a central government ministry's controls and integrity measures in response to fraud by a servant, to strengthen the Ministry’s systems and processes to prevent a recurrence of this type of event.Reviewing a major operational department's processes and management for responding to Official Information Act requests. Contributing to a study of the net costs of growth for local government for a central government ministry to establish whether, over time, “growth councils” are financially better or worse off after providing the infrastructure required to support the residential and commercial building growth in their areas.

I managed and led the Housing Policy Integration Section of MBIE's Building, Resources & Markets Group. I was responsible for the development and provision of high quality policy advice to Housing Ministers on a range of critical housing policy issues and reforms including social housing reform, the supply and quality of rental housing, the efficient and effective operation of the rental market, and associated legislation and regulatory systems.

In this role I developed and built a database that provides a library of joint military tasks which serve as a foundation for capabilities based planning across the spectrum of military operations.

Leadership of a project team that designed, built, and implemented a decision support tool to track relative planned resource use by United Nations peacekeeping missions, both across time and between missions. Strategic planning support to a wide range of United Nations peacekeeping and special political missions through the budget development and performance reporting processes.Writing cross-cutting and issue specific research and analysis papers on a range of strategic resourcing issues.

Liaison between the United Nations Assistance Mission in Afghanistan (UNAMA) and international security forces (NATO) to promote mutual understanding and cooperation, and to advocate for UNAMA’s positions on security and military matters.Providing military advice, analysis and support to UNAMA.Preparation of analytical papers in the fields of security and military operations for UNAMA senior leadership.

My roles included providing advice on health policy, and on the government's fiscal management and budgeting processes. This included significant contributions to the redesign of the New Zealand Government's budgeting processes during the GFC and the subsequent implementation of the new process. I also redesigned the Government's process for the recording and reporting of significant fiscal risks, and participated in a project that redesigned the Government's budget, accountability and reporting documents.

I was the senior uniformed manager (Lieutenant Colonel) within the Army’s Resources Branch. This role included membership of the NZ Army Support Board providing governance and oversight of the Army’s logistics, finance, and administrative functions.

A wide range of junior and mid level (Second Lieutenant to Major) command and management positions, including leading military organisations of up to 100 staff and managing annual operating budgets of up to $2.5 million per year.

On secondment from the NZDF. Responsibilities included evaluating the efficiency and effectiveness of Defence activities and output production, review and assessment of the business cases for Defence capital acquisition proposals, and monitoring Defence and Security agency performance, including the identification of funding pressures and fiscal risks.