NZCIC is the cohesive voice, driving industry well-being and performance for a better built environment for New Zealand.

I work with tertiary education organisations to help them navigate change. I have been a strategic advisor to the NZ Marine and Composites ITO in the context of the Reform of Vocational Education (RoVE). PreviousIy I was the Executive Director of a peak body, QTI (Quality Tertiary Organisations).

I have developed SLIMBY - Shared Living In My Back Yard - a platform that utilises a disruptive business model delivered through an ecosystem managed on a website. The platform connects potential users and manages the process of placing a prefabricated house on land leased from a Host, tenanted with a suitable Resident, funded by an external Investor.

QTI is a recognised tertiary education peak sector body providing a strong collective voice for ten high-quality PTEs.

There are six WDC (Workforce Development Council) interim Establishment Boards (iEBs) responsible for setting up the six WDCs by a target date of October 2020. We have been appointed by the Tertiary Education Commission (TEC).Each iEB’s primary role is to establish the WDC as a legal entity. As a member of the iEB I am working with my fellow board members to connect with, and listen to, what the creative, cultural, recreation and technology industries want for vocational education. We… Show more There are six WDC (Workforce Development Council) interim Establishment Boards (iEBs) responsible for setting up the six WDCs by a target date of October 2020. We have been appointed by the Tertiary Education Commission (TEC).Each iEB’s primary role is to establish the WDC as a legal entity. As a member of the iEB I am working with my fellow board members to connect with, and listen to, what the creative, cultural, recreation and technology industries want for vocational education. We are also working with other stakeholders to provide advice and guidance to inform tertiary education system responses to COVID-19 impacts.The iEB will oversee the process for agreeing governance arrangements that create the WDC, including its first board, the Establishment Board. This will be a key part of our responsibilities. We are also tasked with developing the Order in Council (OIC), the formal mechanism for establishing the WDC as a legal entity. The iEB will share the key content of the OIC with our industries for feedback before it can be approved and the WDC officially established. Show less

Design Studio Leader on the Masters Programme

Recently I realised that the world is changing rapidly and if I wanted to be part of this new world I needed to invest in my knowledge and understanding of this change. I enrolled and completed the extraordinary Masters programme offered by the Tech Futures Lab in emergent and disruptive technology.My studies led to the development of SLIMBY.

Reporting to the President I had full oversight and responsibility for the college. This included strategic planning, funding and revenue, management of the executive, direct responsibility for HR and IT, and oversight of brand and marketing. I enjoyed the opportunity to lead a larger organisation with the complexities and richness that comes with it. In my five years I moved the organisation to a place of cohesion and coherence. Responsibilities:Managing fifty permanent and thirty… Show more Reporting to the President I had full oversight and responsibility for the college. This included strategic planning, funding and revenue, management of the executive, direct responsibility for HR and IT, and oversight of brand and marketing. I enjoyed the opportunity to lead a larger organisation with the complexities and richness that comes with it. In my five years I moved the organisation to a place of cohesion and coherence. Responsibilities:Managing fifty permanent and thirty part-time staffStrategic planning and direction Organisational management and planningMarketingCapital development and expenditureStaff recruitment, facilitation and appraisalBudget development and managementFinancial AuditFinancial reportingReporting to the ownerExternal reporting to NZQA, TEC and other agenciesAchievements:• The sole authorship of the College’s 2016 Investment Plan which earned the organisation a three-year Investment Cycle – one of only five PTEs (out of 700) to have this level of confidence from the Tertiary Education Commission• Programme development: I led the revision of the College’s flagship four-year Bachelor of Fine Arts resulting in the approval by NZQA of a new three-year degree plus an honours year.• I led the redevelopment of the College’s postgraduate programmes including the development of a postgraduate diploma platform to enable more fluid transitions to the three Masters qualifications offered.• I successfully developed and supported the College’s PBRF processes that resulted in being rated, in 2013, as the highest performing organisation behind the eight universities and Unitec and ahead of all other polytechnics and private training providers.• Delivery of budget surpluses every year• Improved processes: I developed a Self-Assessment System and redeveloped the HR system. • Increased profile of the College: I improved the College’s market position and developed important external relationships with the government agencies. Show less

Reporting to the Board, full responsibility for the organisation, from strategic planning to pastoral care of the students. Responsibilities:Managing four permanent and 50 part-time staffStrategic planning and direction Organisational management and planningMarketingCapital development and expenditureStaff recruitment, facilitation and appraisalBudget development and managementFinancial AuditFinancial reportingReporting to the boardExternal… Show more Reporting to the Board, full responsibility for the organisation, from strategic planning to pastoral care of the students. Responsibilities:Managing four permanent and 50 part-time staffStrategic planning and direction Organisational management and planningMarketingCapital development and expenditureStaff recruitment, facilitation and appraisalBudget development and managementFinancial AuditFinancial reportingReporting to the boardExternal reporting to NZQA, TEC and other agenciesAchievements:Established and achieved financial recovery plan: When I was appointed, the School was in financial difficulty as a result of low recruitment of students. I initiated a restructure, reducing staff, increasing marketing and achieving positive equity.Improved processes: I developed a Quality Management System and developed the HR system.Increased profile of the School: Improved the School’s marketing processes and developed important external relationships with the film industry and the Wellington City Council. Relocating the School: I found new premises, negotiated the lease, commissioned architects and other consultants, secured the funding and completed the construction process enabling the school to relocate to significantly better premises in the centre of the city. This site was found in April 2008 and we moved in October that year. Show less

Reporting to the Director, responsible for operational management of the Gallery, budgeting, HR management and management of exhibitions. Managing six staff.Responsibilities:Staff recruitment, facilitation and appraisalBudget development and managementExhibition development and managementOrganisational management and planningStrategic planning and directionAchievements:Revised budget monitoring and reporting processesFacilitated long-term exhibition… Show more Reporting to the Director, responsible for operational management of the Gallery, budgeting, HR management and management of exhibitions. Managing six staff.Responsibilities:Staff recruitment, facilitation and appraisalBudget development and managementExhibition development and managementOrganisational management and planningStrategic planning and directionAchievements:Revised budget monitoring and reporting processesFacilitated long-term exhibition planning processesOngoing revision of HR practices and processesInstrumental in the development of the organisation’s strategic plan Show less

2IC of the organisation, managing 14 Heads of Departments and running the Central Academic Office, an office of 6 staff. Responsible for 130 Academic staff and 25 allied staff. Responsibilities:Staff recruitment, facilitation and appraisalBudget development and managementProgramme developmentInstitute management and planningStrategic planning and directionAchievements:Maintained staff stability during a difficult merger process with another organisation… Show more 2IC of the organisation, managing 14 Heads of Departments and running the Central Academic Office, an office of 6 staff. Responsible for 130 Academic staff and 25 allied staff. Responsibilities:Staff recruitment, facilitation and appraisalBudget development and managementProgramme developmentInstitute management and planningStrategic planning and directionAchievements:Maintained staff stability during a difficult merger process with another organisation Co-ordinated, managed and implemented a review of departments and their viabilityAssisted with the design and implementation of a new structure for the organisationDeveloped a system of programme viability to financially monitor and assess the institute’s programmesInstrumental in the development of the institute’s strategic plan (after a considerable period without one) and managed staff consultation processes that contributed to this plan Show less