Bluecurrent created the advanced metering category in New Zealand and today partners with leading retailers and distributors on both sides of the Tasman. We now manage over two million advanced electricity and gas meters across NZ and Australia, providing near real time data and control services to our customers. I have the privilege of leading an awesome team responsible for platforms, architecture, portfolio delivery, technology innovation and cyber security as Bluecurrent pursues a mission of enabling the clean energy transition.

Specialist consulting firm focused on technology enabled strategic change and venturing. Consulting engagements have included: * Development of the commercialisation strategy for network planning software developed by a Tier 1 telecommunications provider; * Architectural and Cybersecurity practice establishment for a large listed entity;* Selection of an e-commerce platform to enable a multi-national software vendor to manage software delivery, entitlement, order management and payments; * Capital advisory and strategy services for numerous start-ups;* Project remediation for a troubled cloud based compliance platform and;* Interim executive assignments.

I am privileged to be working with a great S&T team and a highly talented and hard-working Digital Team. The role is focussed on: - Digitally enabling the transformation of Steel & Tubes customer-facing experiences, technology, and ways of working. - Segment strategy, service proposition, and channel design - B2B E-commerce platforms and offers - Technology roadmaps and architecture - Cyber and Information security - Pricing strategy, policy and analytics - Decision support and optimisation platforms - Reliability engineering and IT service management - Portfolio and programme management

Responsible for all elements of Architecture, Digital Platforms, Application Management, IT Service Management, Service Design and Information Security at Auckland Airport. From aeronautical operations to construction through to loyalty programmes, e-commerce, BOT's, IOT, cyber security and biometric deployments this is one of the most diverse and high growth IT opportunities in corporate New Zealand.

Contract role to establish and lead the Architecture and Security team at Auckland International Airport. The role is extremely varied and includes:*technology portfolio establishment;*architecture, technology delivery and support standards*cyber security frameworks and technology implementation;*sourcing of enterprise technology platforms and;*solution and services design;*omni-channel retail;*asset optimisation programmes.Leading a specialised team the mandate is to engage widely with Airport stakeholders and enhance the airports technology and security practices through the entire lifecycle.

Contract role assisting with the commercialisation of a cloud based Application Performance Management (APM) platform. This included evaluation of licensing and e-commerce models for the distribution of this new product into international VAR, service provider and reseller channels as well as distribution direct to client.

Being the CTO at Yellow at this time was a rare privilege. This role was responsible to the CEO for the technology strategy to enable a digital business model for Yellow. This included identifying the strategy, architecture, programme of work, funding and team for the digital transformation. Working extensively with stakeholders within and outside Yellow this involved the mobilisation of a multi-year, multi-million dollar programme of work which touched every part of the Yellow business, significantly enhanced Yellow's digital capability and drastically reduced Yellows IT operating costs.The organisation then entered its second phase of its digital transformation with a focus on the simplification of its business model and marketing propositions. From a technology perspective this involved implementing significant new digital and data science capability, supporting mobile, search and web new product development, re-engineering of the core customer value chain, implementing customer self service, increasing organisational and technical agility, implementing high velocity Agile development/release processes and implementing core platforms into the public cloud.From a leadership perspective the role focussed on stakeholder management, influencing and contributing to organisational strategy, managing budgets, projects and teams in times of significant transition and facilitating/leading the change programme both internally and externally. This responsibility culminated in the joint leadership of the Customer Experience programme of work for Yellow.

Taking on the leadership of the Product Factory at Yellow was an amazing journey. Succeed or fail fast is the mantra and this period was a busy one for the team. We have been working on a number of new product prototypes, some of which have been taken to market. These includes:Yellow Call Tracking Numbers - a superior tool to track your advertising effectiveness across all media types.Taggifi - Yellow's own augmented reality social media platform and white label platform for brands.Spaces - a new way to discover the stuff you love. Lots of cool tech in this app - the more you use it the better it gets.Quotes - the ability for consumers to secure quotes from trade people via Yellow properties.

To lead the OrderWare organisation – implementing board strategy, achieving revenue/profit targets and implementation of appropriate business controls.

• As VP of Sales and Marketing I was responsible for all new business generation and client management (non-service delivery) for OrderWare Solutions . The role was international by its nature and included the signing, negotiation and support of distribution and licensing agreements with channels and customers.• The position also included establishing marketing strategies and execution plans for OrderWare. This included brand marketing, product collateral, customer collateral, demand generation campaigns, OrderWare Websites and media management.• This role was also responsible for the management of all core product processes and product plans and a functional roadmap which projects out 18 months into the future for our target segments

1. Had overall responsibility for developing business strategy and an annual business plan for agreement by the board.2. Developed a sales and marketing plan, and manage the sales and marketing activity both in New Zealand and internationally.3. Direct responsibility during the initial startup period for developing and qualifying sales leads, preparing and presenting proposals to clients, and coordinating such additional information and technical presentations as are required from technical staff.4. Secured distribution agreements with New Zealand and international distributors to achieve sales targets.5. Achieve sales targets through direct sales and distribution agreements.6. Secured funding for the company as required to meet its growth targets7. Managed the relationship with any external funding agencies or individuals who have invested in the company.

The role of Global Marketing Manager was responsible for the overall marketing and product strategy associated with the ICMS application globally. This includes full utilisation of elements of marketing mix (media, PR, advetising, promotions, sales incentives, consultant liaison, events, internet, intranet, etc), revenue targets, product development, channel planning and third party alliances/relationships.My team was located in 3 countries and 5 locations. The position was responsible for a total operating expense of US$13M.

While performing my role as Market Development Manager for the ICMS unit I assumed responsibility for customer care and billing support for in-country sales teams in the Asia Pacific region. In this role I was involved with bid engagements in Japan, Hong Kong, Australia, Singapore, Taiwan and Indonesia.

Responsible for the marketing, channel planning and segmentation of the small and medium business market for TCNZ. I was responsible for the successful trade and industry association strategy which reduce share loss for TCNZ in this segment by 50%.I was also responsible for building the business plan for the TCNZ channel sales model (dealers, telesales, telephone account management and direct sales).