Managing the delivery of the Kapiti Coast Economic Development Strategy through innovative and strategic projects, in partnership with industry, Iwi, educators, and government and regional agencies. Working to Council and an independent ED Board and Tourism Advisory Board, effective stakeholder engagement and programme management has led to the delivery of projects in food production, visitor attraction, destination management, workforce development, and business resilience. The ED Team's work has won recognition by the wider Wellington Region, national association EDANZ, and Taituara (Local Government). Our work also influences other economic and tourism development strategies along the Western Seaboard Economic Corridor from New Plymouth to Wellington. I am proud to be part of the leadership of the future chapter in the amazing Kapiti Coast development story.

GREENCOAST ADVISORY brings together extensive experience in international agriculture, government policy, business sustainability and innovation. We are dedicated to supporting New Zealand's food industry on its path to proving that we are the most sustainable food producing and exporting nation in the world. Creativity, consumer trends, events and tourism experiences in F&B are key aspects of our kaupapa. Current mahi focuses on creating a Centre of Excellence in Plant-based sustainable food, a high-value food & beverage industry cluster, and indigenous regenerative horticulture across the lower North Island. Further work has developed KapitiCoastNZ.com into a business information source and profiles all types of SME's including F&B artisan producers. Visitor attraction is also at the next level in preparation for the construction of an eco-cultural discover centre for Kapiti Island and the Coast. Top this off with an intergenerational workforce development plan and we can look forward to continued regional economic development.

PBL increases the value of character homes through renovation and then on sells them to a target market. PBL also offers its services to other property owners.

Reporting to the Chairman of the Board my role was to create and lead a talented team of 14 fostering engagement with and between the business community to work together to find new paths to prosperity. W&P delivers value to the local economy and community by developing and implementing business growth, retention, and attraction strategies. Through close sector and iwi engagement we have ensured our programmes are well utilized, measurable and relevant to sustainable economic recovery from the impacts of COVID-19 and the summer drought. The organisation was still in ‘start-up’ mode when I was brought in to provide clear strategy, effective management, and measurable accountability. We achieved a rapid step up in delivery to KPI’s, building stakeholder support, and public regard for the organisation through effective communications. In 2019 the Whanganui economy performed above the national average in many key measures. Significant new PGF investment has been secured for tourism, port and cultural infrastructure, and skills-to-employment pathways. We implemented online tools and Apps wherever possible. W&P’s Economic Response and Recovery Framework and associated Work Plan is benefiting businesses small and large. Alongside the Work Plan sits our overarching marketing and communications plan which is optimistic and future orientated, inspired by Whanganui’s rich history, and builds on existing community spirit. Together with the Chamber of Commerce, Main Street Retailers, Te Manu Atatu Maori Business Network, and Whanganui Maori Regional Tourism Organisation, W&P launched this joint initiative to help local businesses adapt, pivot and grow.

Led the national representative organisation of the veterinary profession. The New Zealand Veterinary Association has served and supported Veterinarians since 1923, and is helping the profession be better recognised and valued for the unique role they play in society and the economy. The NZVA is committed to safeguarding the high skills, continuing development and ethical standards of the profession. Through 15 special interest branches, 14 regional branches, the national office, Board and various committees of volunteers, we help our members throughout their careers, from student to retirement, with the support and knowledge they need to succeed in their professional and personal lives. Most importantly, we help the profession to broaden and deepen their role so they can influence across a wider range of issues. The well-being of people, animals and the environment is inseparable.

Reporting to the Assistant Vice-Chancellor I was responsible for engagement with significant agribusinesses, Local Government clients and regional business leaders in terms of their strategy development needs. My role centred on the public-private partnerships I built in Marlborough and the Manawatu-Wanganui Region focused on economic development. I was responsible for the Regional Economic Development Strategy (CodeRED) at Massey. Key outcomes included developing a Marlborough Business Innovation Cluster comprising 20 companies, with funding support from the businesses themselves, Trusts and Council, and preparing a major economic development report for Council (Creating the EDGE - economic development growth engine. I created and led new strategic initiatives, national industry fora and was invited to speak at conferences on topics ranging from global trends and value chain analysis, to product and process innovation. A highlight of this role was placing a business development agent in China to implement market entry strategies for cluster businesses on the back of a comprehensive study tour of Shanghai and Xiamen led by the ANZ Bank.

