Tim Coby Email & Phone Number

Wellington, New Zealand

Lower Hutt, Wellington Region, New Zealand

Responsible for leading the 32 Delivery team members to work with leaders across TAB NZ to identify opportunities for adding value and create a transparent plan that delivers the best value in a cost efficient and timely way. As a Senior leader of the TAB the role is also responsible for strategic planning, goals and objectives and budgeting with DFA accountability for overall areas of responsibility.

Lower Hutt, Wellington Region, New Zealand

Leading the Enterprise Solutions team of 19 developers, Delivery Leads and Project Managers to work across the TAB delivering new systems, enhancements and innovations through a transparent plan that delivers the best value in a cost efficient and timely way. As a Senior leader of the TAB also responsible for strategic planning, goals and objectives and budgeting with DFA accountability for overall areas of responsibility.

Petone, Wellington, New Zealand

As the Enterprise Solutions Programme Manager I am responsible for leading a team of developers, delivery leads and project manager to achieve business outcomes for the TAB. This includes deliveries across the whole organisation including, customer product deliveries, compliance enhancements and cost optimisation initiatives. This involves working both with my team, other TAB teams and our vendors to achieve the desired outcomes.I am also responsible for governance oversight of the delivery pipeline from approval through to launch. This includes investment case technical review, the path to production, release cadence and resource planning.

Petone, Wellington, New Zealand

As the part of the technology leadership team I was responsible for the Programme of Work for TAB NZ which included the planning and successful delivery of replacement call centre systems using Amazon Connect and launching during the lockdown. In addition to the Programme deliveries I also successfully helped embed new agile ways of working for the technology leadership team including kanban boards and quarterly delivery planning and financing for the development and test teams.

Wellington & Wairarapa, New Zealand

Accountable for ensuring the delivery of the Portfolio through management, leadership and development of Programme Managers, Project Managers and Coordinators and ensuring projects are delivered to the quality expected from business owners and customers in line with best practice for Portfolio, Programme and Project governance. Key portfolio deliveries include: o AML/CFT compliance Programme o New Fixed Odds Betting platform and subsequent code branch consolidation o Installation of new network connections and hardware to ~80 sites nationwide o Design and delivery of 4 multi million dollar outside broadcasting vehicles o Implementation of disaster recovery site for the media and content team o Completion of design phase for a new Payroll solution o Programme and Project assurance reviews, leading to changes for successful delivery o Creation of PMO operating model options for organisational prioritisation

Wellington & Wairarapa, New Zealand

Re-planning delivery of a ~$40m system deployment, including revised governance set up and control followed by leading the implementation workstream through to launch in January 2019.Key deliveries include:o Reporting structures and guidelines including tolerances for escalation.o Managing the programme schedule o Managing change control with the product owners and main vendoro Creation of the implementation plan for the programme

Wellington & Wairarapa, New Zealand

Accountable for ensuring the delivery of the Portfolio through management, leadership and development of Programme Managers, Project Managers and Coordinators and ensuring projects are delivered to the quality expected from business owners and customers in line with best practice for Portfolio, Programme and Project governance. Key deliveries include:o Creating and implementing Portfolio Health Check reviews. o Coaching project managers in business case writing.o Refresh of the project delivery team competency and skills matrixo Redesign of aggregated portfolio delivery reporting resulting in the provision of more effective information to the leadership team and Board for decision making

Wellington & Wairarapa, New Zealand

Running the Top 5 Key Initiatives programme to business case stage including working with multiple 3rd parties on requirements and design of new system integration through to approval.

Wellington & Wairarapa, New Zealand

Delivery of 6 month project for enhanced web functionality for customer interactions working with vendors, internal stakeholders and incorporating regular customer feedback prior to launch of each release.Delivery of 3 month project reducing fraud via combinations of business process, technology and customer process change.Started work on the Top 5 Key Initiatives programme for the business case phase.

Bexhill On Sea

Accountable for the creation and maintenance of the change roadmap, technical process and systems architect, delivery of major projects. Retail Operations lead on key strategic projects, accountable for maintenance and development of knowledge management and Retail Operations release managementKey deliveries include:• New e-mail and knowledge management system• Core system upgrade• Electronic documentation for full policy lifecycle• System enhancements including automation of policy notes• Amendments to company change release cycle to improve communication and embedding of changes• Operational design and implementation of new card payment collection system and processes.• Initial design and set up of complaints training programme

Bexhill On Sea

As part of a new team, accountable for planning and delivery of projects and initiatives targeted to improve customer experience. Responsible for communication and roll out of changes into the Retail Operations areas. Responsible for coordination and resolution of customer recoveries.• Voice of Our Customers survey project delivered with circa 30,000 customers per week surveyed with a 6% response rate• Delivery of new complaint handling system (ACE) giving improved logging and monitoring capabilities for customer complaint handling• Delivery of automatic wrap-up functionality which delivered customer’s documents quicker to them and brought efficiency savings• Implementation of changes to the debt recovery process which reduced customer complaints from 200 a month to 20 a month within this process• Part of the project team for the initial delivery of the Hastings Way using the Gober method. Delivered a reduction of 50% in customer dissatisfaction from implementing new user guides which utilised the Hastings Way methodology• Retail Operations lead for deliveries of major core system upgrades• Delivery of over 21 other initiatives to improve customer experience

Bexhill On Sea

Accountable for Change Programme Management including prioritisation and project management leadership, project reporting, BAU progress updates and specific project delivery.• Development and implementation of project methodology across the business for controlled project delivery by “non-project managers”• Creation and maintenance of weekly reporting suite for project updates• Deputising for Programme & Property Services Director.• Initial set up of project plans for possible IPO with Board.• Projects delivered by area include:• Electronic documentation for New Business Customers• Business Process Improvement including full business process mapping and identification and implementation of circa 15 FTE savings using LEAN methodologies• Homeworking trial for Claims Operations department

Bexhill On Sea

Accountable for BAU change prioritisation process in Hastings Insurance Services and additional responsibility for Programme Management of the delivery of a new broker system (CDL)• Management and coordination of 12 individual projects and project managers.• Responsible for day to day programme budget management (£1.1M)• Creation and management of programme plan to deliver within aggressive timescale (6 months)• Recruitment of 2 contract project managers to support delivery alongside 3 direct reports in the Programme Office.• Main point of contact for liaising between supplier and internal stakeholders.• Stakeholder management including regular programme updates to Board members through to frontline colleague communications.• Creation of project management methodology based on PRINCE2 for use by business leads in the role of a project manager which achieved a full assurance rating by internal audit partner• Coordination and impact analysis of all changes and projects • Prioritisation leadership for Change Programme