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Work Background
Tait CommunicationsProject Manager
Oct. 2024 - Sep. 2025Christchurch, Canterbury, New ZealandReporting to the Infrastructure Manager - Engineering, the Infrastructure Group’s Project Manager executes the strategic roadmap of the Infrastructure Product Manager. The purpose of the Project Manager role is to promote and implement project management processes and procedures that enhance project visibility and efficiency, and continue to promote a robust project management culture within a matrix company environment. Achievements to date: • Managed NZ$1 million programme of work for an Austrian customer involving five product development teams and manufacturing staff, as well as collaborating with Tait Europe deployment project staff and Prime Contractor. This successful programme of work is in the close down phase.
Tait CommunicationsProject Leader - DMR Base Station Team
Feb. 2022 - Oct. 2024Christchurch, Canterbury, New ZealandReporting to the Infrastructure Manager - Engineering, this role was line management of five staff and summer interns and Scrum Master for the software product development in four month cadence releases.
Tait CommunicationsProject Leader - Integration Test Team
Feb. 2022 - May. 2024Christchurch, Canterbury, New ZealandReporting to the Infrastructure Manager - Engineering, this role was line management of up to three Integration Test Engineers.
MidCentral District Health BoardScrum Master
Mar. 2020 - Feb. 2021Palmerston North City, Wanganui-Manawatu, New ZealandReporting to the Head of Portfolio Delivery, the Digital Services Scrum Master is involved with the transformational change programme to firmly establish itself as a high performing health system that meets the current and future demands of its communities. The purpose of the Scrum Master role is to establish and or guide establishment of agile/scrum teams to execute minor/medium projects within Digital Services. The Scrum Master is responsible for coaching, mentoring and guiding teams in the establishment and operating of agile/scrum product delivery.
The CanInspire Charitable TrustGeneral Manager
Oct. 2019 - Mar. 2020Ashburton, Mid Canterbury, New ZealandTo lead and manage all aspects of The CanInspire Charitable Trust. Four direct reports, two of whom also have paid coordinators reporting to them, who coordinate volunteers. Part-time role of two days per week. Leading implementation and adoption of Salesforce NonProfit Success Pack.
The CanInspire Charitable TrustSalesforce Administrator
Oct. 2019 - Mar. 2020Ashburton, Canterbury, New ZealandVolunteer role administering CanInspire’s Salesforce Non Profit Success Pack. 10 users plus Chatter Free users.
The Knowledge AcademyFreelance Scrum and Project Management Trainer
May. 2018Trainer for Scrum Master and Scrum Product Owner courses run by The Knowledge Academy
EA NetworksSolutions Architect
Apr. 2018 - Oct. 2019Ashburton, Mid Canterbury, New ZealandReport to: Commercial Department Manager Key Outcomes: The primary purpose of the Solutions Architect role is to design solutions for business requirements. Key Responsibilities: Design solutions and implement using project management skills. Key Achievements: Enabled the seamless continuation of the fibre business by proposing, developing scope documents and implementing a Salesforce based replacement for a portal for our fibre ISPs to submit fibre connection requests. Created the first Current State Model Architecture documenting EA Networks’ IT Systems, Applications, Database and their linkages by utilising knowledge and relationships built up over last 3 years of project work. This will assist with innovative future solutions enabling transformational change. Realised the benefits of EA Networks’ Salesforce CRM implementation by acting as the System Administrator and providing change management process.’ Implementing replacement of existing Fibre Team spreadsheets and access databases with Salesforce based apps. Subject matter expert for integration of Salesforce with an Advanced Distribution Management System. Managing a project to improve the management of our valuable power distribution transformers.
Matt Harris Consulting LtdFounder and Principal Consultant
Aug. 2017Canterbury & West Coast, New ZealandUsing my skills and experience to help people and companies be better tomorrow than they are today.
EA NetworksIT Projects Manager
Apr. 2015 - Apr. 2018Ashburton, Mid Canterbury, New ZealandReported to: Commercial Department Manager Key Outcomes: The primary purpose of the IT Projects Manager role is for end-to-end delivery of information technology projects. Key Responsibilities: Manage end-to-end delivery of information technology projects in-full, on time and on budget projects by collaborating across the business and leading cross-functional project teams, utilising Project Management frameworks such as Scrum. Key Achievements: Project managed and collaborated with external vendor to create a completely new website for the Fibre business unit including fibre availability address checker. Project managed the implementation of Document Management System, Laserfiche, including collaborating with vendor on analysis, implementation, testing and user training. Project manager for a Business Intelligence Discovery project and the subsequent implementation of a Tableau dashboard. Development Project Manager/Scrum Master for the Salesforce new product development when it was brought in-house. Utilised three specialist contractors to complete the project in six 2-week Sprints. Prepared project documentation, status reports and maintained project budgets. Went live in Nov 2017 with in-full delivery of phase one and two (of a planned four phases), on time and on budget. Currently productising the system. Project manager for the rollout of 73 iPads to staff who work in the field. Included selection, procurement, administration, working with IT Services team, training, selection of initial apps, project reporting, stakeholder management, budget management.
