Currently on one of the Road to Zero projects relating to Drug Driving and Safety Camera System Programme

Working on Taiao projects in Whangara farms.

A platform with a focus on Maori but believes that everyone has the right to access, participate, influence and lead in Information technology

Founder of Tech Talent Incubator which has the objective of getting more Māori into Information technology.

Have the goal of building Awareness, Inspiring, Showing pathways and Supporting Tairawhiti whanau and the community to get into High demand technology professions.

Regional development with the goal to inspire and enable whānau prosperity through innovation and disruption in the Hawkes Bay region specifically in Technology roles and Entrepreneurship.

Governance Board member for a Beef and Lamb farm

Future Education (FutureED) Programme – Part of a programme team responsible for implementing recommendations from the Tomorrow Schools review which includes organisation redesign and establishment of Education Service Agency (ESA). Role was 50% Project Management Office (PMO), and 50% sole Senior Business Analyst on Transition workstream.Principal Achievements:• Led and championed the establishment of remote working for the programme in response to Covid-19 which included developing Skype and Zoom team protocols for group communication, as well as set up of Trello and Confluence team collaboration tools.• Produced a fit-for-purpose product description and current state memo that gained PMO sign off first-time through multiple levels of approval including tier-3 management. • Successfully developed signed-off Document Management & Security classification controls for PMO, trainer & super user for the Ministries Document Management system.Te Huataki Strategy & Operating Model Programme – Predecessor to the Future Education programme.Principal Achievements:• Managed the updates to the complaints policy and web content for intranet and documented and endorsed current state of complaints for the Ministry.

Student Services Transformation Programme (SSTP) – Redesign of student services to streamline, integrate and meet needs of diverse student population. Consisted of three projects, Admission & Enrolment, Student Success & Te Hono and developed under Service Design methodology.Principal Achievements:• Co-facilitator in current-state workshops which enabled the development a Student experience journey map for the Admission and Enrolment workstream.• Documented the current processes of admission and enrolment for the three cohorts of students (Undergraduate and Postgraduate domestic, Internationals and PHD students), Scholarship and Accommodation processes for all students, circulated to programme stakeholders.• Mentored and guided junior Project Manager for Admission & Enrolment workstream.• Produced handover document and recommendations on using Customer Relationship Management (CRM) system via the documented student journey.

Service Design Team - Sole Senior Business Analyst in Service Design team involved in current change programme and projects for Oranga Tamariki (OT) that came to effect 1July 2019. Team followed Service Design methodology. Principal Achievements:• Child-centred Youth Justice Residences - Successfully developed current/ future-state business process models for when a young person enters, resides and transitions from these Youth Justice (YJ) residences.• Whakatakapokai (Reimagining Care & Protection Residences) - Produced key operating procedures and processes document to be used for staff working in this new Care & Protection residence environment. • Disability Services - Ran workshops with Ministry of Health (MoH) and developed future-state process around dealing with young people who have high complex needs and out-of-home care. This process included confirming current state and getting agreement on proposed new pathway. Driver for change was repeal of S141 & 142 of OT Act which set process for placing a young person in out-of-home care. • Intensive Intervention – Co-facilitated with the Lead Service Designer, Service Design workshops where customer insights were gathered on some effective, targeted set of responses that would keep children safe and out of care.• Oranga Tamariki Section 7AA Budget bid - Successfully project managed the development/ approval of S7AA OT Treasury budget bid to be presented to Cabinet. This work entailed developing a project plan and monitoring/managing multiple stakeholders to provide input into this business case. The budget bid specifically related to OT needing to improve outcomes for Tamariki Māori and their whānau which they have to report on annually.

ACC Client Payments - Under the $450 million ACC Transformation Programme this project looked at customising and developing the FINEOS COTS system (used for Life, Accident and Health industries) to ensure entitled clients were paid out their Weekly Compensation. Worked in a team of BA’s to develop user stories for the programme under Agile methodology.Principal Achievements:• Worked closely with Senior Business Analyst, Solution Architects, Development and Testing team, Product owner, Scrum Master & Subject matter experts to develop user stories and acceptance criteria. These were approved by Product owner and built into the FINEOS system.

