Strategic business planning and consulting, growth of people, growth of revenue for best outcomes for your business. Individual needs analysis and recommendationsAssisting with commercial partnering opportunities System and process investigation and implementation guidance

Overseeing all aspects of property management residential and small commercial and body corporate divisions across 68 branches in Auckland and Northland and now BOP. I have the autonomy in this role to develop and deliver a 2030 strategy in collaboration with staff and our senior leadership team. As an integral part of our senior executive leadership team, we were jointly responsible for creating approaches, operational methods, out-of-the-box thinking and supporting our people. Responsible for financial planning and formal board reporting.Lead on new revenue streams, business acquisitions, mergers, and supplier partnerships, for the divisions I run.Key celebrations :Forecasted and implemented a new fee structure, which saw a 6% increase in income for the first yearSince 2022 the property management divisions saw a 22% increase and Body Corporate saw a 78% increase. Additionally, a consistent 33% profit margin.Led a newly initiated, successful Training Academy for the purpose of improving customer experience and industry standards and legal requirementsSet up a small commercial division to look after the smaller retails that we were not capturing. This went on to then looking after company assetsNegotiated partnership with Auckland's largest B2R InitiativeLed the expansion into The BOPProject lead for a several major CRM changes across the business, with a drive towards making things easier, faster, and more efficient for our people and customers.Completed MBA.Led corporate sustainability company-wide.Mentor for Auckland University WomenMy goal for this position has always been growth, growth in our people, and growth in our customer experience. Growth in revenue cannot be achieved and sustained without both of the above.

Developing onboarding and offboarding processess was one of the first major changes in this role, with recruitment events and awareness of this career being at the forefront of this role. Raising the Professional standard within the Property Management teams across the business was an already identified gap which led to me designing and implementing a training programme that builds the skill set in many aspects of the business, including, customer service excellence, sales, marketing, technology, systems/operations, managing staff, plus the all important one on one leadership coaching plan, and further personal development and open communication. The system I built involved designing and implementation of an e-learning platform, video tutorials and scripting after speaking to the main shareholders and customers. Stakeholder management/Cost control/project management. Roll out of new initiatives.The next part of the strategy was the gap identified in talent, so I introduced and set up a training academy to allow for that gap. Each and every employee knows how important they are to this division as I ensure my direct team are constantly there supporting them in what they need to fully expand themselves and grow the business. Development and maintaining of staff policies and a deep understanding of the legislation was required in this role as I would advise the CEO and board of any issues or risks to the business.

Re-entering the work force in a new country I set out to work for a company I saw as engaging and innovative. KPMG employed me on a part time basis as a Training Co Ordinator and then later on as a PA to the Audit and Forensic directors. In this time I built relationships not only in the Auckland office but across NZ and Aus. I went on to roll out a new training system by way of virtual training which is still used widely in the business today. I still have a great relationship with all people from KPMG and joined their working mothers group which I hope to see them bring back some time soon

Set up and management of a Property reporting business supplying inventory reporting clerks and professional cleaners to the residential and commercial market providing written reports/photographs/snagging lists/inspections/negotiations with tenants landlords and agents, and organising entry/exit and ongoing cleaning.I sought growth of new business every day, priding ourselves with being able to provide the best customer service experience in the industry, knowing what they needed was what we did best. Developing a point of difference which at the time was an almost impossible for the industry a 24-hour turn around with added extras on our reports. Prior to selling the business we also started to branch out into commercial and retail aspects.I recruited, managed and trained each of my staff, trying to keep their days as easy and hassle free as possible, I also learnt a huge amount about financial strategy and Human Resource along the way.I sold Arnold Inventories in 2011, handing over a great portfolio of clients to the current owners upon our move to New Zealand.

All aspects of the Operations management of the Property Management departmentincluding complaints/new or changing legislation/new role outs/stakeholder managementThe larger part of this role was staff management and engagement, managing change developing and providing training and coaching was recognized as being the key to the success of the team As Manager for West and Central London – leading a team of high calibre residential and commercial property managers, each holding a portfolio of around 100-200 properties each - day to day staff management/staff reviews/KPI and goal setting/incentives/Training for new starters and refresher training. Office visits/Conference talks on property management/disciplinaries.My career started at Foxtons as Tenancy Assistant quickly progressing to Property Manager looking after my own Portfolio of 220 properties - Dealing with all aspects of property/tenant/landlord management - maintenance/contractors/invoicing/landlord budgeting/lease negotiations/inspections/inventories/snagging lists.

Employed as a Letting and Sales Agent for a small family owned company. We managed 100 tenanted properties, collecting rent, compiling inspections, contractor management, owner payments, advertising, meeting new owners. Whilst in this position I deployed a new "digital" - property management programme.I also sold my first of many homes with this company. The opportunity arose to become Property Manager which I did, and grew this rent roll from 100 - 190 in the first year

I started as a part time role from school, learning all about common fragrances, the tones, the history and become so passionate about it, that I simply just sold with passion, it was then I learnt about the importance of database collection, and front line marketing and negotiating "space" with all fragrance and cosmetics companies in the pharmacy. I became a top sales person for the fragrance division and for Clarins in the same year. This led me to move to my final position in this indsutry at Harrods London to become Counter manager / Account manager for Nina Ricci, which at the time was a struggling slightly, I lifted revenue on the floor by 12% in the first year. Opportunities arose that led me on a path of selling Real Estate after this time