Responsible for the nationwide interpreter booking service - iSign.

Delivery of new job management system for booking interpreters nationally. The project involved landscaping, assessing alternatives, reporting, stakeholder management and training. The training involved staff including management and over eighty contract users across New Zealand. The project evolved into a conversion to Xero, management of the change and the completion of the annual accounts and audit.After a successful launch, I was requested to perform a post implementation review.

Responsibility for the operation of Ames IT Academy training organisation over two campuses.

Responsibility for the operation of two training organisations over three campuses. Role involved leading the management team, implementation of business plans, key relationship leader and Board liaison and reporting.

Lead and direct the organisations financial, business and corporate support services. Role included responsibility for Property,HR and ICT matters.

Contract role responsible for managing the company financial matters including payroll, cash management and reporting.

Engaged to manage a project with the objective of maintaining the protection from the parallel importation of films. The project required obtaining funding and support from the film Exhibition and Distribution community and regularly reporting on progress and budget.The project involved contact and briefings with Government Ministers, Ministry Officials, Political Parties and various industry stakeholders.Industry information was collected and analysed and supporting reports generated to give substance to the cause.Submissions to Government from various stakeholders was facilitated and managed.An extension of the protection was introduced to the House, reported on by a Select Committee and passed its second and third readings. The Bill then completed its Royal Assent.

Business consultancy and accounting servicesIn between projects services provided to family print & licensing business.

Contract role reporting to the Chairman of the Board. The brief was to review the structure and business model of this not for profit organisation and recommend any changes in order to;1. Operate under a new environment of printed labels pending legislative changes.2. Position the FVLB to operate more efficiently and transparently.A three phase process was recommended and these phases have all been adopted. The phases involved restructuring, bringing previously outsourced functions in house, upgrading the level and use of technology employed by the Body and in doing so reviewing all procedures and process.

Contract role of Team Leader of Corporate Services reporting to the Regional Manager. The position involved the supervision of seven staff and ensuring that a staff of two hundred was provided with: Office support (reception, technology, supplies, security) Vehicle fleet use and Sundry support tasks e.g. compiling school lists, mail outs.The role required monthly reporting and variance commentary workbooks for four cost centres. Monthly Cost Centre Managers meetings were held to assist the preparation of budgets and advise managers of cost issues.HR responsibilities were part of the role in drafting employment agreements and variations to employment terms. The role had the responsibility for tracking and reporting on monthly staff movements.Achievements:• Successfully organised and managed the relocation of seventy five staff in one day and have them fully operational.• Facilitated the use of a joint and shared corporate services team across two divisions within the Ministry.

• Led a team of ten with responsibility for delivering financial and non-financial objectives of WB in New Zealand. Direct reports were: Sales Director, Financial Controller & Marketing Manager.• Supported and directed the Marketing, Sales and Finance departments. Finance included Production and Logistics.• Responsible for HR, Payroll and any other matters concerning WB in the market.• Represented the company on industry Boards & Committees.