Retirement of Hindin Knowledgebase Applications - Part of the MSD Resilience programme to strengthen the IT infrastructure by retiring some applications and upgrading others & databases so they could be supported by the vendor. Hindin apps were on an aging platform and had been identified as a candidate for retirement. MSD Customer Service Representatives used the knowledgebase to support customers with Work and Income, student or senior support enquiries. MSD works under a Scaled Agile Framework.Principal Achievements: • As a Project Manager in the MSD Web team delivered an infrastructure project that increased the storage capacity of the Hindin applications by moving them off their physical servers to virtual. This project was done within time, under budget and met requirements ($2 million budget).• Developed a technical solution document which was used by the infrastructure team to complete this virtual server move. This document outlined the current technology stack and proposed future changes. It was endorsed by the MSD Architecture council.• As a Senior Business Analyst/ Scrum Master delivered an endorsed business requirements document that enabled alternative Hindin solution options to be identified. These requirements were used to deliver an architecturally endorsed and costed solution options papers.• Produced a Hindin roadmap and proposed plan for re-platforming Hindin to the CIO. This work involved managing a small team of a Business Analyst and Solution Architect.• Worked with Enterprise Architecture to analyse current solution options and provide indicative costs to the business who need this information for their Knowledge Management/ Enterprise Information Management Indicative Business case (IBC) seeking funding from Treasury. This work entailed researching machine learning and artificial intelligence solutions like IBM Watson and working closely with Information Architects.

Programme Budget 2015 Property Tax measures: Government initiative to slow down the Auckland property market. Principal Achievements:• Residential Land Withholding Tax (RLWT) project - Managed and mentored a team of 4 Business Analysts to plan, scope and deliver the system and business process changes impacted by RLWT.• Developed a web calculator software requirement specification used for lawyers to calculate RLWT amounts for their offshore buyers.• Documented system change requests for IR mainframe and IR Financial Management Information system (FMIS) SAP systems liaising with Crown Revenue internal team.• Facilitated and gained business agreement for implementing a new RLWT repayment business process which required documenting this new process through a BPMN model.• Gathered and elicited new high-level business requirements for the RLWT project and managed the requirements matrix tracing the project business requirements to functional, non-functional and transitional requirements.Principal Achievements:Bright-line project - Worked in a Design and Analyst team to produce and deliver Software requirement specifications (SRS) that allowed residential property sellers to report on their property sales when they submit their annual tax return. System changes made allowed IR staff to enter this information manually and the property seller to enter this information through a IR web interface or via their accounting package (E-file). These software requirement specifications were managed through the Enterprise Architect (SPARX) requirements management tool.

Result 9 Programme (R9): - A government transformational programme looking for agencies to be more customer centric. Better for Business is making it easier for business customers to deal with government. New Zealand Business Number (NZBN) project -The NZBN project is a key initiative of the Better for Business programme. NZBNs are new unique identifiers assigned to businesses in New Zealand. The NZBN will reduce the time and energy businesses spend providing government the same information in different ways. In the future a change to NZBN information will change the same information on other databases held by government. • I assisted in the development of the successful NZBN business case called Inter-Agency Referencing which released funds to procure, build and implement an NZBN system. This involved gathering information and providing relevant diagrams that could assist all the five Better Business business cases - Case of Change, Economic, Commercial, Financial and Management.• Developed the governance model used for the project delivery of the Inter-Agency Referencing project. This model was driven around the NZBN system being a shared service for all of government• Facilitated and workshopped with astaekhll R9 agencies representatives on a glossary of information that would be connected to the businesses’s NZBN which is called NZBN Primary Business Data (PBD). Agreement reached initially on what would be mandatory• Collaborated in discussions with NZBN stakeholders in regards to making PBD authoritative. Conversations surroundingt this topic included ICT security (Firewalls,Demilitarized zone- DMZ), Authentication (Lightweight Directory Access Protocol- LDAP, Identity Access Management system-IAMS), Authorisation (OAuth pattern, iGovt, RealMe) and Interfaces (Application Programming Interface -API’s and Web services).

