Scott Mitchell Email & Phone Number

Wellington, Wellington Region, New Zealand

Upper Hutt, Wellington Region, New Zealand

In charge of the yard for the Trade Area. Total of 30 staff and loving it. No stress and loving it

Wellington Metropolitan Area

Time for another opportunity, Something slower this time maybe?

Wellington, New Zealand

Looking after Business Continuity, Disaster Recovery and Emergency Management

Wellington

Working on the development of Business Continuity for Kiwibank. From BIA through to BCP plans. Testing and Implementing plans during events has been fun.Building 2 recovery sites for the bank and ensuring all equipment is tested and ready for action.Day to day management of plans and implementing when mother nature calls is all part of the challenge.Interaction with staff and senior management, writing plans and validating work completed by others.Completing in 1 year the two world qualifications was a major for me. The BCI Course and the University Diploma at roughly the same time was a challenge. Completed and passed both with 2 months of each other.

In July 2009 I started a company called Scott Mitchell Photography. This is working with and selling my photography work. This has been a definite chance to express my artistic side and I am enjoying the challenge of developing and running my own company. The total end-to-end marketing, development, web site and accounting side of running your own business is a challenge that I take great delight in watching it grow. During my time with BNZ I have travelled much of the country and have found time (sometimes only minutes) to continue this passion of mine.

As an Implementation Manager I am responsible for managing the delivery of requirements for BNZ sites on behalf BNZ Technology. This encompasses the entire site change lifecycle for end-to-end delivery of the BNZ standard environment, whilst enabling new emerging concepts to be incorporated effectively into the day-to-day running of the stores.The role requires you to work independently and deliver to a high set of standards both in the physical store and the work ethics with contractors and developers.I have successfully delivered refurbished or relocated 48 new stores around New Zealand over the last 24 months.Managing all changes to agreed deadlines allowed for the successful delivery of sites. Regular travel and irregular hours of work as required by the individual site rollout schedule meant some long days and nights.As the single point of customer contact for requirements, whilst liaising with external vendors to ensure appropriate solutions and any escalation of issues made this an ever interesting and fast paced job.All the time being aware of the need to be timely and accurate delivery ensuring site operation whilst working within BNZ and Main contractor health and safety policy and procedures (Fletchers, Mainzeal, AW Construction etc.).None more so than spending weeks working in and around Christchurch area (including Red Zone) directly after the quakes to re-establish banking for the people of Christchurch. This work has been ongoing for the last year and will continue for the foreseeable future.Working with a technical resource over the delivery weekend and ensuring that all contractors and sub contractors are aware of their individual parts and making this all happen by 9.00am Monday was always a fun challenge and opening those doors on Monday to the first customer was always a buzz.

Working within the service desk environment the technical specialist role was created to support the Implementation Managers that were delivering the new store layout to the BNZ. The role was a challenging one as the project was just starting and all guidelines, instructions, manuals and relationships had to be written and formed of which I was one of three people writing them. Once these were in place the work commenced in delivering the new stores. The role involved dealing with the main hardware suppliers and data contractors to deliver the true technology part of the new bank layout. This was the deconstruction of the stores technology (tellers, printers, servers, routers and switches) moving these to the new location and installation again so the store was able to open on Monday. During this time we also introduced new hardware to the stores in the form of Electronic Cash Draws and cash dispensers. It was my job to ensure that these were delivered, installed, configured and available for training.Along with the Implementation Manager there were some very long hours worked and all this had to be completed outside of normal working hours (normally a weekend) and open for business 9.00am Monday.Working in server 2003 and Server 2008 setting up machine and user groups, creation of new machines and machine builds all formed part of the role. Delivery and training of Laptops to new users and old was also undertaken with these changes.

Operations Manager for the contact centres was a wide and varied job. I had three direct reporting staff covering Workforce Management and Specialist Roles. I wrote and maintained the disaster recovery documentation for the centres. This included Loss of building, Loss of City, flu and pandemic planning. This is now a living document maintained by the bank and forms a major part of the total Disaster Recovery planning for the company.I introduced a one virtual queue system between the two call centres to allow customers to have the fastest answer time possible. This means that when a customer calls the bank they get the first available agent across the multiple sites thus providing the highest level of service.I planned and implemented the move for the Wellington contact centre (340 staff) from one building to the new building in June 2009. Being a 24-hour 7-day operation this required a high level of accuracy and planning to ensure that staff were able to continue to work on one site while others were being moved to the next. This was spread over a 1-week period and was a total success. This involved dealing with several external and internal clients to help provide a technical and logistical arrangement for moving. There was some nine months planning involved.During 2008 the centre underwent a total systems change and upgrade of all the major components that make the systems work together. Being a leader in the knowledge and systems operations area I was called up to head and take part in countless project and leadership team meetings and discussion panels. This meant that I had total input into the design and implementation of plans that have made the centre the award winner that it is. In the last three months I performed a total end to end workflow and management restructure to allow the centre to move forward. This meant a review of all areas of the business and in-depth analysis of all data and financial feeds that we had available.

The Online channels area looks after the electronic banking of the top 3500 customers of the bank putting through payments of 3.2 billion dollars per night. This allows customers to make payroll, creditor and international payments from their desktops directly to the bank. Later in this role I also introduced to the helpdesk support - Internet Banking for Business and Internet Banking for personal customers.Installation and support of a new software platform during 2005 brought the package up to world standards for support. Development of training and support material for the customers and support staff at the helpdesk formed a major part of the testing during this time.Dealing with 15 direct report staff on a day-to-day basis covering shift patterns of a 14-hour day was also a challenge during this time. I coached them and developed their personal goals for career and personal attainment. Performing regular quarterly performance appraisals and call quality feedback during this period as well.

As a consultant I would visit customers from Wellington to Gisborne across to New Plymouth to install and train them on using the banks E-commerce packages.This required a working knowledge of systems and networks as well as the ability to be able to mix your language and training skills between people of varying skill levels. During any given day you may deal with a farmer's wife / office lady / Head of IT for a major corporation, this would require you to change tack and ability levels to suit the situation.During this time I had to manage a workload of some 30 visits per week whilst travelling to and from their workplaces. This meant that my time management skills and planning were always to the fore.

Performing various roles on a busy helpdesk. Shift work and weekend support for the BNZ Online Banking systems. This role changed over the first 2 years. It went from a purely phone based helpdesk role to a consultative process including support and sales.

During my time in Credit Cards I held various roles. These included Customer Service Officer, Fraud Investigator, Legal Officer, Merchant Support, Travelers Cheques and Telephonist.

Diploma In Business Continuity Management

Diploma, Business Studies

Education record