Mark Drogemuller Email & Phone Number

Wellington, Wellington Region, New Zealand

Appointed Programme Manager to manage several initiatives, including the new Unified Funding System (UFS) delivery, supporting the new vocational education framework. The programme includes delivery of UFS, remaining phases of DXP and the replacement of several existing TEC applications. The implementation will have significant change impacts across TEC and TEOs.Activities to date include:- Analysis and requirements gathering for functionality across all new applications. Ensured staff (TEC and other agencies) and TEOs were included to gather their input to help facilitate solution acceptance.- Standing up a project for UFS solution delivery, including change management and communications functions- Hiring a Change Manager and starting the business/process impact assessments to enable the development of change strategies and initial sector-wide communications- Working with the Project Manager of a related project to integrate delivery into the programme

Wellington, New Zealand

Approached directly by the Chief Executive to assume the management of the Data Exchange Project (DXP) based on suspected concerns that the project would not meet the approved milestone dates. The goal of DXP is to modernise the existing data collection applications that Tertiary Education Organisations (TEOs) use to provide data to support their funding. Includes responsibility for the change management across TEC and approximately 600 TEOs. - Successfully delivered the first phase in Nov 2021 and now responsible for managing the production support and enhancements and the associated business change impacts.- Currently managing the delivery of the second phase and the design of the third phase to modernise the data collections functionality. The project has merged with the implementation of a new funding system to support the new vocational education framework - Managing a team of 21 people and additional staff from multiple vendors. Managed procurement across project- Using SCRUM framework for the technical delivery methodology. Using PROSCI methodology to manage change, with the Change Manager reporting to me- Reporting to the DCE Information, with the CE as the sponsor. The CE chairs the Steering Committee, which includes members of the TEC Executive Team and representation from the Ministry of Education and UniversitiesKey Achievements- Rapid identification of issues impacting the project delivery and implemented a remediation plan- Restructured the team and removed team members who were impacting progress and morale- Formed a new team during the Covid lockdown, including recruitment and onboarding of new team members- Commented by the Steering Committee that they appreciated my honesty when delivering status updates

Wellington, New Zealand

Managed the Funds Management and Payments (FMP) project and business process re-engineering across the TEC investment functions. FMP developed business processes and functionality across six applications to provide consistency, efficiency, transparency and auditability in managing $3.2 billion of funding. FMP was TEC’s largest project at the time and regarded as their most successful. The programme included significant investment in change management (PROSCI), communications, training, transition and handover activities.- Managed a team of up to 33 people, with budget responsibility of $7.4m. Managed the procurement, contract negotiations and delivery of a number of vendors and contractors- Reported to the CFO. The Steering Committee was chaired by the CE and comprised most of the executive teamKey Achievements- Implemented a two-staged approach with business cases for both the design and delivery phases to provide better assurance to the leadership and Board regarding cost and duration- Implemented a two-tier governance structure to allow a faster turnaround of decisions and resolution of issues- Implemented a multi-layered quality assurance structure to minimise risk and ensure delivery of a quality product- Built an exceptional team. The CE commented on the quality of the team- Included a one-month parallel run with the production environment before implementing the final phase to provide a better transition experience for staff - Managed the transition, which included implementing three phases (over five months) to spread the change impact and minimise risk. This included the framework for post-go-live- Staff regarded the change approach as the best delivered by a programme/project at the TEC- Operated in an environment of significant change, including an organisation restructure and delivery of an urgent government initiative. This required constant replanning and team motivation under stressful circumstances

Wellington, New Zealand

Managed the delivery of several projects for the TEC, including:- Development of a business portal and replacement of the existing enterprise search engine- Design and release of a new organisation-wide taxonomy- Procurement and installation of business intelligence software for use by internal and external usersKey Achievements- The business portal was a finalist in the 2018 Deloitte IPANZ Public Sector Excellence awards- Identified $200,000 savings per annum by a small extension of scope for the search engine project

Wellington, New Zealand

Responsible for the rescue of the Enterprise Data Warehouse and Criminal Reporting projects. Both projects were responsible for delivering reporting capability to support the new criminal legislation in New Zealand. Both projects were inflight and faced substantial delays. I left MoJ before completion.Key Achievements- Restructured the two projects into a single project. Re-aligned the team to better focus on integrated delivery across the entire scope - Reviewed and redefined the delivery approach to resolve several issues. Improved communications, enhanced requirements management and introduced an improved testing methodology - Facilitated agreement between the business and the vendor to deliver a suitable product to achieve an optimal balance of requirements to fit within the budget agreed with executive management.- Led two separate replans to integrate substantial changes to business requirements

Wellington, New Zealand

Lead across four agencies for the Criminal Procedure Act 2011 Implementation (CPAI). CPAI was a multi-million-dollar, multi-agency Justice Sector project led by the MoJ. It involved the New Zealand Police, Crown Law and the Department of Corrections. The key objective was to speed up the resolution of criminal cases and reduce costs within the New Zealand criminal jurisdiction. The new legislation impacted 8,000 people, including judges, front line police, departmental prosecutors, crown solicitors, criminal lawyers and employees across the agencies involved.- Responsible for the integration and alignment of the implementation across the agencies involved- Accountable for the delivery in MoJ - Budget responsibility of $6.1m. Managed the procurement, contract negotiations and delivery of several vendors and contractors- Reported to Service Design Manager, District Courts. Reported monthly to the Sector Steering Committee comprising senior executives from each agencyKey Achievements- Led the development of the cross-agency business case using the five-case model endorsed by the NZ Treasury. Three departmental Ministers and the Attorney General approved the business case- Facilitated the agreement of a cross-agency implementation plan. This included the development of a joint project schedule that agreed on the alignment of joint milestones, deliverables and project activities- Led the completion of the cross-agency communication and stakeholder management plans- Managed the integration of application changes between agencies- Led the development of the cross-agency launch and transition planning and the deployment. - Managed substantial risk to ensure on-time delivery of an exceptionally complex programme. This was in the context of an organisational restructure within MoJ during the implementation period and the need to align delivery across four agencies and two other inter-dependant MoJ projects