Compliance portfolio: Right Returns project- introducing system changes that use an algorithm to select specific customers to be investigated for compliance activity. • Coached/mentored 4 BA's in regards to the BA practice and work issues • Assisted the Right Returns project to liaise and co-ordinate efforts with Annual Returns B2B Work Programme- Dealt with all projects that dealt with web services and B2B interactions • Led the Design and Analysis team consisting Technical BA and Project Advisor.• Managed team delivery of a software requirement specifications and build pack for the Personal Tax Summary (PTS) B2B project. • Produce and delivered the GST for third parties initiative business case • Produced and managed a Proof of Concept and technology document which assessed whether an Oracle tool was fit-for-purpose for the Cross Agency Information Sharing project. • Promoted and workshopped understanding of B2B, Web Services and Service Oriented Architecture (SOA) to BA practice and internal IR business units.Annual Returns and Delivery Season• Led and managed 11 Business Analysts to deliver the 2012 Annual Return season which involved production of Business Requirement and Software Requirement specifications (over 100) that will change the IR mainframe, Web portal and system channels (E-file) and allows Customers to enter their tax returns. • Continuous improvement- during lessons learnt process I developed a report that recommended that the Annual Return Delivery Season be placed under the Project Manager methodology to manage issues like scope and delivery. Currently this ‘season’ is run by a Project Manager and is no longer an arduous task which it was in the past.• Coached and mentored staff into successfully securing Business Analyst positions within IR• Recruited Business Analysts for IR• Developed the BA practice within IR by assisting BA capability to provide BA standards which followed IIBA guidelines.

• Produced current-state analysis on how and what devices are used by the NZTE global office network to communicate internally and externally to customers. This information was gathered by providing a survey that was disseminated to staff and once gathered this information was fed into the Unified Communication project which influenced the timing of the requirements gathering phase This project looked at integrating all the enterprise commuication services used by NZTE• Developed and configured financial report outputs for the finance team in Microsoft Dynamics AX • Reviewed Change Request documents for Microsoft CRM changes• Modelled current business process using BPMN on how NZTE ICT team handle their DNS entries and SSL certificates when dealing with NZTE websites

Integrated Offender Management system (IOMS) project: Moving mainframe system from the VB6 platform to .NET.• Worked in a large team of Business Analyst to develop Use Cases of the current IOM system and functionality. This required analysis to be done on the system functionality and for this to be documented in a Use Case format outlining happy day scenarios, alternate and exception flows. This project has been successfully delivered.• Lead BA on the Cellphone Jamming project which was an IT infrastructure project. Here I delivered technical documents which required liaising with cell phone jamming experts to show stakeholders where these jamming devices would be placed at every prison.• Involved in the RFI and RFP process to determine the requirements needed to procure technology that could jam cellphone coverage within prisons.• Worked on Change Requests for the IOM system that looked at changes to security classification of prisoners. This required gathering requirements from Corrections staff as well as members of the Parole Board• Worked on an Agile project called Double Bunking. This was to implement legislation that allow prisoners to double bunk with each other if they had similar security classifications and had the correct risk assessments. It saw co-location of the Scrum Master, BA, Developers (Intergen) and Testers in the development of the IOMS system to provide this functionality. This project met timelines and was successfully delivered.

• Sucessfully assisted clients to employment through career coaching and CV preparation, and facilitated career coaching workshops.

• Worked as a General Duties Constable, Rural Police Officer, Investigator and Youth Aid Officer.• Successfully completed my Sergeant, Senior Sergeant and Inspector promotional exams.• Awarded Commendation for Bravery