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Work Background
Status RealtyDirector and Principal
Jun. 2024Gold Coast, Queensland, Australia
JardenStrategy Consultant & Acting Director of Jarden Wealth Technology (Divisional CIO)
Oct. 2021 - Sep. 2023I was initially engaged for a few months by Jarden’s Group Chief Technology Officer to lead the co-development of a 3-year Strategy and future Operating Model for Jarden Technology and Operations, however in February 2022 a Lead Team resignation within Jarden Wealth saw the role transition to Acting Director of Jarden Wealth Technology.
Auckland CouncilLead Consultant – ICT2.0 and establishment of the organisational shift to Scaled Agile (SAFe)
Jan. 2021 - Sep. 2021I was engaged by the Director of ICT to develop out the next iteration of the ICT Target Operating Model, centred around how ICT would partner and integrate more seamlessly with the divisions they serve internally - in order to deliver more value, and sooner! This was dubbed “ICT2.0” and was to become the start of a wider organisational trial and transition to Scaled Agile (using the Scaled Agile Framework - SAFe).
KiwibankLead Consultant – Strategic Transformation Office and Target Operating Model
Dec. 2019 - Dec. 2020Having developed their five-year strategy, I was engaged by the Kiwibank Chief Executive to mobilise their Transformation Journey through the establishment of a Strategic Transformation Office (STO) and to lead the development of their Target Operating Model (TOM) – needed to translate the “2025 strategy” and guide delivery, and their journey to being a Better Bank. Responsible for leading 35 Kiwibanks SMEs through this engagement, with regular Executive Committee and Board Reporting
ASB BankLead Consultant - BS11 Programme Optimisation
Feb. 2019 - Dec. 2019I was engaged in an advisory capacity by the new Executive General Manager of Technology & Operations to review and optimise delivery for a major New Zealand Reserve Bank regulatory compliance requirement across a 5 year programme window
consult:IQ - Consulting IntelligencePrincipal & Owner
Oct. 2018 - Mar. 2024Auckland, New ZealandRe-established my own Independent Consultancy. As before, apart from a few larger clients I've consulted throughout this period (listed separately in their own right), I have had a steady number of smaller clients and start-ups I've consulted to over the years.
Kāinga Ora - Homes and CommunitiesLead Consultant - Alliance Establishment and Operating Model
Oct. 2018 - Feb. 2019For my first role back as an Independent Consultant after PwC, I was approached by the Managing Directors of two major Civil Engineering companies who had successfully won the Housing New Zealand (now Kainga Ora) Auckland Civil Alliance Programme tender to prepare the earthworks that would see 8,000 state-owned homes transformed into 25,000 newly built homes ($3bn over 5 years). This role was establishing the now very successful Piritahi Alliance, and its foundational Operating Model
PwC New ZealandDirector, Technology Consulting
May. 2016 - Oct. 2018This was a national role leading teams across predominantly technology and management consulting engagements. I co-lead a team of 40+ consultants in the Technology Consulting line of service, with predominant focus on growing the firm’s Auckland market share. My role involved day-to-day engagement with Non-Executive Directors (NEDs), CEOs and other C-suite decision makers on CIO advisory, technology investment and delivery, new ways of working (Agile & DevOps), enterprise strategy, architecture and operating models, and emerging technologies and disruptors, with a key focus on banking and Government sectors.
Auckland CouncilPortfolio Manager - Strategy and Transformation
Nov. 2015 - Mar. 2016For this role, I was invited back to Auckland Council on an interim management basis to lead the portfolio establishment of a new three-year organisational strategy developed for and with an entirely new Executive Leadership team from my previous engagement. This role involved leading a small executive-oriented PMO of approximately 10 people and 16-20 initiative leads from Information Services and across the business.
Spark New ZealandProgramme Director - Westpac
Nov. 2014 - Sep. 2015This role saw me take responsibility for 15 – 20 staff and a budget of $6m, and a key driver in establishing Spark’s Agile capability to align with Westpac’s delivery model – now a value proposition publicly embraced across the Spark Group.
Watercare Services LimitedProgramme Consultant - Customer, Billing and Asset Management Strategy & Transformation
Nov. 2013 - Oct. 2014Auckland, New ZealandI was invited back to Watercare to lead the strategy and transformation around core internal systems and services. I was responsible for 20-25 staff and establishing a programme budget of $15-$20m.
AMPProgramme Consultant - Transformation Establishment
May. 2013 - Oct. 2013Initially a highly confidential assignment and transaction, on which I had responsibility for 20-30 staff and was establishing a programme budget of A$60m, but this work has since publicly translated into the separation of AMP NZ from AMP Group.
Auckland CouncilPortfolio Manager - Organisation Transformation
Aug. 2012 - May. 2013I was invited back to Council on an interim management basis to lead the portfolio delivery of organisational transformation Council-wide. Since the transition phase of the eight legacy councils, the organisation had developed a strategy and roadmap on how it would shape itself to deliver the Auckland Plan (and the mayoral vision to make Auckland the most liveable city in the world). I had responsibility for 30 – 40 staff and a budget of $60m (annual capex budget for the portfolio).
Consulting IntelligencePrincipal & Owner
Jul. 2012 - May. 2016Auckland, New ZealandApart from a few larger clients I've consulted throughout this period (listed separately in their own-right), I have had a steady number of smaller clients and start-ups I've consulted to over the years.
WatercareContract Programme Manager - Unified Tariff & Billing Transformation Programme
Aug. 2011 - Aug. 2012AucklandThis was a major change programme, transforming the organisation from its wholesale legacy to a true retail model servicing 430,000 customers Auckland-wide. I had responsibility for 42 staff and a budget of $5-6m.
Auckland CouncilContract Programme Manager - Unified Communications Programme
Dec. 2010 - Jul. 2011
Auckland Transition AgencyContract Senior Project Manager - Telephony & Call Centre Project
Dec. 2009 - Nov. 2010
Manukau City CouncilContract Programme Manager - Information Management Work Programme
Mar. 2009 - Nov. 2009
Agility Group LimitedCo-Founder & Director
Aug. 2004 - Feb. 2009
Gen-iContract Senior Project Manager
Jan. 2004 - Aug. 2004
KPMGContract Programme Manager
Jan. 2003 - Dec. 2004London, United Kingdom
ASB BankProgramme Manager
Jan. 2001 - Dec. 2003Auckland, New Zealand
CompaqSenior Infrastructure Project Manager - Ericsson Sweden Account
Jul. 2000 - Dec. 2000
EDS (NZ)Programme Manager
Jan. 2000 - Dec. 2001
Barclays CapitalProject Manager - Trading Floor Systems and Operations
Jan. 1998 - Dec. 2000
NomuraProject Manager - Reference Data Management
Jan. 1997 - Dec. 1998
NatWest MarketsProject Team Leader - Mid-Back Office Financial Control Systems
Jan. 1996 - Dec. 1997
Credit Suisse First BostonSystems Analyst / Back Office Support - Financial Market Data Systems
Jan. 1995 - Dec. 1996
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