Ruby D Wells Email & Phone Number

Petone, Wellington

The Manager Product Development is responsible for the delivery and continuous improvement of digital products and services which enable Wellington Water to deliver on its business outcomes.This role requires being effective by collaborating across the organisation:- understanding what is needed; business requirements.- successful in development and management of solution delivery processes and people capability- contribute to technology and data strategy by working collaboratively across the organisation- work within the Leadership Team to understand organisational requirements and develop appropriate roadmaps to improve digital products and services.Key Accountabilities- Solution road-mapping is prioritised in line with the organisations priorities.- Solution design and delivery to agreed time, quality and cost.- Resource management to have required resources available to deliver agreed and funded work.- Digital literacy to effectively use delivered solutions.- Continuous improvement milestones are set and met- Business planning and operational performance targets are met- Team management delivery outcomes

Petone, Wellington

Wellington Water Limited is an infrastructure asset management company that manages the drinking water, wastewater and stormwater services of the councils in the Wellington Region

Wellington Region, New Zealand

Summary • Built and maintained effective relationships within the workplace by creating space and concise processes that contributed to the team resulting in a positive working environment. • Demonstrated empathy, sensitivity and understanding of work of colleagues, and peers, through open communications. • Regularly seeking feedback on the quality of service provided to ensure a positive profile by meeting colleagues and peers regularly; formally and informally. • Supported the Service Assurance team in the implementation of the Platform security, cybersecurity, and operational risk management • Led provisioning in the support of non-production environments to delivery teams • Providing platform specialist capabilities for delivery teams • Influenced the introduction and adoption of Infrastructure as Code, Containers allowing build of services potentially enabling delivery teams to consume on demand. • Manage platform availability and capacity management • Keeping pace with rapidly developing technologies, services, and customer operational expectations. • Ability to understand process design, frameworks, and document new processes and process improvements. • Strategic thinker – able to see the big picture, can quickly identify links between different parts of an issue, thinking innovatively and able to accurately assess/manage risks whilst achieving outcomes. • Professional communicator in formal and informal settings both written and verbal • Financial acumen

Wellington & Wairarapa, New Zealand

Summary:Summary:The role of the ICT Cloud Services Manager provides and maintain sustainable solutions to the business managing a team of Cloud and Application Operational Specialists.Responsibilities include but not limited to:- Relationship management with several key business / stakeholders- Vendor management; contract reviews and support models- ICT management of line business applications; software upgrades, enhancements, and legacy systems. - Application support of Student Management and Corporate Systems- Staff resourcing supporting Cloud compute platform, on and off-site premises, Messaging, Identity, 0365 Security with a managed country wide Network.- Strategy and management of non-production environments- Staff development programme and promoting opportunities for development. Building a positive team environment and culture.- Operational budget- Strategic planning

Wellington & Wairarapa, New Zealand

SummaryThis role is enabling me to apply my experience building a team in an environment that is about to undertake change within the educational sector; potential merge of Polytechnics nationwide into a single governing body.- Guiding and supporting the team using numerous tools and mechanisms to promote positive outcomes. Such as enforcing opportunity for growth and development. Priotising work to balance work lifestyle. Empowering team members, creating a safe space and confidence to make decisions- Implementing a service management model for applications applying governance and implementing practices suited to the culture for the organisation. Built from knowledge and experienced I have gained from other industries- Vendor management; understanding key service providers and service and support contracts- Building relationships with business owners / stakeholders in the organisation- Managing service expectations and deliverables.- Manage business applications using reporting and monitoring tools

Wellington & Wairarapa, New Zealand

SummaryThis role enabled me to apply my knowledge and expertise by building on existing practices such as but not limited to:- Building a picture of the IT programme of work for Corporate applications cross referencing other IT programme of work: Release Management- Managing contention internally from other IT programme of work e.g. operational maintenance work vs. project deliverables- Automation where possible leading discussions as a strategy for automation at the forefront of all conversations- Agile culture; encouraging the application of Agile four values individual and interaction; collaboration; working software; responding to changeI have also been given the opportunity to build my knowledge and expertise of Azure; a cloud computing service created by Microsoft for building, testing, deploying, and managing applications and services through Microsoft-managed data centres. This requires me to constantly update my knowledge by continually learning in my own time using the online training resources such as cost management, alerts, etcAccountabilities; Dev and Test Staging environments maintenance; allocating environments to projects; managing conflict; source control code and Configuration; release deployment automation; DevOPS. Technology; Azure, Oracle, RedHat, Microsoft.net, Powershell, F5, Orchestration tools, automation tools