Wellington, New Zealand

Led the review and replan of a troubled project to manage customer campaigns, which then delivered to schedule. Also managed the latest iteration of the transformation roadmap that included the first integrated view of both the business and technical components.

Wellington, New Zealand

Successfully delivered several projects for MoJ, including managing the ICT response team for the Feb-11 Christchurch earthquake.

Brussels, Belgium

Managed the rescue and delivery of the Financial Improvement and Transformation project for Euroclear, the world's largest provider of domestic and cross-border settlement services. The objective was to resolve many financial audit issues by implementing a series of projects underpinned by re-engineering financial business processes and implementing Oracle Financials. Based in Brussels with a scope that comprised 34 legal entities across five countries with 239 finance employees. - Took control of an existing programme of four projects facing cancellation due to significant delivery challenges and being over budget. - Responsible for the delivery of the Oracle R12 implementation project, which included extensive development comprising 15 interfaces, 150 reports, various customisations and extensions and complex data migration and cleansing- Also responsible for three other projects comprising the establishment of a financial control framework and quality management system, an upgrade of the financial consolidation system and the redesign of the inter-entity cost allocation system- Part of the team for renegotiating the multi-million Euro statement of work and SLA with the vendor appointed to deliver the Oracle implementation. Managed the ongoing relationship and SLA- Managed a team of 50 people with total budget responsibility of €26m. Reported to the Finance Director (Sponsor) and IT Director - Package ApplicationsKey Achievements- Rapidly redefined the programme scope and built a revised business case, which was approved by the Executive Management Committee- Redefined the business process re-engineering approach to address audit issues- Established a common delivery framework and single communications and change management streams to provide an integrated delivery approach- Led the change management and re-design of job functions for Finance staff- Developed a launch strategy to implement all sites concurrently and for post-implementation support

London, United Kingdom

Managed the merger of four UK subsidiaries and four European branches (Denmark, Finland, Sweden, France) into a single company. Restructured 250 staff, including the existing finance shared service centre. Amalgamation of three accounting systems.

Wellington, New Zealand

Rescue of a troubled project to develop a business case for the New Zealand Treasury. Led the development of a revised scope definition and project schedule. Asked to remain to contribute to the development of the business case.

Wellington, New Zealand

This project identified 61 gaps and recommended 41 initiatives to improve how Civil Defence managed information flows internally and with emergency management agencies in New Zealand. All recommendations were accepted by the Board.

Hamilton, New Zealand

Implementation of Oracle 11i financials, procurement, inventory and projects. Initiated the project and managed through to the end of the design phase, before leaving to take a one-year sabbatical.

Wellington, New Zealand

Delivery of the product consolidation and business process re-engineering of IAG’s core retail functions, supplemented by a new insurance application from a UK vendor. Budget of $55mil with a team of over 130 people. Scope extended across two major insurance retailers, corporate re-sellers (banks and brokers) and a direct customer website. Achieved an excellent client satisfaction rating of 4.4 out of 5.

Singapore

Delivery of Oracle 11i financials, projects, self-service time and expenses across 17 legal entities in nine countries. Impacted 70 finance employees and staff involved in the management of projects and submission of expenses. Managed a virtual team of 50 staff across eight countries including offshore developed. Managed the transition to an offshore Application Management team. Budget responsibility of €5mil.

Singapore

Accountable for the delivery of an Oracle 11i (financials, projects, self-service time and expenses) across 17 legal entities in nine countries, with a budget of €5mil. Impacted 70 finance employees as well as all staff involved in the management of projects and submission of expenses. Responsible for a virtual team of 50 staff based in eight countries and included offshore developed and the transition to an offshore Application Management team. Part of a larger programme of work for CGEY, to implement common accounting and pricing processes across Asia Pacific.

Everywhere!

1. Project Manager - Oracle 11i Scoping Assessment (Aug 2000 - Jan 2001): Writing of scope statements for 12 entities in the UK and Asia Pacific for a large international recruitment agency 2. Project Manager - Worldwide Training Program Design / Development (Apr - Jun 2000): Design and implementation of a global Oracle training and support initiative for NZ’s largest dairy exporter.3. Manager - Oracle Site Management / Business Process Review & Improvement (Jun 1999 - Mar 2000): Stabilisation of the Oracle 10.7 Financials and Distribution implementation at the Singapore site, for NZ’s largest dairy exporter. Participated in the regional IT management meetings.4. Consultant - Oracle 10.7 Custom Development and Y2K Testing (Dec 1998 - Jun 1999): Design of a global solution for the interface of handheld devices for NZ’s largest dairy exporter. Lead for Y2K testing of global solution.5. Team Lead - Oracle 10.7 Global Implementation (Jun - Nov 1998): Lead (fixed assets and projects) for the Hong Kong & Singapore implementation of a French multi-national tyre manufacturer.