Neil Annenberg Email & Phone Number

Wellington, New Zealand

New Zealand

Leading our work to enhance the Integrated Data Infrastructure (IDI), with a specific focus on supporting Social Investment. Includes how we acquire and integrate additional data sets into the IDI, make the data more accessible, and create an uplift in capacity.

Wellington, New Zealand

Partnering with ThinkPlace to explore the challenges faced by disabled people accessing core banking services.

New Zealand

Real Projects is pleased to have a strategic alliance with ThinkPlace. The alliance combines Real Projects' strategy, governance and programme delivery experience with ThinkPlace's service design and research expertise - creating an end-to-end service from strategy, through design to execution.

Wellington

Real Projects is a project management services company, specialising in the design and delivery of complex programmes. Our experience spans strategy development and pre-initiation of transformation programmes, establishing governance frameworks, design, implementation and benefit realisation. Real Projects has a small number of trusted associates, each of whom operates at the top-end of their project management discipline. We offer a breadth of experience in public, private and… Show more Real Projects is a project management services company, specialising in the design and delivery of complex programmes. Our experience spans strategy development and pre-initiation of transformation programmes, establishing governance frameworks, design, implementation and benefit realisation. Real Projects has a small number of trusted associates, each of whom operates at the top-end of their project management discipline. We offer a breadth of experience in public, private and not-for-profit sectors. Real Projects is pleased to have a strategic alliance with ThinkPlace, a social-purpose service design agency, specialising in making sense of complex systems. Show less

Auckland, New Zealand

Partnering with ThinkPlace to examine and explore options for the 'mental model' of vocational education and training in schools. Developing insights into 'what works' and options for further exploration, leading to a Board-level business case.

New Zealand

Partnering with ThinkPlace to understand the experiences of disabled New Zealanders when accessing banking and payments.

Wellington, New Zealand

Partnering with ThinkPlace to design and deliver a series of Service Design and Project Management workshops to senior managers at Te Puna Aonui. Building creative discipline in service design and enduring change management.

Auckland, New Zealand

Working alongside ThinkPlace to develop a strategic business case for the construction and fit-out of a community health centre in South Auckland.

Sub-contracted by a multi-national service design consultancy, to develop the Business Case for MFAT’s multi-year investment programme to tackle climate change in Papua New Guinea, as part of the NZ government’s long term commitments to climate action in the Pacific region.

Wellington, Wellington Region, New Zealand

Wellington, Wellington Region, New Zealand

Enjoyed an extended break on my OE - better late than never!

Wellington & Wairarapa, New Zealand

Initially joined SIA in Feb 2018, primarily accountable for developing the agency’s corporate strategy and governance framework, including leadership of the strategic work programme across SIA. Development of the organisational strategy, reflecting the Agency’s evolution and opportunities to reset the medium-long term goals and approach in light of changes to the scope and focus of social investment across the social sector, including the evolution of the "Investing for Social Wellbeing"… Show more Initially joined SIA in Feb 2018, primarily accountable for developing the agency’s corporate strategy and governance framework, including leadership of the strategic work programme across SIA. Development of the organisational strategy, reflecting the Agency’s evolution and opportunities to reset the medium-long term goals and approach in light of changes to the scope and focus of social investment across the social sector, including the evolution of the "Investing for Social Wellbeing" approach.Developed a governance framework to enable SIA to deliver on its strategy and programme commitments, including the strategic work programme, establishing priorities, building capability and providing a portfolio view of progress against objectives.From December 2018, I moved to the role of Design Director for SIA's Engagement Programme, developing a Data Protection & Use Policy to ensure the safe, effective and respectful use of data and information across the New Zealand social sector. Show less

Wellington & Wairarapa, New Zealand

Responsible for the portfolio of programmes at EPL, including the prioritisation and delivery of all change initiatives for the payroll strategy, annual plans, and associated budgets. Reporting to the Chief Executive, providing PMO services and leading a multi functional team of project managers and subject matter specialists.In addition, I was Programme Director for the Mobilisation phase of the Education Payroll Development Programme, a 2 year transformation programme comprising people,… Show more Responsible for the portfolio of programmes at EPL, including the prioritisation and delivery of all change initiatives for the payroll strategy, annual plans, and associated budgets. Reporting to the Chief Executive, providing PMO services and leading a multi functional team of project managers and subject matter specialists.In addition, I was Programme Director for the Mobilisation phase of the Education Payroll Development Programme, a 2 year transformation programme comprising people, process and technology changes to reengineer the schools payroll service end to end. Show less

Wellington & Wairarapa, New Zealand

Establishing an integrated portfolio of transformation and legislative programmes for the Education Payroll (schools) sector. Developing a multi-organisation governance framework, establishing the programme management approach for the Ministry of Education, and advising on the stakeholder engagement strategy.

Providing consulting and advisory services to various clients, including governance and business development for a professional services organisation.

Wellington & Wairarapa, New Zealand

Programme leadership of a range of strategy initiatives for Z Energy, including development of an Information Strategy and implementation of several Loyalty strategy initiatives.

Wellington & Wairarapa, New Zealand

Independent member of the Executive Working Group for the Child Support Reform Programme.