Wellington & Wairarapa, New Zealand

Accountabilities; Influence and support owners business process decisions impacting the operation of the FRESH departments as part of the deployment of SAP to promote the best practice use of the new systems, data readiness, process readiness, people readiness, Cutover support the FRESH store staff in completion of pre go live production readiness activities, Post Go Live support and handover

Silverstream

- Relationship Management: by continuing a level of engagement and maintained between Store Owners, Managers, key stakeholders, SME (subject matter experts) and the Readiness team.- Project Management: by executing, managing risk, controlling, and strategizing to achieve specific goals and meet specific success criteria’s set by the Cut Over Plan.- Service Management: by following policies, organised and structured processes that allowed the Readiness team to deliver and operate services to Stores in preparing for SAP Implementation.- Change Management: implementing communications and stipulated by the project such as daily reviews, action plans, posters for staff and customers, and staff surveys.Core Tasks- Data cleansing: Meeting Store Dept. Managers / key stake holders one on one basis systematically working through their data.- Communications using various tools such as the Cut Over Plan, reviews, regular one on one meetings, posters etc.- Coaching, mentoring key stake holders to enable them to own their data- Ensure all data is available for Stores to make informed decisions- Tools, processes, and procedures in place to assist Stores who I would frequently interact with assisting them in preparation to GoLive. The aim to minimise impact to customers on GoLive- Being well disciplined to work remotely, on my own, and deliver as determined by the Cut Over Plan These roles challenged my thought process in readiness for SAP software deployment across all major Foodstuff stores. A positive experience dealing with a diverse organisation who were undertaking of major change driven by streamlining practices in preparation of online shopping. Using my experience and soft skills in an industry new to me as I worked with regional store managers. Being first point of contact before the project team descended on the store required customer collaboration skills working with non-IT store staff and merchandisers.

SummaryThis role enabled me to apply my knowledge and experience in leading and implementing the underlying framework for Environment Management within a complexed environment; managing non-production legacy systems and applications in preparation for the ‘new’ tax system. The following are examples of the framework(s):Led and matured practices for building Environment management as a Service to ProjectsImplemented and supported a release management and deployment strategy for IT Projects who had the potential to conflict / cause contentionInfluenced the design and implemented the strategy for a new Service Management tool to align Non-Production process with Service ManagementI used this opportunity to apply my Leadership skills and the challenges that came with working within a different organisational culture, and internal and external IT partners who were about to undergo a major Change within the organisation. This was an enlightening moment that enabled me to mature as an individual.

SummaryThis role was the first of many experiences and the opportunity to gain knowledge and experiences within both Agile Management and Continuous Delivery.The initial stages of this role were leading the concept to build Environment Management practices; by building skills and expertise into the development support team such as middleware, database, server management and administration, and release management aligning to DevOPS practices that suited MSD software development strategies. MSD is noted as one of the largest development software organisations with a team of 50 to 150 developers at one time.This role allowed me to build my knowledge and expertise such as but not limited to:- Managing contention internally from other IT programme of work e.g. operational maintenance work vs. project deliverables- DevOPS: leading discussions and implementing the strategy for continuous delivery at the forefront of all conversations. I chose this monumental task as Leadership Programme project that I successfully implemented within current budget and timeframe. I was recognised for my accomplishments by implementing the start of DevOPS for MSD. One specific shining moment, the ability for the team to build and stabilise MSD complexed non-prod fully integrated environment from 5weeks to 4hrs- Applying Agile methodology; encouraging the application of Agile four values individual and interaction; collaboration; working software; responding to change- Building a team that used this as a springboard to develop their own skills and understood their value by being encouraged to be involved influencing the strategy for a DevOPS model within MSD.

