Noel Leeming, part of the Warehouse Group is the leading consumer electronics and appliances multi-channel retailer and confidently serves retail and commercial customers in NZ. It prides itself for the passionate experts who make the customer experience a rich and one of value meeting their needs and expectations. About 80 stores along with online presence ensures all customers have access to its offerings• Managed overall Stores performance as Acting Store Manager, with exit of incumbent, other key staff • Introduced processes to ensure administrative accountability, security of store sensitive resources • Secured systematically key information that needed to be safe-guarded from unauthorized access • Administered routine updating of staff performance data and periodic reporting to management

Set up the IT Services Department as an integral part of the Alpine Group’s Corporate Services. This involved developing an organisation structure aligned with best practise ITIL framework, recruitment and training of new staff in this department. As key responsibilities/deliveries of significant project initiatives during the two years in Alpine, I • Managed budget, controlled cost of OPEX NZ$ 0.5M, CAPEX NZ$ 0.5M• Established IT Service Desk – log, track service requests to completion, incident and IT change management with root cause analysis• Established two state-of-the-art ‘Active-Active’ Data Centers, with full redundancy, and auto-failover• Upgraded Exchange 2003, desktop/ laptop from Windows XP to Win-7 • Delivered SharePoint 2013 with Alpine’s intranet ‘Infoworld’; got business sign-off on Taxonomy• Initiated pilot projects on GIS and, Enterprise Data Warehouse with Business Intelligence using the Tableau solution. Both initiatives were scheduled to deliver live projects within the next 18 months• Set up business-led Governance Groups both at the Executive/Strategic and operating User levels

Initiated implementation of best practice in a sustainable business model which supported the extremely challenging financial situation faced by the University as a result of the earthquakes since late 2010. Performing my role expectations with some key project deliveries, I • Managed budget, controlled cost of OPEX NZ$6.5M, CAPEX NZ$ 3.5M• Centrally administered and supported the 75 Applications, including Enterprise level solutions such as Oracle EBS, PeopleSoft HCM, and Student Management System (SMS)• Managed and formed a new team of 32 staff, with 5 direct reports covering the areas of Application Development, Application Support, Systems & Database Administration, Business Intelligence & Data Warehousing, and Applications & Solutions Architecture• Set up Governance Groups to ensure IT initiatives undertaken aligned with business priorities and had business buy-in/ownership• Delivered key projects on: Upgrade to SharePoint 2010, and PeopleSoft HCM 9.1

Responsible for the Information Technology portfolio supporting the 10 year Long Term Council Community Plan (LTCCP), I was tasked with the giving advise, leverage, training, implementation and maintenance support of information technology, for increased business productivity and cost-savings. Some key statistics, projects delivered and achievements are,• Managed budget and cost control of NZ$7M• Spearheaded the transition of 200+ legacy systems into an integrated web-based enterprise management system with business intelligence analytics and consolidated reporting tools• Developed the Information Systems Strategic Plan (ISSP) and the Technology Roadmap• Conducted an external audit assessment of the organization for IT Service Management (ITSM) / ITIL best practice readiness• Refreshed the data centre with Virtualization, Blade Servers, SANs and other enterprise level infrastructure installations• Won laurels for the Council at the 2007 conference for the Association of Local Government Information Management (ALGIM). The Information Systems (IS) team led by me presented a paper and was awarded first place in “Information Management” and second place in “Innovation”

Senior Executive for a global group headquartered at New Zealand, I was responsible for Business Development and Application Delivery. In this role, I • Supported strategic technology and business planning • Engaged in Consultancy and IT Services on SAP and other IT/IS Projects for clients in New Zealand, Australia, India, Middle East and the USA • Expanded the scope of IT services to include the ‘now interest areas’ of Business Intelligence solutions using Enterprise Data Warehousing & OLAP, Data Mining and Predictive Analytics• Conceived, designed and developed a business application to work in tandem with the existing online airline reservation system delivering integrated MIS and accounting reconciliation

Changed the user perception of this Department from ‘IT’ to that of ‘IT Services, Tools and Systems’. With priority aligned to business KPIs’ quality of outcome improved; so did the end-user reliance/trust and their demand for IT services• Salvaged an ERP-rollout project from a write-off stage• Rationalized the many legacy information systems to interface with a single information database and feed a single ‘data warehouse’ source• Web enabled all interactions with diverse but relevant business partners using the single data warehouse source, mentioned earlier• Formalized Organization Structure, Job Descriptions, Roles & Responsibilities, with measurable KPI against KRAs’ ; brought about an objectivity and target orientation to all work performed

Joined an organization with USD 10M turnover and NO computers. Left behind this enterprise with USD 100M turnover, extensive in-house computerization, computer-based operations covering multiple locations at the 54 Sales and Warehouse Offices, 4 Manufacturing Units, the R&D Unit and Head Office• Led in-house computerization with focus on improved customer services prioritizing the sales offices, manufacturing plants and R&D in preference to computers at Head Office/Corporate services. Was unique then as most businesses started with Payroll and Accounts at Head Office• Selected, brought in an ‘ERP like’ solution from US, Chemical Industry specific, and more importantly relevant as it was cost-effective with key required customizations (none of the big ERP names met this need)• Brought about a Systems approach to materials and supply chain management, as GM of the Materials (Purchase) & Systems department• Supported Corporate Planning & Development assisting the Regional Director (Asia & Middle East), collecting, consolidating and preparing performance reports for Board Reviews; guided the five group companies, world-wide for this region, on their IT Strategies & Implementation.• Consulted with the group companies at Bahrain, Bangladesh, Dubai and Sharjah, India, Pakistan, as part of my Planning and Development role Prior Engagements include• Calcutta Electric Supply Corporation Limited• Tata Iron and Steel Company Limited• International Computers (India) Private Limited