This is a start up venture. I am the co-founder, and co-inventor of the IP. We have New Zealand, Australian, and US patents (granted) and pending in other countries for the system that we call express carpooling. My job is to find first customers, and also to source equity investment. Our goal is to make it easier and more rewarding for people to share rides. We do this by focusing on meeting-places rather than databases. This work has evolved and I have become a transportation researcher, currently carrying out research into the use of incentives to manage congestion. Through this activity I am also a research associate at the Mineta Transportation Institute and San Jose State University, San Jose, USA.

I provide business strategy consulting services, mainly facilitation of strategy development, but also leadership of strategic projects, for a wide range of clients, mainly in New Zealand.

Member of board of five, advocating for greener mobility through whatever means, to help meet emissions reduction targets and delay or avoid climate change issues. The board is consensus driven with a background in trip pooling as a way to reduce traffic, congestion, and emissions. Major activity is a series of virtual conversations that reach out to Mobility Management and Travel Demand Management professionals around the world, on topics that impact on trip-making.

Chairman of the board of directors for this company involved in B2B sales of hardware, consumables and technical services for the printing industry.

An international organisation with the objective of increasing the amount of ridesharing (being passengers in cars, vans, buses) as a mechanism to reduce traffic congestion, conserve energy, reduce carbon emissions and other harmful tailpipe emissions, reduce demand for expansion of roading infrastructure, improve transportation system efficiency, and more.

Start-up to deploy Community Housing Aotearoa property-development funding strategy for Community Housing Providers.

Committee to lead research into transportation innovation, particularly for public systems. Also act as chair for 'Emerging Ridesharing Solutions' Subcommittee.

The company was a joint venture and my role was independent director and chairman. We operated several lathes and milling machines, with expertise in use of titanium. The structure was changed in 2011 to a strategic partnership instead of a joint venture, and the board was disbanded.

I was a member of the board of directors of this private school. During our term we restructured the organisation and appointed a self-sustaining board, and worked ourselves out of a job.

KPMG Consulting (subsequently BearingPoint) was one of the largest business advisory firms in the world. My role involved responsibility in the Auckland office for several services under the heading of eStrategy and Process Consulting. I was responsible for the Customer Value Strategy service line, using qualitative and quantitative methods to develop models of the drivers of customers' perceptions of 'value for money' as a key input into business unit strategy development. In addition I consulted to client business unit management teams assisting with formation of strategy. My third key area of activity was 'balanced scorecard' consulting, which involves developing appropriate financial and non-financial measures of business activity to support the implementation of agreed strategies. In this five year period with KPMG I was involved in a wide variety of projects across an equally diverse range of industries. For example: Local government regulatory redesign; local government strategy development; local government balanced scorecard; local government (transportation) customer feedback; local government knowledge economy strategy; major sports body player development; state-owned enterprise strategy development; national retail chain e-business opportunity business case (strategy and financial analysis); local government shared services strategy; private hospital chain benchmarking and accounting advice; private hospital marketing profile development; corporate trustee customer feedback research, and much more. In addition I was an occasional speaker at conferences on the topic of balanced scorecard.

I was a member of the strategic management group. The main focus of my work during this year was the support of legal teams in two different disputes. I left to follow an opportunity in a general management role.

I worked as an internal consultant within different parts of the organisation, including:- PlaceMakers (a national building products wholesale & retail chain of 52 outlets), where I carried out a variety of projects within the Marketing Department, - the Building Products Sector (the 'corporate office' for five related business units) where I undertook an investigation into the environment for identification and exploitation of synergies between Sector businesses (as part of the MBA educational requirements), - the Building Industries Group, (the 'corporate office' for several sectors) where I was a member of the Future Mapping Project team. Future mapping was a workshop-based strategic planning process which involved general managers from all group firms, and sought to understand and develop strategies for influencing the environment in which the firms would operate in the years to come, and - Fletcher Homes Limited, a group builder, where I was involved in an investigation of a major business opportunity, as task team leader.

Financial Controller role in a Fletcher Challenge Ltd business unit. Oversaw all financial aspects of the business with a Financial Accountant and Management Accounting and the usual clerical roles reporting to me. Key issues of the day included cost accounting for quarry productivity, and specification and implementation of new computer systems,