Eastland Group is the parent company that owns and provides services to a diversified set of businesses operating within the regulated electricity, electricity generation, ports, logistics, aviation and commercial property sectors.Eastland Group employs all staff under a shared services model and allocates them to specific businesses within the portfolio. Eastland Network is the electricity distribution company that supplies line function services to the upper east coast of the North Island.A fledgling services business aimed at capturing non-regulated revenue within the energy sector.Eastland Port is the port at Gisborne. This now includes a significant dry storage, cold storage and logistics operation.Gisborne Airport is the division which has a lease and contract to manage the local airport business for 30 years.Eastland Generation owns and operates and develops predominantly renewable electricity generation assets, with a core focus on geothermal.Eastland Investment Property, a portfolio of commercial and industrial properties on the Gisborne water front, within the CBD, the airport and in the industrial zone.

Flick is an independent electricity retail that has brought innovation to what is a very staid and traditional industry.

Director of Gisborne District Council CCO Gisborne Holdings Limited which includes its 100% subsidiary Tauwhareparae Farms Limited, a 11,000 hectare agricultural and forestry operation with 50,000 stock units and 1,500 hectares of radiate pine as well as separate business units covering property and commercial activities. Total assets c. $100m

Ministerial appointed director of the Tairawhiti District Health Board and member of the finance and audit committee and the staffing and governance committee.

Ministerial appointed director of the Waikato District Health Board, member of the finance and audit committee and campus redevelopment committee.Waikato Hospital is the largest hospital campus in Australasia and the HB employees 6,000 staff and has a turnover of more than $1 billion per annum.

UnitedNetworks was at the time the largest network infrastructure company in New Zealand with 30% of the nation's electricity consumers and 60% of the gas consumers connected to its network. It also had an interest in telecommunications networks, with a deployment of a carrier class optic fibre network. These three business lines supplied 640,000 end consumers. It was the 10th largest listed company on the New Zealand stock exchange until de-listed in November 2002.The role reported through to the Chief Executive Officer and was part of the executive team.ResponsibilitiesEnsuring that UnitedNetworks $2.5 billion of infrastructure is maintained, operated and constructed efficiently, with annual OPEX and CAPEX budgets in excess $120 million.Managing a direct team of approximately 80 staff and field service contractors with over 500. AchievementsImplementation of successful change management that resulted in significantly higher levels of employee satisfaction and increased productivity. Ensured the success of the $72 million (NZ) divestment of UnitedNetworks fields services capability to Siemens and the underpinning 7.5 year output based period contract.Electricity Complaints Commission (Ombudsman) - Scheme developer, a board member of the council and the distribution company representative of the Electricity Complaints Commission.Regulatory Management - Key contributor in developing strategy to best position UnitedNetworks in an uncertain regulatory environment.Part of the executive management team responsible for the divestment of Aquila's 70% shareholding in UnitedNetworks through a multi-national sales process to Vector Networks at a price 25% above NZSE price on announcement. Managed the operational, contractual and transitional issues associated with contemporaneous asset sale of $875 million of electricity and gas assets.

The Commercial Manager's role was part of the senior management team and involved managing the company's commercial risks as well as relationships with customers, supporting business development and formulating strategic direction and policy. ResponsibilitiesManaging the core commercial relationships with customers. Commercial/contractual protection of over $400 million in annual revenues.Understanding and managing UnitedNetworks commercial and financial risks to an optimum position in a liquid and changing market environment.AchievementsDevelopment of a number of additional revenue streams. That contributed to the revenue growth of the company.Developing and implementing a suite of new contracts that once in place underpinned $400 million in annual revenues.Delivery of Business Line Strategic Plan for the period from 2001 to 2004 for multiple business lines.Development and integration of customer, end-user and market interfaces. Working closely with energy retailers to ensure that their e-commerce solutions work seamlessly with the UnitedNetworks requirements and industry protocols. CRM project team member.Participation in a number of industry working groups, which delivered a positive results. A key member of due diligence team for the successful Orion gas network acquisition ($550 million) in 2000. Appointed as transition manager for a period of 6 months to manage the post acquisition issues.

Optimal is a joint venture company owned by Alstom New Zealand a service provider, and Transpower New Zealand.ResponsibilitiesProviding consultancy services to network asset owners and service providers to improve system performance, commercial disciplines and reduce operating and maintenance costs.AchievementsAssignment with Light/Alstom JV - Phase 1

ResponsibilitiesComplete commercial and operational responsibility for all overhead and underground, distribution network related activities in New Zealand.Development of long-term period service contracts.Revenue responsibilities: $17,000,000 (NZ)Staff responsibilities: approximately 135AchievementsEstablishment of a standalone Group within Alstom to provide services to the electrical power companies within Australasia. Successful delivery of an organisational change and process development program which delivered a competitive advantage through the delivery of high quality value added services.

ResponsibilitiesComplete financial and operational responsibility for all overhead and underground transmission, distribution and communication network related activities in New Zealand, Australia and off-shore, with five geographic branches, an operations support branch and specific project work. Revenue responsibilities: $27,000,000 (NZ)Staff responsibilities: approximately 220 AchievementsEstablishment of a JV company (Trenchless Utility Services) which secured a large proportion of the contracts let by Ericsson for the Telecom fibre/coax network role out.Development of Australian Branch, Melbourne, Victoria operating under subsidiary Electrix Pty Ltd and projected profitability in first year (1996/97). Marketing, negotiation and overall responsibility for $3 million (US) distribution line upgrade project, American Samoa.Marketing, tendering, negotiation and overall responsibility for $2.4 million (US) transmission line stringing project; Securing approximately 45% of the national Transpower line maintenance contracts for

Auckland.Responsibilities/AchievementsResponsible for providing an estimating, project management, commercial and engineering support service to the Division's branches.Certification to ISO9002 achieved in December 1994.Staff responsibilities; 6 direct reports.

Auckland.Responsibilities/AchievementsResponsible for the management of line maintenance and construction contracts in Auckland and Northland. In charge of all business unit functions and performance including commercial, programming and operational aspects relating to bidding and completing contracts within the area. Staff responsibilities; approximately 40.Revenue responsibilities: approximately $3,500,000.

Responsibilities/AchievementsContract management and support for large electrical, control and instrumentation contracts. Projects included commercial buildings, conventional and nuclear power stations, military, marine and petrochemical projects.Staff responsibilities; 2

Responsibilities/AchievementsResponsible for project planning, reporting and co-ordinating of £40 million electrical cable carrier and cabling contracts, with a staffing level of around 150.Staff responsibilities; 1

Clyde.Responsibilities/AchievementsInvolved with project management, engineering and planning of mechanical and electrical portion of the Clyde 432MW hydro electric power station in Central Otago. Reported directly to Construction Manager.

Responsibilities/AchievementsSubstation, Power Station, Transmission Line, Maintenance and Construction.