Mark Brown Email & Phone Number

Christchurch, Canterbury, New Zealand

New Zealand

New Zealand

New Zealand

New Zealand

Established in 1998, Ezi Car Rental is one of the country’s largest 100% Kiwi owned and operated rental car operators, with over 25 years’ experience in the New Zealand rental car industry.In this three-month contract, I was responsible for assisting the General Manager and National Operations Manager to ensure a successful transition following the purchase of Motoka Ltd. This included rolling out the NZL H&S systems and processes to 18 new locations and updating five existing locations, preparing a business case for a new automated health and safety and assisting the General Manager with property projects.

New Zealand

Thrifty Car Rental is a subsidiary of National Road and Motoring Association (NRMA) of AustraliaBeginning as South Island Operations Manager in 2011, I was appointed to the role of NZ National Operations Manager in April 2013 with responsibility for 25 corporate locations, 51 properties and 130 team members at peak season. In March 2014 I was seconded to the role of GM Operations Australasia with 450 staff and 50 locations and then returned to my role as NZ National Operations Manager (Head Of Operations) in 2016. In May 2020 the company was restructured and I became Regional Manager with 11 direct reports and the same responsibilities as previously but with added accountability for all Health and Safety and Wellbeing for the whole organisation.A highlight over my time in this role was being a part of the senior leadership team which saw the company move to profitability between 2011/2012 and pre-COVID-19. This was achieved by developing a greater understanding of our strengths and blind spots, taking accountability for my portion of our three-year strategy and delivering on these 100%. I also improved revenue streams, productivity and NPS by looking at all customer feedback, taking action and improving staff engagement.I also won three major Australasian awards while at Motoka: “2013 Employee of the Year,” and the 2012 and 2013 “Innovation” awards for ICBIG. This involved developing a new way of getting the team to improve the business with 130 new ideas in Y1 and a Free Car Relo Club which saved $30k in Y1).In addition, by using my strong coaching and mentoring skills and supportive leadership style, I ensured that several of my direct reports won major Australasian awards, including ‘Branch Manager of the Year’, ‘Branch of the Year’ and ‘Rising Star.’Additionally, by focusing on training and coaching, listening to customer feedback and taking action, I took our customer satisfaction Net Promoter Score from 45 in 2011 to 65 in 2021.

Toitū Te Whenua Land Information New Zealand is the public service department charged with geographical information and surveying functions as well as handling land titles, and managing Crown land and property.This role sat within the Pastoral Unit which looks after the South Island High Country. It required a skilled and savvy leader to provide transformational leadership to a service delivery team through innovation, coaching and mentoring and continuous improvement, and turn team members into confident achievers whilst improving bottom-line results. I was also appointed to LINZ National OSH and wellbeing management team.By introducing the team to Gallup’s 12 rules of engagement and regular coaching along with a new concept called ICBIG (Innovation and Continuous Business Improvement Group), I created a more agile and customer-focused team and significantly increased employee engagement over six months as measured by a Gallup survey. ICBIG is based on the premise that everyone has ideas to improve the business and aims to capture those ideas and assess and implement as many as possible.

Westpac is an Australian bank and financial services provider headquartered in Sydney. It is one of Australia's "big four" banks and is Australia's first and oldest banking institution. Its name is a portmanteau of "Western" and "Pacific".Oamaru is a medium-sized branch with 10 staff and a portfolio of c. $200m+. 40% of this role was coaching, with 40% focused on building the brand in the community and the remaining 20% based around compliance.Whilst in this role, I reviewed with the team the local banking environment and completed a SWOT analysis on the branch. Through team and one-on-one coaching and generating pride and excitement, I increased engagement, which in turn heightened the focus on our vision and values and created a truly customer-oriented environment.