Wellington

Programme Director for the Children's Action Plan, a joint agency initiative to identify and protect vulnerable children. Five agencies (MSD/CYF, Health, Education, Police and Justice) jointly accountable for the design and implementation of a new collaborate model amongst government agencies, NGOs and Maori providers to jointly assess, plan and case manage the needs and services for vulnerable children in their communities. Responsible for three programmes: Service Design (the operating… Show more Programme Director for the Children's Action Plan, a joint agency initiative to identify and protect vulnerable children. Five agencies (MSD/CYF, Health, Education, Police and Justice) jointly accountable for the design and implementation of a new collaborate model amongst government agencies, NGOs and Maori providers to jointly assess, plan and case manage the needs and services for vulnerable children in their communities. Responsible for three programmes: Service Design (the operating model), the Vulnerable Kids Information System (case management) and establishing a service centre "Hub" for general public and front-line professionals. Responsible for establishing programme management methodologies across the Children's Action Plan Directorate, which included 5 programmes of work. Show less

Wellington & Wairarapa, New Zealand

Independent member of the Audit, Finance & Risk Committee for Ministry of Health. Appointed by the Director General of Health, with a governance remit across the Ministry’s overall performance, and specific topics of note, e.g. major capital programmes.

Wellington

Programme Director for the remediation of Novopay. Responsible for leading a complex and time-bound remediation programme in a high-profile environment, and leading a team of five Programme Managers working for the Ministry and multiple private sector vendors. Short term outcomes included implementation of several systems releases to a very tight timeframe, with a focus on building collaborative behaviours and project management practices in a matrix environment. Medium term focus on… Show more Programme Director for the remediation of Novopay. Responsible for leading a complex and time-bound remediation programme in a high-profile environment, and leading a team of five Programme Managers working for the Ministry and multiple private sector vendors. Short term outcomes included implementation of several systems releases to a very tight timeframe, with a focus on building collaborative behaviours and project management practices in a matrix environment. Medium term focus on preparation for transition to business operations teams in the Ministry and vendors. In parallel, led a longer-term focus on simplification and development of a sustainable operating model. Show less

Programme Director for the Network of The Future Programme, transforming the physical network, logistics and delivery infrastructure of NZ Post. Initial scope was to develop a 3 year strategic roadmap, so that Post operations are optimised for future mail and parcels volumes. Subsequently led the development of strategic business cases approved by NZ Post Board for two transformational programmes. Initiated the detailed design phase and established pilots in preparation for… Show more Programme Director for the Network of The Future Programme, transforming the physical network, logistics and delivery infrastructure of NZ Post. Initial scope was to develop a 3 year strategic roadmap, so that Post operations are optimised for future mail and parcels volumes. Subsequently led the development of strategic business cases approved by NZ Post Board for two transformational programmes. Initiated the detailed design phase and established pilots in preparation for implementing a range of initiatives for the period to June 2016, before handing over the reigns so that I could pursue a new challenge. Show less

Led the development of a future-state blueprint, business case and 3 year roadmap for wide-ranging corporate functions and capabilities. Included finance, HR, procurement, information management and reporting. The Finance strategy successfully migrated to a finance transformation programme, and HR transformation achieved as a key part of wider cross-government HR capability development.

Wellington

Technology Programme Director for ANZ's New Zealand Simplification (NZS) Programme. Responsible for bank systems conversion and upgrade. Migrating customers and accounts from ANZ core system to National Bank core system and upgrading the new system. Led 8 workstreams comprising 35 projects and 220+ FTEs.

Wellington

Responsible for the strategic design of shared services for the collective District Health Boards, and development of Enterprise Resource Planning transformational roadmaps. Role included:- development of business case for Central Government approval- design of operating model and transformational roadmaps for new shared services company - leadership of project teams to design and implement shared services arrangements.

Engaged on consulting assignments to major government departments, including the provision of Quality Assurance and Governance services.

Responsible for the development of IR’s long-term transformation strategy, which led to the formal creation of the Business Transformation programme.

KiwiSaver was IR’s most significant and complex initiative in over a decade. As Programme Manager (Delivery) and Deputy Programme Director, I led teams responsible for the overall programme approach, critical path, deployment strategy and Programme Management Office.

Led a strategic change programme in the department’s largest function (Taxpayer Audit) enabling a significant capability shift and increased focus on ‘managing for outcomes’. Successfully led the IR team in response to an Office of the Auditor General’s review of Taxpayer Audit between March and July 2006.

Led the business process re-design component of the Customer Operations department’s Integrated Billing Programme and a consulting role on a pan-Telecom process re-engineering programme. Responsible for establishing a project methodology including design and implementation.

Time Retail Finance (TRF) is a private-label credit card company offering a range of credit services to a number of major UK retail brands, supported by contact centre sales and service administration. Initially recruited as Head of Projects, my primary responsibility was to programme manage the creation of a new operations company and contact centre. This enabled TRF to bring in-house its operational functions, all of which had previously been outsourced. In 2001 I was appointed Head… Show more Time Retail Finance (TRF) is a private-label credit card company offering a range of credit services to a number of major UK retail brands, supported by contact centre sales and service administration. Initially recruited as Head of Projects, my primary responsibility was to programme manage the creation of a new operations company and contact centre. This enabled TRF to bring in-house its operational functions, all of which had previously been outsourced. In 2001 I was appointed Head of Operations with a portfolio incorporating the sales application process, fraud management, underwriting and customer account management. Show less

Senior Consultant responsible for the delivery of major change projects, typically as part of large programmes within “blue-chip” organisations in a variety of industries. I specialised in strategic application of operational functions, in particular organisational design, contact centre development, business process re-engineering and CRM solutions.

Re-engineered the operating model and process infrastructure to support future growth, anticipate changing customer demands and competitor responses.

Responsible for operational troubleshooting for a variety of internal clients. The majority of my work supported the centralisation of branch processes into national service centres.