- Creation of long term IT strategy and phased delivery- Implementation of software refresh- Transition to Office 365 and other cloud tools- Creation and development of internal IT team-Security Auditing

- Development of long term IT strategy and phased implementation- Vendor management- Digital architecture- Project management- Establishment of incident and change management processes- Establishment of steering group and IT governance- Establishment of metrics and management dashboards across operations- Transition to Microsoft 365 and Teams

Creation of a 10 year digital strategy including:-Infrastructure and connectivity-Modern learning strategy-Administration strategy-Recruitment of technology manager-Commissioning of vendors

Commercial LawFamily Law

Creation of business case and project planning to move enterprise finance system to the cloud

Creation of digital learning strategyProcess engineering for CRMSimplification of digital enrolment process

Vo2 Software Ltd merged was merged with 4 other companies to become Vo2 Group. In this role I was accountable for P+L, sales, team management and customer experience. Within the wider group I also contributed as a member of the Leadership Team..During this time I have been focusing on growing annuitised revenue within the company to reduce the dependancy on TM work and bringing the software development capability into the wider group, strengthening the team so that when I leave they are a stronger, more profitable unit able to continue growing without my assistance.

Due diligence and negotiation for company aquisition.Responsible for company planning, performance and all business development.Brought critical services in house and expanded capabilities to include App developmentSignificantly increased revenue and staff productivity as a result of increased sales and getting the right skillsets onboard.

A short piece of work to drive the feasibility phase for the creation of a commodity investment under the jurisdiction of the DIFC (Dubai International Finance Centre).Project leadership for company owners to provide a swift "go/no go" decision.

The purpose of this role was to oversee all offshore campus operations and develop the business. This involved leading the NZ based offshore campus team and being accountable for the performance of the Saudi colleges whilst maintaining the international JV relationships.Relationships were developed within Qatar, UAE and Saudi Arabia at a business and government level, with the support of NZTE and the New Zealand Embassy.Facilities management services were procured for the region and executive recruitment saw the establishment of permanent in country presence, in addition to the college staff themselves.Project managers responsible for programmes delivered in China were also overseen and mentored.

Much of this time was spent establishing 3 tertiary colleges is rural Saudi Arabia as part of an international JV. This involved collaborating with other project managers and operational staff, alongside in country authorities and resources.I also managed the programme of work to transform all of Wintec teaching to a blended learning model, including the adoption of a single Learning Management System and associated paedagogy. This involved working with academic staff and leadership as well as unions and service providers.Other smaller projects included establishing a modern work environment for staff and students at the Trades Academy, the evaluation of automated staff onboarding and performance systems.

Client interviewing for a range of legal issues, providing access to the New Zealand legal system for those that aren't able to afford representation and don't meet the threshold for legal aid.

Following a successful tenure as an employee project manager, I was brought back as a contractor to complete a large genetics programme, implement a lab information system and complete an R&D mechanical engineering project.

A short part time engagement to Establish a pragmatic project management and reporting framework, and to mentor 4 project managers

Project managing the sales process for entrance into a new market.

Rapidly building a number of business cases for 2011 project activity

Responsible for planning all IT infrastructure, communication and software deliverables for the new emergency department at the Waikato Hospital.Project Manager (June 2009 - September 2010)Emergency department IT infrastructure • Project initialisation and approval for the IT outfitting of the new emergency department • Brought multiple vendors together to work collaboratively on project deliverables • Virtualisation of application servers • Procurement of wearable communications system (Voicera)• Overseeing creation of medical grade wired and wireless network • Creation of detailed project and procurement plan  InterRAI software implementation  • Implementation of community health software tool throughout the Waikato region • $1.14m implementation of clinical assessment method • Collaborated nationally with the Ministry of Health • Re-engineered business processes and clinical processes with clinical team• Leadership of both administrative and allied health clinical staff

Rollout of clinical assessment tool for Older Persons and Disability Support accross Waikato region

I was responsible for the programme management of all IT infrastructure projects. This was a new role in the organisation and so I developed, in collaboration with IT operations management, a framework for reporting, financial forecasting and strategic selection of projects.As part of this programme of work I managed the outsourcing of the data centre, which included running the RFP process, selling datacenter assets and leasing them back from the vendor, leasing the datacenter building to the vendor and managing the redundancy and redeployment of effected staff.In addition to this work I managed the commercialisation project that followed a piece Genomic research. This project created a software system for the genomic processing and a partner relationship for distribution and service to market.Also during this time I ran the Minda Mobile software product project which won 2 TUANZ awards for LIC (Mobile Application Award 2009 and Rural Award 2009), a building project and other IT projects.

Implementation of ITIL within the organisation, beginning with the central IT department and then implementing within the IT department of each faculty.