Board Member for Depot Artspace in Devonport, Auckland

I have a wide portfolio of responsibilities including, leading a team of investment specialists and international relations experts to promote Auckland internationally as a business and investment destination. I manage New Zealand’s largest film studio network of four film studios, attracting and negotiating deals for over $1bn of films deals into Auckland, including Avatar, Mulan, Amazon’s Rings of Power and Cowboy Beebop. Securing Government and Council investment of $37.5 to build new film studios, developing a $30m sector investment fund, negotiating a $200m development agreement for significant cultural infrastructure and two strategic property divestments valued at $60m and $150m Key Achievements Investment and Business Attraction- Notwithstanding the impact of covid on the border, in the last three years the Investment team has generated circa $1.6 billion annual GDP growth for the Auckland region, by attracting and matching businesses, investors and investor migrants such as Costco and Ikea. Economic Recovery - Created and chaired the Auckland Regional borders Steering Group for the last two years with over 30 companies, Govt and industry representatives to collaborate and lobby on behalf of businesses to change immigration and border settings. Team Development – refocused team to proactively target four key sectors for Auckland -infrastructure, food and beverage, screen and digital technologies and green economy. Expanded the team and developed new talent Studio Development – Responsible for doubling Auckland’s screen infrastructure, including securing Government and Council funding of $37.5m to expand and develop Auckland Film studios as well as significant increases in profitability. Strategic Programmes - leading work on creating a single stadium operating model for Auckland, developing a $30m sector investment fund, $200m development for significant cultural infrastructure and two strategic property projects valued at $60m and $150m.

VelocityBlue is a boutique consultancy that specialises in strategy and value transformation for medium to large corporates. The focus is helping clients deliver sustained transformation through supporting the development of a clearly defined strategy and identifying key initiatives to drive revenue or increase efficiency. Recent Client workSouthern Cross Travel Insurance Limited Acting as strategic adviser to the newly appointed CEO, I delivered a number of key initiatives, negotiating the agreement for their key outsourced service provider, including the IT integration and new service delivery. Served as acting CIO (4 months) during recruitment process. The development of a new 5 year business strategy and the supporting new target operation model. Supporting the delivery of the 5 year Business Plan and the development of the Business Plan board paper.Dairy Holding LimitedSupporting the CEO and CFO in the development of a new 5 year strategy to transform one of New Zealand's largest privately owned dairy operations with 72 farms, a herd of 49,000 and reveunes in excess of $100m pa.

Key Responsibilities As a member of the Spark Executive in the business customer function, we faced downward price pressure in key telco products which made up 80% of business, whilst IT contracts were generally bespoke integrations that were of significant risk, all within a corporate environment of significant cost management. I managed a team of 25 across the Commercial and Bid teams (Auckland and Wellington), this includes responsibility for overall risk management, pricing alignment and deal approval governance for 3,500 business customers with revenues of $1.5bn per annum as well as managing all material bids for acquisition and retention. Key Achievements Responsible for supporting the Spark sales team in contracting new business sales worth $297m FY2017 and $364m FY2016. Commercial lead on Spark’s biggest deal through All of Government for Telecommunications – TaaS (valued $1bn over 11 years) as well managing the team to deliver full IT outsource agreements with Kiwirail, Contact Energy, NZ Racing Board and Genesis Energy worth together over $200m. Maintained Bid team win rate above 80% for all retention and acquisition bids Managed commercial recovery of major IT implementation deal for key government and major commercial clients where deals at risk were valued in excess of $100m, as well as leading the acquisition of large franchise partner who encountered financial difficulty. Material cost reduction and operational efficiency savings of over $300m delivered across the executive leadership team.

Key ResponsibilitiesReporting to Managing Director, responsible for the day to day operations management for a major investment business, including 21 staff and 40 advisers. Accountable for compliance, supplier management, property, HR, IT and delivery of strategic programmes. Key Achievements• Strategic investment (in excess of $20m) in Wellington to purchase Terrace Financial Group a well respected advisor business with significant high net worth client base• Mitigated impact on customers and business reputation through managed the investigation, media content and remediation of an Adviser’s material compliance breach. Managed the relationship with Legal, senior management and FMA to ensure due process was followed.