Jewel Business SolutionsDevelopment Programme Manager
Dec. 2013 - Apr. 2015Lake Hood, Mid CanterburyReported to: Managing Director Key Outcomes: The primary responsibility of the Development Programme Manager role is to ensure that the development programme of work is prioritised and scheduled whilst also allowing developers to be involved with support work answering questions and resolving code defects. Key Responsibilities: Provided leadership, management and development of seven software developers and project management of projects involving these developers. Reported to Managing Director from October 2014. Mostly worked from home office, visiting clients as required in New Zealand and Australia. Key Achievements: Improved oversight and prioritisation by instituting weekly “Helicopter Review” meetings of the Development Programme with the Sales Director, Managing/Technical Director and Support Team Manager, utilising my business/commercial acumen and excellent organisation and communication skills. By introducing the Minimum Viable Product concept to JBS, in 2014 managed a go-live project for a Christchurch based client that took three weeks, a new company record, and enabling income from that client over their busy summer season that otherwise would have been deferred until autumn 2015. Project managed a web application enhancement project requiring .Net and JADE development. Prepared and maintained project schedules and staffing plans, communicating project progress to key stakeholders/customer. The project was 49 weeks in duration from the start of analysis through to deployment.
Jewel Business SolutionsProject Manager/Customer Support
Dec. 2011 - Nov. 2013Lake Hood, Mid CanterburyReported to: Technical Director/System Architect Key Outcomes: Happy Customers Key Responsibilities: My role encompassed a range of responsibilities due to the small number of staff at JBS which varied from management level through to individual contributor. I arrived at JBS with no knowledge of their products and little knowledge of the tourism business and after two years I was a recognised expert in the products and had a vastly increased knowledge of the tourism business. Over the two years I took on many more responsibilities at the request of the Technical Director. For example, assisting with invoicing. Mostly I worked from my home office, visiting clients as required. Other responsibilities were: Agile project management for new projects (development and implementation/provisioning), configuration of new systems, systems administration, training of new users, general management tasks, management of the Online Services Team and supporting customers of completed projects. Key Achievements: Managing projects for new development, new client go-live and go-live for new features/products for existing clients as well as supporting existing clients. This position reported to the Technical Director/System Architect. Headhunted to join JBS, arrived with no knowledge of their products and little knowledge of the tourism business. After two years recognised as expert in our product and the tourism business. Contributed to new product development of a mobile application and payment portal by analysing requirements, solving problems, contributing innovation and managing the project to completion. Executive Client Manager for the NZ clients.
Allied TelesisRelease Manager
Feb. 2010 - Nov. 2011Allied Telesis Labs, Christchurch, New ZealandReported to: Software Engineering Manager Key Outcomes: to ensure that high-quality high-value software is delivered to ATL-NZ customers in a timely manner. This is done by project managing all aspects of feature development from concept to release and providing technical leadership. Key Responsibilities: Provide leadership, management and development of 15 software engineers and project management of projects involving these engineers and engineers from other disciplines. Successfully delivered major and minor software projects on time, to quality, to scope and to budget. This position also coordinates the resolution of customer support issues. Key Achievements: Project Manager and Scrum Master for projects involving up to 15 software engineers (a third of software department staff), 6 system test engineers, plus technical writers, product owners, etc. 2009/2010. Worked very closely with three novice Product Owners. Proposed, initiated and organised 30 ATL-NZ staff to attend Scrum Master training in late 2010. Liaised with the trainers, ensured invoices were paid, setup training rooms. Active member of the Social Club Committee, including Chairman 2009-2011. Proposed and implemented the concept of early integration of platform software projects, enabling software development to be complete before the hardware. Used project management techniques such as Evidence Based Scheduling to deliver projects.
