Nick Gubb Email & Phone Number

Wellington Region, New Zealand

Wellington Region, New Zealand

As Quality Engineering was a newly established practice at MBIE, I was tasked with setting up an Environments and Tooling team. As part of this I created an Environments Strategy to better define how many Environments are appropriate based on Project size and their possible uses, appropriate naming conventions etc. A Release Strategy to define the process a code package must pass through for non-Production Environments and incorporated the use to automated stage gates when used as part of a deployment Pipeline. A Tooling Analysis team was established to help manage the Tooling and configuration for Software development and deployment, and this led to savings of $500k in licensing costs as well as a framework for reduced risk and faster deployments.

Wellington Region, New Zealand

Delivery Lead / Scrum Master (June 2018 – July 2021)As part of a Kiwibank move from a Waterfall based delivery approach to an Agile one, I was asked to take on a role facilitating multiple cross functional squads who had responsibilities ranging from BAU to regulatory compliance and solution integration. These teams all had different skills and willingness to adopt Agile principles which led me to engage using approaches to best suit the squad. Using the foundational concepts of Kanban and Scrum I led various approaches to the ceremonial Stand Ups, Retrospectives, and Demos which all had to be tailored to the team to set them up for success. Stakeholder engagement played a core part of the role in dealing with Business Managers, General Managers, Risk and Compliance teams, and suppliers in order to manage their expectations on timelines, outcomes, costs, and risk.Test Analyst (August 2016 – June 2018)I was asked to represent Retail Branches as a ‘Business Champion’ and SIT/UAT Tester in the Core Modernisation program. This was an engaging and educational experience and leading me to define Process Mappingfor frontline user systems, SIT/UAT for many backend Banking systems and frontend channels. This role evolved into a Defect Manager position for the Project and focused on managing a range of internal and external stakeholders and project deadlines.Branch Manager (September 2014 – August 2016)During my time as a Branch Manager at a Kiwibank/NZ Post Branch, I learned financial compliance responsibilities and governance best practice. Compliance was a day-to-day reality and creating and utilizing relationships to best achieve results was crucial. Coaching the Team and driving their performance has had its own set of challenges when I was new to the industry, but I found success through coaching behaviours rather than focusing on actual product knowledge.

Wellington Region, New Zealand

Trade Manager (2012 – August 2014)I took on the role of Trade Manager becoming responsible for overseeing commercial sales of $12 million per annum. General stock issues, special ordering, rep support, managing special events and building relationships with tradies was all part of the day-to-day. Through these strong relationships, when a large new format competitor opened, we lost no commercial market share, and managed to consistently grow previous year’s figures by 10% per month.Administration Manager (2011 – 2012)I started with Bunnings in the role of Administration Manager. This role was responsible for regulatory compliance of the business, managing 45+ Team members from front of house roles such as cashiers and service desk, to support roles such as reception, banker, activities and inward goods. This also included Audit compliance and a Health and Safety focus.

Wellington Region, New Zealand

When I started, this particular branch was lagging behind company expectations. It had major staffing issues, merchandising problems, stock control issues and was nowhere close to hitting KPI Targets. After collaborating and creating individual personal development plans, KPI results significantly improved along with morale without impacting retention rates.

Wellington Region, New Zealand

Managing all aspects of a Retail branch in both Auckland and Wellington. Involved successfully running a team of 35+ employees, responsible for store performance (measured via P&L & KPI reports), carrying out disciplinary procedures and processes for staff for several of the stores in the Wellington region. During this time I was also involved in the training of store managers.

Wellington Region, New Zealand

This was my first job out of college. After working my way up from a part-time weekend ‘Graveyarder’ to Senior Manager, I was involved with recruitment and training of 135 new employees, developing, and implemented new tracking systems for Fuel management, which was subsequently been rolled out nationwide.

Education record

Education record