An executive leadership role accountable for the people, culture and transformation (C&T) team, supporting 1800+ employees in a highly complex and political operating environment. Reporting to the CEO and working closely with the Executive team and the Board. Key accountabilities are:- Designing and delivering an internal transformation programme to ensure the achievement of AT’s business objectives and improve trust confidence and mana. - Creation of a 3-year strategy and plan including the design, development and delivery of key initiatives to improve culture and people engagement.- Leading, advising and influencing the executive leadership team on people and culture strategies to build the desired culture for the future, including our ongoing response to Covid-19.- Operational leadership of the team, including process and systems improvement, risk and financial management, analytics and reporting.- Leading, empowering and motivating a functional team of 75 with the remit of internal communications, workplace experience, transformation (adaptive practice), change management and all the elements of a people and culture function. Key Achievements:• Achieved a world-class cultural transformation from 2018 to 2022 as demonstrated by a significant +19.75% uplift in constructive behaviours, -21.75% decrease in passive behaviours and –24% in aggressive styles as measured by the Human Synergistics OCI. Received several external awards and accreditations.• Enabled a people first response to COVID-19.• Achieved an exceptional +39% increase in constructive styles, decrease of -40.25% in passive and –46.5% in aggressive styles as measured by the OCI across the C&T team (circa. 70 people) from 2018 to 2022. • Increased AT’s adaptive capability from 0 to 25% and co-led the design and delivery of Kea to solve complex business problems through new ways of working, capability build and the creation of the adaptive practice.

Interim leadership of the Safety (health, safety and wellbeing and transport safety) function.• Delivered a co-designed safety (transport safety and health, safety and wellbeing) strategy working collaboratively with the board, Executive team and key stakeholders. Built a comprehensive safety management system with several programme managed work streams. Interim leadership of the Safety team (circa. 30 people) for 8 months while we completed an international search for this role.

An Executive leadership role accountable for the HR function for the New Zealand Operating Company for Heineken, DB Breweries Ltd and subsidiary businesses (Joylab and Drinkworks) whilst playing a key role regionally and globally in the HR space. The key responsibilities of the role are:• Organisational leadership - a key member of the Leadership Team contributing to the wider organisational strategy and direction. Trusted advisor for the Managing Director and leadership team. A key member of the Regional and Global HR teams. • People strategy - develop the People Plan in line with strategic plan and to enable business objectives. Work collaboratively with regional and global HR teams to share expertise and provide input.• Leadership of the team - coach, support and motivate HR team to design, develop and deliver effective and customer focused initiatives. • Enterprise leadership and organisational impact - develop and maintain effective relationships with key stakeholders. Actively build the HR brand and profile. • HR management and change - develop and implement innovative people practices to harness the motivation, engagement, capability and performance of people. Key Achievements:• Improved the perception of the HR team and ensured a people first approach achieved through leading the creation and delivery of a 3-year People Plan.• Led the development of the Heineken regional talent management strategy which was then rolled out globally. • Showcased the DB Breweries People Plan across Heineken and a member of the Global People Plan design team. • Achieved a +17% increase in team engagement (Aon Hewitt). Built a high performing, credible and engaged team.• Appointed to the Global Talent and Leadership Council providing input into key initiatives and delivering programme management support for the global book of work. • Delivered a large target operating model review and organisational change process.Ensured a people first approach to change.

A hybrid role accountable for leading the Talent and Capability Centre of Excellence and providing leadership to the HR generalist team supporting the non-operational functions (Corporate, Sales, Services, Strategy, Business Optimisation) and the people and change transformation team , circa 40 people. The role was also a key member of the HR leadership team providing strategic input into the broader NZ Post people and culture strategy and providing thought leadership and specialist expertise to the business unit teams to enable business performance. The key responsibilities included:• Accountable for leading the design and development of talent, culture, leadership, learning and organisational development strategies, programmes and initiatives aimed at building overall organisational capability and supporting improved organisational performance, effectiveness, and culture for a business of ~8000 people. The role is responsible for providing high quality and timely guidance, advice and support for business leaders and for ensuring that strategies, policies and initiatives related to talent and capability are delivered as follows:• Leading the development and implementation of talent and organisational development strategies, initiatives and tools to support culture, capability, and organisational performance objectives.• Leading the development and implementation of capability development strategies, and initiatives to build a learning culture.• Leading the development and implementation of HR strategy, and provision of generalist HR business partnering to the non-operational enabling functions (~1000 FTE) ensuring that the people management strategies and practices are aligned with Post Group HR strategy, drive and support the performance of the division, and enable the achievement of Group strategic aims.• Leading the People and Change team supporting the Network of the Future transformation programme, a significant change programme over 2 years.