National Office

Developing and implementing development and test environmental strategies and action plans that ensure sustainable environments• Monthly reporting to the Senior Management Team• Cataloguing the capability of the development infrastructure• Forecasting capability of resources available based on scheduled program of work• Coordinating all aspects of housekeeping, inventory control, and environmental health• Meeting regularly with Operations to discuss monitoring tool alerts• Use relationship management skills to schedule planned / unplanned maintenance outages for IT Operations • Scheduling maintenance of development tools with internal and external Design and Development teams• Implementing customised monitoring tool for development and test environmentsLead implementation of environmental policies and practices• Developers and testers are encouraged to follow environmental policies and practices as stipulated by Centre of Excellence• Auditing, analysing, and reporting environmental performance• Using monitoring tools on a day to day basis ensuring stability of development and test environmentsPromoting and raising environmental awareness• Being aware of the new technologies and designs being introduced and identifying any impactRisk reporting• Significant risks to Senior Management • Environmental risks to Project ManagersRelease management• Assist Release Manager in resolution and communication of decisions, standards, and issuesConfiguration Management• Fostering IT Applications Configuration Management process for transferring application related changes between environments• Assisting Configuration Managers in promoting standards and methodologies when overseeing the software development cycle through the various test environments and its implementation into ProductionProcess Improvement• Promote effective team work and manage interpersonal issues• Contribute to continuous improvement

Ministry Of Justice

SummaryThis role gave me the initial opportunity to work within the functions as a IT Development and Test Support Analyst. By building on my soft skills I established professional relationships with business analysts, and teams within Technology and Services development staff, to effectively identify and assist with the delivery of IT Applications development software.This was a interesting career change that gave me the opportunity to grow even more within IT as a career. My key accomplishments within this role:Upgraded PVCS Dimensions7 to Serena Dimensions 9.1.3Involved with Configuration Management working group to identify and document Technology and Services configuration management for software and hardware.Using IBM Rational Method Composer (Process Library Tool) for communicating approved Technology and Services processesIdentified training for the systems development personnel by analysing support calls.Serena Dimensions 9.1.3 tool used for parallel development.

Key Accountabilities• Managing Information Security Governance.• Managing key business information system concepts and issues between IT and Business Units• Determining current state of IT Security• Managing IT Risk Management• Managing operations between 3rd party and/or outsourced vendors for key business applications• Administration of Vectors IT operational budget.Accomplishments• Established and implemented Vector’s IT Policies• Successfully managing the integration of a new business tool for the billing application.• Integration of security concepts for both Exchange and Novell in line with IT Policies.• Successfully completed and passed ITIL Foundations Certification V2• Managed integration of IT Risks for both perceived business IT risks and IT Operations.• Presentation to Senior Management of strategy and immediate goals on mitigating IT risks.• Regularly monitoring key business application systems and manage relationships between business units, operations, and third party vendors.

Role FunctionThe role reported to the Chief Information Officer and was responsible for the operational support and management of outsourced vendors. This encompassed the organisations security of JDE, Gentrack (billing engine), and Novell.Key Accountabilities• Developed, implemented and managed change management processes and procedures for the IT environment.• Managing relationships between IT and business units.• Managing relationship with internal and external auditors.• Managing IT Risk Management• Supporting core applicationsAccomplishments• Established a disciplined Change management processes and procedure by emcompassing ITIL practices• Managing data and application security to meet the Business and the Electricity and Gas Regulations.• Developed, and managed JDEdwards / PeopleSoft role base security within Solution Explorer• Produced and coordinated with outsource vendors / third party support IT system documentation requested by internal and external auditors.• Administrated Transalta’s IT Operational budget.

Role FunctionThe role reported to the Manager Application Systems and was responsible for the operational support of SAP and management of outsourced vendors.• Liaise regularly with Business Units for continuous business improvement and optimisation of technology solutions.• Assisting Business Units with the Development of Business Cases associated with enhancements to technology solution.• Management of External Service providers for the delivery of quality technology.• Maintenance of Business Process and Procedures for the removal of sub-optimal processes and procedures.• Management of technology changes into production through the Change Management Program• Management of application upgrade releases into the production environment• Administrated a team of outsourced vendors to ensure the infrastructure, operations, and software applications supported the primary business need.

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