I started this Fencing Club in 2013 and I am the Manager, Armourer, Coach, and organiser for the club. As well as turning students into talented athletes, it's a joy to see the dedication and hard work ethic translated into successful academic and working careers.

HealthLink is a service & technology Health systems integration company that provides a secure messaging service for the Health sector in NZ, Australia and Canada. It maintains a 27/4 infrastructure for over 12000 clients, including the NZ Ministry of Health and Australian state contracts.Role and responsibilitiesThis role was created to develop the relationships with key third party software partners. The role is about forming strong working win-win relationships with our key partners. The role also had responsibility for several key strategic projects.Achievements- Much improved relationships with key third party partnerships, resulting in closer collaboration todevelop & fix interacting products- Achieved a Net Promoter Score of 100%- Direct input to the strategic thinking at the senior level- Created reporting systems to track and improve key indicators- Ability to ‘sell’ the partnership prospects of working with HealthLink- Worked with the Australian GM to improve support for the Australian team- Steadily progressed the long term strategic projects- Project managed time and resource critical projects- Project sponsored a new release process

As per Vendor manager

Role and responsibilitiesReporting to the General Manager - NZ. This role was to ensure that our systems were available to our customer base of initial 2,000 customers on a 24/7 within SLA levels. Initially with 12 reports, it grew to over 20 staff, half the company and included the customer support desk, deployment and the ITS department.Achievements- Built a disorganised unstructured group of support staff into a three department operational groupcapable of supporting 9,000+ clients within SLA’s- Introduced processes & procedures to ensure structure, accountability and responsibility for operational key areas- While the number of customers tripled; robust troubleshooting procedures, training and team building reduced the number of customer support calls over three years- Increased staff efficiency with training, procedures and staff retention- Went on a fact finding week to Alberta, Canada to discuss opportunities with Calgary Health- The operations group exceeded SLA’s for all Government and State contracts- Introduced issue and problem tracking with root cause analysis techniques- High quality feedback from an independently run 360 degree appraisal- Organised and ran weekly company team leader meetings, company staff presentations, officereorganisations, building security, phone systems and generally run all the odd activities required in an every day company.

Role and responsibilitiesReporting to the Owner. This role was to manage the day to day operations of the warehouse and Office

Part of the international financial & media conglomerate, Reuters Health Information (RHI) bought out my previous employer, VAMP Health. RHI developed and sold software and support services to the GP marketplace in the UK. It was sold to Cegedim in 1999.Role and responsibilitiesReporting to the operations director. Initially asked to take over and prepare the maintenance group for outsourcing, I then managed the outsource contract. I was then successful in gaining the job of starting up our own warehouse operations to source, built and supplied the solutions for our engineering team to install. I managed 45 staff as the maintenance manager.Achievements- Started up from scratch a warehouse operation that needed to run a £12m annual operation. This involved designing the layout, implementing security measures, recruiting staff, and establishing partnerships with suppliers. Designed, implemented and managed the operational procedures, and responsibility for the welfare of the staff who worked in the warehouse through implementation of Health & Safety measures.- The Product Release department team timely and accurately tested, documented, recommend, trained and released new hardware and software (produced in-house and from third party vendors) for use with our solutions.- Developed procedures for the daily and weekly contact with our third party maintenance partner. Monitored the daily performance and to provide advice and support throughout both companies. The role included resurrecting the role of maintenance manager at short notice, when the maintenance company went into receivership.- The maintenance department (~40 staff) provided nation wide UK engineering support (4/8 & 8/16hr response). I took over the running of the department to prepare it for outsourcing and was involved in setting up the SLA levels and agreements.