AMP is a wealth management company that provides quality financial advice and a broad range of products to our customers directly and through a team of over 500 AMP Aligned and Quality Advice Network advisers plus third party distributors. AMP operates primarily in New Zealand and Australia. With approximately 700,000 customers in New Zealand, AMP is New Zealand’s largest provider of workplace savings schemes and is a default KiwiSaver provider.Heading up a team of eight lawyers and Customer Response team, responsible for legal advice and legal risk management for New Zealand operations.Key Achievements• Significant reduction in Board risk, whilst providing Advice First (AMP subsidiary) with greater independence and operation control over risk and compliance obligtions preparation of application for Advice First to become a QFE ( Qualifying Financial Entity) under the FMA.

Responsible for the operational and commercial delivery of 60% of Auckland’s bus network, through the management of 3 key bus operators with operational budgets in excess of $100m pa. Key Achievements• Managed over a 1000 buses to budget and achieved “on time” performance increases in key bus routes as well as introducing key new bus routes to the airport and a new local bus services between Warkworth, Matakana and Snells beach.• Managed service performance and contingency operations during industrial action by drivers in order to minimise impact on the travelling public.• Helped conclude distressed negotiations with 5 bus companies to allow for roll-out of AT Hop Card.

Key ResponsibilitiesReporting to GM Strategy and Innovation, responsible for the development of a new innovation function within the NZ Post Group. Focus was on the generation and delivery to market of new digital innovations. Key Achievements• Developed business plan and business case for a new innovation function, including the recommendation of a new ideation tool. In a declining market NZ Post needed to innovate quickly and efficiently, the new function allowed for the capture and assessment of new ideas.

Key ResponsibilitiesReporting to GM Strategy and Innovation and NZ Post CEO, undertook a strategic review of current BPO capabilities across NZ, Australia and Asia as part of the decision-making around the future in their share in Datacom. Key AchievementsPrepared Business case to NZ Post Executive and Board in order to determine a key strategic direction. Commissioned to prepare 1 of 2 competing business cases regarding NZ Post’s stake in Datacom.

Key ResponsibilitiesAs a development of my strategy role, I was asked to be part of the Exec to set up and run a new start up outsourcing subsidiary. I led the Legal, Procurement, Business Development teams as well as account management of largest customer. In addition, for the first two years of operations, I also held responsibility for Finance, Unit Operations, IT and HR. Key Achievements £300m of net new sales within first 5 years. Broke even 6 months early with a market capital estimate of £970m with over 400 staff by year 5.Savings of £52m savings within 3 years of operation against a budgeted saving of £12m, including the reduction of 70 suppliers down to 1, through management of the procurement process to select a new print provider for Royal Mail.Managed P&L for £53m pa customer account, generating savings of £6.4m (against a budget of £5m), whilst maintaining 35% operating margin. Managed a team of 16 to deliver all of the customer’s document management and print requirements.

Key ResponsibilitiesWorking to the Director of Strategy, I was responsible for the development of key sections of the Royal Mail 10-year strategic plan, including innovation, product to market, parcels, unaddressed mail and pensions. Key AchievementsDelivery of core elements of the 10 year strategy which I developed, parcels and pensions helped Royal Mail to return to profitability and successfully float.£3m positive balance sheet adjustment as a result of warehouse and distribution review

Working in the Competition and Regulatory team and then moving into the Commercial team, provided a range of legal advice, contract drafting and negotiation as well as training. Advised senior executives on a wide variety of competition issues and dealings with postal regulator and competitors. Key AchievementsAdvised on the development of initial commercial and legal structures for competitor access to the Royal Mail network. Drafted and negotiated network access agreements.Managed and won dispute with Postal Regulator over introduction and operation of the new quality of service compensation regime, saving the company circa £300m.

Customers in 50 countries offering large scale interconnectivity and broadband services to business.Involved with business start up in a legal team of three, which become eight within 12 months. Drafted and negotiated IT integration agreements with various suppliers valued in excess of £100m.Developed sales, service, procurement and credit agreements and negotiated individual contracts.

The UK’s largest cement and building aggregates company with an annual turnover in excess of £4.5bn, purchased by CEMEX.Contract role at International head officeAdvised on the disposition of Great Mills nationwide retail chain, preparing due diligence materials and reviewing sale and purchase agreements.Negotiated the purchase of 35% of the shares in a Lithuanian cement plant (US$19m) and 29% of the assets in a Norwegian cement distribution business (US$21m).

Worked as a team of two with General Counsel to advise on commercial and regulatory matters.Negotiated original network access arrangements on deregulation.Advised on the purchase of stakes in three start up IT ventures. Created and implemented new customer contract structures and contracts for all customers.