Sam Ward-Dutton Email & Phone Number

Auckland, New Zealand

As a senior leader with Arvida Group I shape strategic plans and process improvements across the finance function to ensure the successful delivery of commercially critical projects. Reporting into the Chief Financial Officer, I provide advice and insight to drive improvements across systems implementation, change management and culture initiatives.During my time here I have initiated multiple system improvements, working with data owners to understand business requirements and identifying solutions to improve billing and finance functions. This has included working with the development team to create a feasibility model and programme planner, and rationalisation of the accounting systems to improve visibility across financial information.Through innovative process improvement strategy I have reduced manual tasks in the finance team, introduced revenue generating initiatives and improved product delivery and sales outcomes. I have also been instrumental in managing the insurance claims process following the impacts of the 2023 floods, which resulted in significant damage to one of the villages.

I took some time out to travel around New Zealand and explore what the country has to offer, along with returning home to visit family and spend some time visiting our favourite places in Europe before returning to New Zealand to join the Arvida Group.

Auckland, New Zealand

As the General Manager of Operations I was a key member of the executive team, reporting to the CEO and leading the groups change plan and operational strategy, I oversaw day-to-day operations across all villages and managed the asset portfolio and associated P&L.I drove a focus on commercial growth and operational excellence, providing coaching and direction to the executive team and making key recommendations to ensure strategies were aligned across all divisions and that service delivery was consistently improved. I led numerous workshops with the executive team to instil clarity and unison across strategies, helping to shape the roadmap for the business. I presented to the board to provide updates on strategic developments and potential opportunities for business growth. I led and motivated a high-performing team of 8 direct reports, with a wider team of 120 permanent staff and additional casual team members, embedding a customer-centric and fiscally responsible environment.I was responsible for ensuring adherence to regulatory and legislative requirements of the retirement village sector, along with managing health and safety functions for all residents, staff and visitors on site. During my time here I was able to deliver on a progressive business change plan, re-shape the vision and values of the organisation and improve staff engagement and motivation. I also led change programmes including centralising the gardening teams and implementing an internal maintenance model to streamline processes, improve efficiencies, reduce controllable costs and increase operational revenue.

Auckland, New Zealand

Joining the organisation as a Business Analyst in May 2016 and stepping up into an Interim GM Sales Manager role for a period in 2017, I had a key role in improving systems across the organisation and introducing a number of digital solutions to streamline efficiencies. During this time I reported to the Chief Executive Officer and was a key member of the executive team, developing business cases and plans to drive continuous improvement across the business.I established all systems and processes to enable Arena Living to be a stand-alone business following the acquisition by Blackstone and transition from Lendlease support systems to the new framework. I led numerous digital improvement projects including full design and implementation of Microsoft Dynamics AX12, the introduction of Zambion for payroll, time and attendance and HR management, the implementation of Microsoft Dynamics CRM system and development and rollout of standardised forecasting and reporting models.When I stepped into the General Manager of Sales role, I achieved the highest sales over the previous 16 months, and introduced a sales strategy to create scarcity of supply through product differentiation and pricing, that resulted in greater sales and fewer cancellations.

Sydney

As a Management Accountant I led and turned around key projects that improved the quality, delivery and accuracy of reports and improved relationships across finance, IT and HR teams, reducing associated timeframes and achieving cost savings. I was able to significantly improved the FTE and staff forecasting model, aligning payroll, HR and finance systems, improving the interface through the build of a new tool and providing a more robust and secure solution. I also redesigned the budget process, creating a critical path with new delegation responsibility and assigning accountability back to the budget holders and team managers.During my time here I led several improvements within the overheads team to target cost-savings strategies, achieving a reduction in manual workload of 4 – 6 months per annum in addition to introducing controls to make sure that robust approval processes were followed for increasing staff costs, FTE and headcount.

In July 2013 I left my job at GE Capital and flew to Croatia to begin my overland journey through 20 countries to Singapore. From Singapore I flew to Australia where I traveled for another 4-5 months, punctuated with a 3 week trip to South Africa.

Leeds, United Kingdom

Overseeing process improvement and business restructure projects across EMEA, LATAM and the US, I was able to clarify business requirements and agree on specifications for systems solutions and reporting frameworks to drive continuous improvement. I provided global leadership and support for month-end and year-end processes, identifying key changes and improvements through the implementation and upgrade of finance systems. I was also able to introduce a transformation model, creating a best-practice framework that was rolled out across other EMEA platforms, resulting in a reduction of manual work in finance processes by 40%.

Bradford, United Kingdom

Bradford, United Kingdom

Leeds, United Kingdom

Milton Keynes, United Kingdom