Senior leadership role responsible for the performance and management of 20+ direct reports and 56 on-farm customer programmes generating over 10M revenue.- Had team engagement and retention that was higher than the company average- Turned a poor-performing team, across 2 sites, to best across the company- Improved recruitment processes and created a stable work environment- Part of a small, select team that chose the new audit management system from an international search- Introduced Microsoft Teams to my team 9 months before it was rolled out across the business

In this Change Management GM role, Vanessa worked hard to make Laser Electrical Riccarton one of the best places to work in New Zealand. She transformed, supported and led a team of 35+ people to improve the culture, performance and productivity of its people, in a very competitive industry.

Since 2009 Vanessa has consulted to The Results Group (previously Results.com) as a Business Strategist for a number of their clients. She was brought on as one of their youngest coaches due to her strong skill set and experience and continues to shine with her high client retention rate and record of success.She has coached, and continues to coach, many of their clients, supporting them to achieve their business and leadership goals under the Results Group framework, recognised by MIT as the best business framework in the world. She has also run teams within the group to drive sales and performance and supported their marketing activity.

Responsible for all marketing activity in New Zealand and around the world.- 12% revenue growth during the recession in 2009 with increased profitability and market share.- Improved product quality through increased accountability, processes and output monitoring.- Managed a major re-brand, resulting in positive consumer and re-seller feedback and a 22% increase in sales.- Increased product ranging and distribution each year.- Launched over 10 new products. - Airborne Manuka Blend - leading manuka blend product in NZ by three-to-one and the most successful new product launch in the total NZ honey category for the last 3 years. Airborne's most successful product in over 10 years and became their second biggest seller.- Airborne Health honey and lozenges - launched the company into the health category, achieving 24% market share in just 6 months. Third most profitable product in the total spreads category in NZ.- Launched a targeted budget product which grew market share by 35% in Pak'n'Save. Became the 9th biggest selling product in Pak'n'Save honey category.- Successfully tendered and negotiated a 2 year contract with Progressive for their private label products.

Brought in to manage two key projects:TV2 KidsFest - a children's festival over the winter school holidays. Won a national award for "Best Event Management of an Established Event." The event had the highest attendance rate (75,000) since the festival began 10 years ago. Negotiated a $60k sponsorship and reduced festival costs by $10k.Go By Bike Week - a week long festival to celebrate cycling in Christchurch. Highest attendance rate ever recorded for this event.

Responsible for successfully marketing The Press to readers and subscribers and managing sponsorship.- Exceeded circulation target of 91,111 by 40%- Successfully re-developed The Press brand and tagline- Improved budgeting, project management and promotional activity- Managed sponsorship and marketing for all reader based activities including Pacific Blue, Westfield, Buskers' Festival, Christchurch City Council, The Palms, Christchurch Cathedral, Cup & Show Week, Royal A&P Show.

Responsible for all marketing and budget performance for Key Account (supermarkets) and Route/Food Service markets for Tararua and Meadow Fresh Cultured Foods. - Achieved a 4.1% increase in volume sold and 29.7% increase in gross profit- Won Licensee of the Year 2003 for Blues Clues Dairy Food.- Successfully launched 3 new valued-added products which exceeded forecast volumes and contributed over $500,000 net dollar growth.

Managed the total fuel and retail stores for the Caltex network in New Zealand including new site builds and existing store closures to build the Caltex brand. - Successfully developed, managed, and implemented the Strategic Network Plan. - Increased individual site performance and reduced assets while maintaining market share and volume.- Developed a new National Network Plan (NNP) process that is now used internationally throughout Caltex.