Facilitation/creation of Culture & Capability Strategic Plan for the Group and other strategic projects

A senior HR leadership role accountable for generalist HR support across a diverse range of business units; Business Banking, Customer and Technology Services (CTS), Private, Wealth, Insurance and Institutional Banking (WIPIB), comprising approximately 2500 people spread across New Zealand.The key responsibilities of the role are: Organisational Leadership • As a key member of the HR, Business Banking, CTS and WIPIB Leadership Teams, contributing to the wider organisational strategy, direction and leadership of Westpac. • Assisting the GMs and leadership teams to drive the necessary change required to execute on the broader business strategies. People Strategy • Develop people strategies in line with Westpac’s strategic plan. Identify the most important issues and facilitate the development, integration and alignment of all people strategies. • Guide the HR team to ensure suitable metrics for initiatives and the rigorous analyses of results that lead to strategic insights and recommendations for reinforcement or change in their areas of accountability.Leadership • Coach, support and motivate the HR team to design, develop and deliver effective timely and customer focussed initiatives. • Develop and maintain effective relationships with key stakeholders. • Actively build the HR brand and profile of self and team members internally and externally, ensuring HR team members are spending significant time within our business. • Remain abreast of new and emerging trends in human resource management. HR Management • Oversee the development and implementation of a range of innovative people practices designed to harness the motivation, engagement, capability and performance of individuals. • Core areas of accountability include: · HR advisory services · Employment relations · HR policy and procedure · Health, safety and wellbeing · Remuneration, reward and recognition · Payroll and HR analytics. Organisational development

Responsible for the following across the Telecom Group:1. Developing and implementing a Strategic Workforce Planning Strategy including: o Identifying and understanding the key strategic capabilities required for the future including, capability mapping, gap analysis and workforce planning.o Building a successful sourcing strategy to attract and retain critical talent segments for Telecom’s future success aligned to strategic its objectives.o Buying, partnering or building key talent/ capability pipelines through key programmes i.e. internships, skills accreditation, training roadmaps, partnering programmes etc.2. Establishing a defined and differentiated Employment Value Proposition (EVP) - our People Promise - and leading the development of the Telecom Employment Brand aligned to the Telecom brand attributes.3. Developing and reviewing the overall recruitment strategy for Telecom, designing, reviewing and owning the overall recruitment model and day to day management of the operational recruitment function (approximately 20 people).4. Leading the People and Change stream for the new buildings - Telecom House and Telecom Place.5. Career Management - design, development and implementation of a career management framework and tools.6. Future of work strategy and execution - i.e. Wellness, new ways of working, agile talent etc.7. HR business partnering support for the Corporate Functions and business transformation.

The HR leadership role for the Retail Strategic Business Unit comprising approximately 2500 people and providing telecommunication services to the mass and SME markets, leading a team of HR Business Partners.

A consulting role with accountability for creating, developing and implementing learning and organisational development initiatives for the Fletcher Building Group of companies.

A strategically focused position reporting to the Chief Executive. A key member of the executive team providing HR expertise and solutions to support the strategic direction of the business, a trans-Tasman based IT systems and solutions company.

Responsible for project managing all aspects of the TelstraClear organisational restructure arising out of the merger of CLEAR Communications and TelstraSaturn.

A generalist human resources position reporting to the Executive GM Human Resources. The role was responsible for providing human resources advice and expertise to the Customer Service, Information Technology, Networks and Wholesale Business and Service Units, approximately 400 employees. The position was a key component of the management team of the Business and Service Units. The role also managed key strategic human resources projects company-wide.

A member of the Human Resource team in a sales, distribution and manufacturing organisation comprising 180 salaried and 500 hourly employees. Responsible for education, training, and organisational development company-wide plus a variety of HR roles.

A member of the litigation team engaging in a variety of employment, family and civil law work.