As founding director of FoodHQ I led this 10-partner consortium reporting to a board comprising CEO’s and Mayors. FoodHQ has a vision to build a globally significant innovation hub aligned to the capability needs of New Zealand’s $30 billion food and beverage export industry. The FoodHQ Partners have an ongoing Capital Investment Plan of $250 million and plans to build its human capital from 2200 to 4000 staff and post-grad students by 2025. In addition to the 10 Partners, I also developed Industry membership of FoodHQ currently with 35 companies and organisations of all sizes. The membership model is designed to enhance member collaborations including developing large-scale partnerships. Market research reports, consumer insights and business data (provided by ANZ Bank), are provided to Members through an online platform. FoodHQ connects industry and in particular its Members to all of the knowledge, technology and capability they need in order to innovate and grow. We also connect through to infrastructure provided by the New Zealand Food Innovation Network. The model uses a regional lens and starts by focusing on Central New Zealand including the Top of the South Island through to Gisborne and Taranaki, creating a manageable geography to provide the required services, influence and support. I led Gold Members on an executive market immersion tour of world food innovation hot-spots. This programme was curated to aid a deeper understanding of consumers in Asia, models and systems that aid collaboration (Food Valley NL), logistics (Flanders horticulture), and taking a design approach to business models (San Francisco start-ups). We intentionally calibrated our thinking by starting with the emerging wealthy and middle classes in Asia (in particular a supermarket chain featuring NZ products), before moving on to the highly sophisticated EU marketplace, their systems and quality management, and finishing with entrepreneurs.

I was seconded by the Director of Strategy to provide expert advice to two policy teams and lead industry engagement in three areas: doubling the value of exports while reducing environmental footprint; collaborating with China in food safety and environmental sustainability; and mapping skills and employment pathways in the primary industries. I worked with firms across New Zealand to enhance MPI’s engagement under the ‘export double’ programme and undertook a value chain assessment which identified gaps in policy implementation where intervention and support was required, including funding. I was also co-opted to assist MPI’s Primary Growth Partnership Funding Directorate in reviewing its PGP policy settings in the light of real-world outcomes and industry feedback. The review process involved the formation of a primary CEO reference group to consider the options and refine the recommendations relating to businesses at various scales, most of which were implemented.

• Led the development and implementation of the Strategic Plan and Annual Plans.• Ensured that the Strategic Plan and Annual Plans aligned with the TEC’s Statement of Service Performance.• Managed 44 operations and research staff at the Institute’s head office.• Administered the Science Advisory Board and ensured that all collaborating academics across the consortium had clear line of sight to the overall objectives of the Institute. • Established and managed with Fonterra their major Primary Growth Partnership (PGP) programme ($73m): Innovation to transform the dairy value chain establishing platforms of research, education and knowledge transfer. This 7-year national work programme brought together key researchers at University of Auckland, University of Otago, Massey University, University of Canterbury, AgResearch, Plant & Food Research, and Fonterra’s Global R&D Centre, as well as recruiting two Fonterra professorial chairs to select and lead PhD and Post-Doctoral students.• Led the contract-for-services negotiations with the PGP partners and their legal teams having negotiated the master service contract with Fonterra’s legal team.• Built strong relationships with key NZTE, MFAT, MPI, and MBIE officials leading to numerous important introductions to businesses and officials in Southeast and North Asia.• Led marketing, stakeholder engagement and communications working with partner marketing departments, producing quality content, joint press releases, the Riddet Review quarterly journal, and Annual Reports.• Led new business engagement initiatives to raise national profile, influence government policy, grow business uptake and industry innovation.• Commenced the development of two regional Food & Beverage Industry Clusters (Marlborough Strategy and the creation of international food innovation gateway FoodHQ).

