Coaching, enabling, prioritizing, and unlocking leadership impact opportunities. Organizational and operational strategy, customer strategy (acquisition, retention, delight), team capabilities, performance frameworks, partnerships, and communications for outcomes. Methods include impact workshops, leadership coaching, and hands-on leadership in developing meaningful/measurable outcomes, deepening customer connections, and building partnerships for organizational success through customer success. Also help public and private sector teams test existing and develop and implement new organizational, operational, customer impact and procurement strategies for measurable impact.

Acting GC roles, leading internal and external teams of professionals for outcomes. Including executive management, dispute resolution, and customer impact mandates in dynamic environments (business, political, and regulatory). Most projects draw from extensive project, crisis, stakeholder, and change management experience, business acumen, and adaptability in complex environments spanning a wide range of governance and regulatory structures. Common requirements include a start-up mindset to get up to speed fast and identify strategic priorities and leverage opportunities for rapid results and long-term impact. Includes CEO/Board reporting; executive, team, and external presentations and workshops; and marshalling internal and external teams across multiple disciplines and projects for (measurable, meaningful) results.

'Ins and Outs' column (formerly 'Shoveling Smoke') on in-house professional services issues including leadership, executive management, internal and external stakeholder relationships, organizational outcomes, benchmarking, risk, procurement, dispute resolution, and negotiation strategies.

Only external, corporate member. Quickly developed relationships, trust, and evidence-informed advice that helped shift the dial. Not yet full outcomes orientation, but a "services not widgets" ethos enabled positive change spanning all-of-government professional services procurement.

NZLS Board (national). Offered a different (client/consumer of legal services) perspective at board level of legal services regulator. Governance, relationship management, conflict resolution, business of law, legal issues, financial/analytics.

NZLS peak governing council (national). Governance.

Management consulting, dispute resolution, contract management, and resolving legal issues.

Executive leadership of New Zealand's representative association for in-house counsel in corporates and central and local government agencies. Skills include developing new strategic direction, business relationship management, resolving competing stakeholder perspectives, and conflict de-escalation/resolution towards shared objectives. Earlier roles included VP, Communications Director, and Conference Convenor, involving brand strategy, team motivating factors, and "advance not retreat" ethos for leadership offsites. Successful values-driven, outcomes-oriented approach saw a marked increase in awareness and stakeholder engagement for the association across all measures, including conference attendance 5-6x comparators, massive sponsorship gains, significantly higher international profile, and sharp increase in performance management engagement across the profession; from in-house lawyers "doing the work" to demonstrably achieving key objectives.

Leading diverse multi-jurisdictional teams of professionals in some of New Zealand's major complex corporate negotiation, risk management, project and dispute resolution transactions, mostly in New Zealand and Australia, consistently outcome focused. Concluding work and realizing outcomes in previous role, while also leading and co-leading multiple negotiations and mediations including $1b commercial negotiation to successful result against long odds. Appointed commercial manager for largest customer until fractious relationship resolved. Although typical minimum threshold tens of millions, brand impact exception also allowed direct consumer resolutions, within and outside media spotlight, at least as rewarding as the "big number" stuff because customer experience drives brand value.

Transformation from New Zealand's leading corporate litigant, with some of New Zealand's largest and most complex legal disputes, to achieving a major reduction in the Group's legal and regulatory risk profile and cost exposure, while leading the resolution of a series of major disputes and leading or co-leading major negotiations, NZ and AU. Leading a challenging and successful program actively reducing legal and regulatory risk across the Group, including systematically analyzing all cases, identifying common drivers, and developing operational systems and performance management tools to drive out legal and regulatory risk. Also designed and successfully implemented an innovative values-based, collaborative pricing model for legal services, with key values and customer outcomes foremost. The transition from time-based to value-based billing demonstrably improved outcomes, while rewarding innovative approaches to resolve legal and regulatory issues smarter, faster, and (with fewer disputes and less risk) cheaper - slashing risk and costs. Key skills included relationship management, leading multiple professional teams toward shared objected in complex, challenging environments spanning scores of firms across multiple jurisdictions.