The Forum on Tax Administration is part of the OECD’s Centre for Tax Policy and Administration. It brings together leaders from the 50 most advanced and emerging economies to consider relevant global issues and trends and to develop ideas in enhancing tax administration around the world. In this role, I was responsible for developing the OECD's thinking on a range of emerging topical tax administration issues including: the use of advanced analytics and digital technologies by tax… Show more The Forum on Tax Administration is part of the OECD’s Centre for Tax Policy and Administration. It brings together leaders from the 50 most advanced and emerging economies to consider relevant global issues and trends and to develop ideas in enhancing tax administration around the world. In this role, I was responsible for developing the OECD's thinking on a range of emerging topical tax administration issues including: the use of advanced analytics and digital technologies by tax administrations, developments in compliance risk management; tax administration responses to the shadow and sharing economy, and the use of effective design and risk based interventions to influence compliance outcomes. I had prime accountability for the re-development of the OECD’s flagship publication on Tax Administration, which draws together data and information on topical issues and trends across 55 participating jurisdictions to facilitate guidance and advice. I also led the initial thinking on possible 'global performance indicators' for use in tax administration. As well as supporting information requests from member jurisdictions on a wide range of tax administration matters and liaising with other international tax bodies, the role supported the OECD's wide tax work, including implementation of BEPS actions, and the work or the global relations programme (which is responsible for supporting developing tax administration capacity. Show less

In this role I led a team of design, analysts, digital, and project professionals who translated our strategic plan into innovative solutions that delivered Government Policy, improved value in what we do today and create the future environment for a more effective and efficient tax and social policy agency. Using customer insight and service design skills we worked with Service Delivery colleagues to improve consistency of delivery, lift quality and deliver a better customer… Show more In this role I led a team of design, analysts, digital, and project professionals who translated our strategic plan into innovative solutions that delivered Government Policy, improved value in what we do today and create the future environment for a more effective and efficient tax and social policy agency. Using customer insight and service design skills we worked with Service Delivery colleagues to improve consistency of delivery, lift quality and deliver a better customer experience, resulting in improved compliance and better delivery of entitlements. I was responsible for the design and efficiency of existing tax products and supporting IR's business transformation, including helping source and on-board through the procurement process a design partner and COTs vendor. Show less

I oversee a team of 750 that are responsible for the design and delivery of systems and services that enable IR to effectively collect and distribute revenue for New Zealanders. Working with business partners and suppliers we develop solutions to enable IR to transform and grow. In addition to helping shape and govern Inland Revenue’s transformation initiatives,

I lead a team of 230 design, analysts, e-services, and project professionals who translate IR's strategic plan into innovative solutions that deliver Government Policy, improve value in what we do today and create the future environment for a more effective and efficient tax and social policy agency. Using customer insight and service design skills we work with Service Delivery colleagues to improve consistency of delivery, lift quality and deliver a better customer experience, resulting in… Show more I lead a team of 230 design, analysts, e-services, and project professionals who translate IR's strategic plan into innovative solutions that deliver Government Policy, improve value in what we do today and create the future environment for a more effective and efficient tax and social policy agency. Using customer insight and service design skills we work with Service Delivery colleagues to improve consistency of delivery, lift quality and deliver a better customer experience, resulting in improved compliance and better delivery of entitlements. Show less

Executive lead and sponsorship of Inland Revenue’s work in managing implementation of the Government’s 2008 and 2009 Budget tax changes. I had prime accountability for delivery, linking Policy, Design and Operations and liaising with the offices of Ministers and Treasury to ensure delivery of policy announced in the Budget.

As Deputy Commissioner and then as Commissioner, I worked as part of the Economic Reform Unit of the Regional Assistance Mission [RAMSI] to improve the administrative practices and policies of the Inland Revenue following the re-establishment of Government after 9 years of ethnic tension. My leadership of the 100 person Department re-established management and administration practices, bringing these in-line with those in developing nations having regard to ‘sustainability’.

Prime responsibility for leading and managing Inland Revenue’s national processing operations, whose 700 staff in 3 sites annually actioned tax payments totalling $47billion, and processed 9.5m items. Under my leadership this area identified business improvement based on customer centric processes, centralisation of key activities and up-skilling and diversification of our workforce. We developed better management information, improved workflow and planning tools, started to work in more… Show more Prime responsibility for leading and managing Inland Revenue’s national processing operations, whose 700 staff in 3 sites annually actioned tax payments totalling $47billion, and processed 9.5m items. Under my leadership this area identified business improvement based on customer centric processes, centralisation of key activities and up-skilling and diversification of our workforce. We developed better management information, improved workflow and planning tools, started to work in more collaborative ways across IR and contributed to implementing key Government initiatives Show less

My prime responsibility was the strategic management of delivery of all Inland Revenue services to the 600,000 customers in the lower half of the North Island. I led 400 staff and managed a budget of $22 million, lifting performance across all delivery areas. As a member of the Field Delivery Group, I contributed to the national design of delivery activities. Between June 2000 and 2003, I had responsibility for co-ordinating national delivery for the work of the 400 debt and return collection… Show more My prime responsibility was the strategic management of delivery of all Inland Revenue services to the 600,000 customers in the lower half of the North Island. I led 400 staff and managed a budget of $22 million, lifting performance across all delivery areas. As a member of the Field Delivery Group, I contributed to the national design of delivery activities. Between June 2000 and 2003, I had responsibility for co-ordinating national delivery for the work of the 400 debt and return collection staff. This portfolio role included establishing the annual design, and providing the overall operational approach to achieve contracted outputs in managing this $2.3 billion Crown Asset. Show less

Prime responsibility for the completion of key accountability documents including Estimates, Annual Accounts, and Statement of Intent. I oversaw the preparation of internal and external planning, budgeting and financial information, including operating, capital and accommodation planning. Accountable for the reporting of the $45billion Crown Revenue collected by Inland Revenue annually and appropriate management of its $3billion balance sheet. Responsible for liaising with Treasury and SSC on… Show more Prime responsibility for the completion of key accountability documents including Estimates, Annual Accounts, and Statement of Intent. I oversaw the preparation of internal and external planning, budgeting and financial information, including operating, capital and accommodation planning. Accountable for the reporting of the $45billion Crown Revenue collected by Inland Revenue annually and appropriate management of its $3billion balance sheet. Responsible for liaising with Treasury and SSC on annual operating and capital baselines, including sourcing capital for major systems redevelopment and new policy implementation; and governance roles across Inland Revenue’s $200m system redevelopment. Show less