Cropmark Seeds is a leading pasture and forage crop breeding and marketing company. The Chairman/ CEO of the company employed me to operate and prepare his company for sale at a premium. This was also an opportunity to gain hands-on knowledge of the complexity of crop breeding and pastoral farming: breeding top-performing cultivars, agronomy, international field trials, contract crop and seed production, independent seed certification, rural services, wholesaling and retailing, and most importantly, farmer (i.e. customer) satisfaction.

• Identified and articulated the opportunity for CFR and New Zealand to pursue a high-value ‘premium foods’ strategy based on the foundation of sustainable production, elite germplasm and food & health, in partnership with Fonterra, the seafood industry and the plant-based production sector, focused on the consumer drivers of health, convenience, sustainability and gourmet products. • Created a clear new vision and strategy that was supported by the Board, CFR management and staff – i.e. high-value food innovation, positioning CFR as New Zealand’s leading innovator in food and production.• Led the development of a new Strategic Plan that received a high-level of support from key stakeholders, including the Minister, Ministries, the Foundation for Arable Research, NZ Aquaculture, Horticulture NZ, Horticulture Australia, Dairy NZ, Fonterra and PGG Wrightson; the Strategic Plan was ‘operationalised’ in a company-wide business plan.• Developed an effective company structure aligned to the overarching food strategy and ensuring an integrated value-chain approach involving multi-disciplinary teams. • Appointed and established a high-performing executive team with clear accountabilities for achieving the vision; this team changed both the focus and the culture of CFR.• Achieved 9% growth in Group revenues, exceeding Parent company revenue targets by $1 million. 40% ($10 million) of government contracts were rebid increasing these revenues by 35% and total government long-term revenue by 15%.

• Managed the overall operation and financial performance of a 200 FTE food science and technology division increasing revenue by 7% and EBIT by 24% in 05/06, and increasing revenue/FTE by 8% p.a. on average. • Helped develop and implement the company’s strategic and business plans as part of the Executive Management Team, contributing in particular to strategies that secured new commercial investment from clients in the food processing and animal health sectors nationally and internationally.• Successfully established the new $17 million Hopkirk Animal Health Research Institute in partnership with Massey University, involving the relocation of key staff from a 100-year old animal research centre to a new purpose built facility on Massey’s campus.• Key person responsible for leading the implementation of a number of company-wide science and technology strategies including:o Ensuring the dairy and meat industries have the capacity to earn a substantial fraction of their revenues from high-quality and highly-functional foods and ingredients that induce human health & performance.• Directed the international marketing of core IP and platform technologies to key clients including Fonterra, Wyeth Nutrition, Danisco, Danone, DSM, Kemin Industries, Pfizer and Merck.• Championed the commercialisation of diverse smart measurement and sensing technologies for application on-farm, in-plant and in-transit (shipping container).• Worked closely with domestic clients in particular Tatua Dairies and Dairy Goat and with the CEO and staff at Waikato Innovation Park.

• Realigned the group’s single (meat) industry focus to the company’s Strategic Plan by repositioning engineering R&D capability away from low-value consulting projects in the meat processing industry towards high value applications of core IP in other industries as well, including the dairy and human health industries.• Led the promotion of food processing R&D and platform technologies to key meat industry clients and sector organisations in New Zealand and Australia, converting complex technological solutions into value propositions aligned to clients’ specific business drivers.• Trebled Australian revenue to the group (to $1M p.a.).• Championed the development of four leading-edge biosecurity and analytical technologies to final commercialisation phase, securing multimillion dollar investment from venture funds and trade investors.

• Increased overall investment in the Food Science section by 8% p.a. and cost efficiency by 15% p.a.• Manager responsible for the dairy industry’s milk quality, composition and protein science R&D capability.• Manager responsible overall for specialist analytical services and laboratories, including all chemical analysis, shelf-life testing, new method development and acceptance in NZ and internationally, IANZ and ILAC.• Developed a state-of-the-art proteomics facility as part of a new strategic science plan. Worked closely with lead scientists and the equipment and software suppliers in managing a limited budget.• Focused the team on market and customer drivers, technology leadership and teamwork under a matrix management structure.• Rapidly gained staff respect and with it, support to streamline research management systems, improve work practises and lift morale.

($65 million New Zealand Dairy Board subsidiary serving the global pharmaceutical industry)