Programme Manager to support the implementation activities and wider Cyclone Recovery Unit work programme. This includes establishing effective project disciplines, plans, processes, budgeting, reporting, and monitoring of risks and issues. Key responsibilities include: • Working collaboratively across the CRU to deliver across related workstreams, maintaining oversight of progress and supporting team members to mitigate and address risks and issues early. • Establishing project governance and working group arrangements which are reflective of stakeholders who have a vested interest in successful delivery of the work programme outcomes. • Setting clear expectations for the quality and timing of workstream delivery with project team members, providing support and monitoring progress in accordance with agreed scope, schedule, budget, and quality standards.

https://environment.govt.nz/what-government-is-doing/areas-of-work/climate-change/about-new-zealands-climate-change-programme/climate-change-chief-executives-board/Supporting the Climate IEB Unit to monitor and report on all mitigations actions and adaptation actions across the government.Leading interagency communication, coordination and collaboration to ensure information is timely, useful and enables the board to make effective decisions.

Project Manager working on New Zealand's first emissions reduction plan.Emissions reduction planThe Government is working on the first Emissions Reduction Plan (ERP). The ERP will describe how we are going to meet emissions budgets and make progress towards meeting our 2050 target.It will include:policies and strategies for specific sectors (eg, transport, waste, building and construction, agriculture and forestry) a multi-sector strategy to meet emissions budgets and improve the ability of those sectors to adapt to the effects of climate changeways to mitigate the impacts that reducing emissions will have on people and increasing removals will have on employees and employers, regions, iwi and Māori, and wider communities including the funding for any mitigation actionany other policies or strategies that the Minister for Climate Change considers necessary.

Working with a team of tier 3 managers from nine different departments across two groups to lead a change programme within the Environment and Catchment Groups.• Helping the Management team to build relationships with each other, agree to a shared vision and develop strategies towards delivering on integrated environmental services that are expected from the community within limited resources and funds. • Developed communication and reporting mechanisms between the project teams, management team, governance and general managers to ensure shared understanding and accountability throughout the change process.• Provided high levels of relationship management, collaborative tools and meeting facilitation to ensure there was continual dialogue between all parties and that all managers felt the trust and commitment to stay at the table to co-design this collective change programme.• Managed budgets, timelines and acted as the main communication conduit between the Management Team, General Managers and Corporate Services.• Supported managers to oversight project inter-dependencies, risks and mitigations.• Provided research and analysis to the management team to support with decision making.While supporting the management team, I was also working with project leads and their virtual teams to initiate priority change projects.

WELLINGTON REGIONAL BIODIVERSITY FRAMEWORK PROJECT 2018• Worked with an internal team, in collaboration with Iwi partners and DOC staff to scope out a regional biodiversity project with a community focus.• We developed and successfully delivered community workshops across the region to gain community buy-in for the continuation of the project.• Supported the project team and partners to develop and sign off the Terms of Reference with community feedback. FLOOD WARNING IMPROVEMENT PROJECT 2018• Worked with an internal cross-functional virtual team partnering with external agencies (Wellington water and Wellington Regional Emergency Office to develop a flood warning project. This project also had a strong community focus which required a high level of stakeholder engagement and facilitation skills to keep all partners, agencies and community members engage to the process.• Developed and supported multi-agency meetings, workshops and operational processes to ensure effective communications and engagement between all parties. • Helped develop the project plan and governance structure to help the project ascertain continual support for funding.

Finance Process Project - 2017• Worked with an internal finance team to review, analyse and recommend finance process improvements whilst utilising and testing a new technology platform called Promapp.Enterprise Resource Planning (ERP) Project• Worked with an internal team to perform a review of GWRC processes and systems to enable the scoping and the development of a Request for Proposal (RFP) to procure a new ERP across council.ROADS OF NATIONAL SIGNIFICANCE (RONS) PROJECT – 2016• Worked with the project lead to review the entire operations and finance of the project team to identify process improvements and maximise cost recovery from Transmission Gully project consenting work.• Led project team to improve Finance and Operations processes to achieve an increase of $300k revenue within the first 6 months.

Started role as project and integration lead on the Foodstuffs Merger project then promoted into Product Manager post implementation.PROMOTIONAL PRODUCT DATA MANAGER 2014• Managed a team of 15 data administrators who were responsible for processing and distributing accurate promotional product data into Foodstuffs north island super market systems (Pak’n’Save, New World and 4Square).• Motivated staff to meet daily, weekly and monthly task targets to ensure data changes across all food distribution systems were processed accurately within 48 hours as per newly developed Standard Operating Processes (SOP).• Worked closely with the Change management team to ensure new promotional processes were embedded into BAU.PROJECT LEAD/INTEGRATION LEAD 2013• Supported the project team responsible for the development and implementation of the merger and re-structure of Foodstuffs Auckland and Foodstuffs Wellington into Foodstuffs North Island.• Lead role in the Promotional Products work-stream responsible for developing the new promotional strategy and operationalising it into new BAU.• Worked closely with the Change Management director to operationalise the new promotional strategies into Business As Usual (BAU) post-merger. • Developed an improved process for Slow moving and obsolete stock (SLOB) in collaboration with suppliers to achieve savings of $500k.• Supported Dairy Commercial manager to develop cost/price/margins analysis and reporting on Dairy products to enhance relationships with Dairy suppliers to increase margins.

Finance analyst role in the Finance Team and seconded onto a variety of projects across the organisation.Some of the bigger projects were:PRODUCT AND PRICING PROJECT• Worked with cross-functional, virtual team to research, analyse and report on cost/price, margins and consumer behaviours for Icebreaker’s top 100 best sellers globally to help inform future design and sales goals for Icebreaker.DATA INTEGRITY AND SYSTEMS PROJECT• Worked with the Global Operations Team from around the world (US, Canada, France, Germany, Switzerland and Australia) to achieve the implementation of a centralised product data management system which improved the operational structure of Icebreaker and created a more efficient way of working to ensure the integrity of product data from design to delivery.COST, PRICE AND PROFITS PROJECT• Supported the Global Finance Team from around the world in the implementation of a Global Cost/Price/Margins system which improved financial processes and reporting between global offices and Wellington Head Office.

Started as Accounts Support, promoted to Accounts Assistant, promoted again to Financial Accountant with a dual role supporting Fairfax Restructure Project. FINANCIAL ACCOUNTANT• Built strong relationships with finance teams across the three Newspaper offices I was responsible for (Christchurch Press, Southland Times and Timaru Herald) to achieve efficient and effective financial management which included cost management, budgeting and forecasting.PROJECT SUPPORT- FAIRFAX RESTRUCTURE AND SYSTEM IMPLEMENTATION PROJECT.• Responsible for the analysis, review and documenting of processes for the three newspapers offices I was responsible for then reporting on recommendations for process improvements.

• Graduate role in various Finance and Systems assistant roles in in London.

Based mostly in London and sometimes in Belgium. Reported to myself.Achieved lots of travelling around Europe.Developed fantastic skills in utilising limited resources (1 backpack of stuff) and funding to achieve maximum adventure

HELPDESK SUPPORT, SYSTEM ADMINISTRATOR ASSISTANT - ACTONZ INTERNET, NZJan 1999 – Dec 2001Team: Residential InternetReported to: System Administrator• Part Time Helpdesk Support answering calls and resolving internet connection issuesPromoted to System Administrator Assistant, monitoring continuous running of servers