Allied TelesisSoftware Group Leader
Aug. 2009 - Jan. 2010Allied Telesis Labs, Christchurch, New ZealandReported to: Software Engineering Manager Key Outcomes: to ensure that high-quality high-value software is delivered to ATL-NZ customers in a timely manner. This is done by project managing all aspects of feature development from concept to release and providing technical leadership. Key Responsibilities: Provide leadership, management and development of 10 software engineers and project management of projects involving some of these software engineers and some from other groups, as well as engineers from other disciplines. Successfully delivered major and minor software projects on time, to quality, to scope and to budget. This position also coordinates the resolution of customer support issues. Key Achievements: Project Manager (outward facing) and Scrum Master (inward facing) for projects involving up to 15 software engineers, 6 system test engineers, plus technical writers, product owners, etc. 2009/2010. Active member of the Social Club Committee, including Chairman 2009-2011. Used project management techniques such as Evidence Based Scheduling to deliver projects.
Allied Telesis Labs NZSoftware Development Manager
Jan. 2009 - Aug. 2009Allied Telesis Labs, Christchurch, New ZealandReported to: Software Engineering Manager Key Outcomes: to ensure that high-quality high-value software is delivered to ATL-NZ customers in a timely manner. Leading the AW+ System Applications team, responsible to the systems area of the AlliedWare Plus Linux-based Operating System. Key Responsibilities: Provide leadership, management and development of 15 software engineers and project management of projects involving these engineers and engineers from other disciplines. Successfully delivered major and minor software projects on time, to quality, to scope and to budget. This position also coordinates the resolution of customer support issues. Key Achievements: Scrum Master for projects as part of software releases. Active member of the Social Club Committee, including Chairman 2009-2011. Used project management techniques such as Evidence Based Scheduling to deliver projects.
Allied Telesis Labs New ZealandIn-Field Customer Support Engineer
Jan. 2008 - Jan. 2009Reported to: Customer Support Group Manager, NZ Key Outcomes: From a base in Munich, Germany ensure trained Sales team and trained Sales partners Key Responsibilities: The In-field Engineer position is a 12 month international assignment based in Europe. The engineer will maintain a crucial link to ATL-NZ by reporting directly to the CSG&NWE Manager and working as part of ATL-NZ’s Customer Support Group, which is responsible for providing a range of technical services to ATI staff and customers on a global basis. To support the Customer Support group, key responsibilities will be to provide professional and prompt resolution of product configuration and performance matters as identified and reported by customers, together with providing network design assistance and advice and hands-on installation support. Working so closely with the customer and usually on customer sites, will also equip you to make recommendations to ATL-NZ in respect of product modifications. Key Achievements: Coordinated and presented four 3-day AW+ Introduction training courses. Developed and presented a 2-day AW+ sales and pre-sales training course. Post-sales support of customers from Northern Hemisphere countries. Pre-sales work, for example sole on-site consult at a company in Neuss. Fixed defects, most notably to enable solution using AR442S and iMAPs.
Allied Telesis Labs New ZealandTeam Manager
Nov. 2005 - Dec. 2007Managing a team of up to 20 software engineers is a challenging role which is very enjoyable. The job always had elements of Project Management, but this was formalised in April 2006 with Project Managment of software projects being given to the respective team managers.
Allied TelesisDistinguished Engineer
Sep. 2003 - Oct. 2005Allied Telesyn Research, Christchurch, New ZealandReported to: Managing Director Key Outcomes: System architecture, requirements analysis, specification and project review. Key Responsibilities: Provide technical leadership. A Distinguished Engineer at Allied Telesyn Research (now known as Allied Telesis Labs NZ) is the second from top step on the Engineering Career Ladder, the top step being Chief Engineer, of whom there can only be one. Key Achievements: Claymore48 Layer 3 Gigabit 48 port switch Development Team. Router Development Team from October 2003.
Allied TelesisSoftware Support Group Manager
Aug. 2002 - Aug. 2003Allied Telesyn Research, Christchurch, New ZealandReported to: Software Department Manager Key Outcomes: Level 4 support/maintenance including small enhancements. Key Responsibilities: Line management of up to 30 software engineers and prioritising programme of work (defects, technical debt and small enhancements). Key Achievements: Introduced Agile to ATLNZ via an eXtreme Programming project where I was XP coach. Introduced to the company the holding of regular fortnightly one-on-one meetings with staff. Responsible for induction training of 52 software engineers between 1999 and 2003. Implemented a nightly build status system using a whiteboard, which lead to an intranet based version. Proposed and implemented the initial phase of the Feature Expert Programme.
Allied TelesisSenior Software Engineer
Jan. 2000 - Aug. 2002Allied Telesyn Research, Christchurch, New ZealandA software project team lead engineer and involved with recruiting and selecting new engineers to join the software group. Design Authority for MPLS project – included trip to InterOp conference in Las Vegas. Design Authority, Software Project Leader and senior Software Engineer for VoIP Pluggable Interface Card project. Joint development with our Italian office. Software and firmware development for multi-protocol network router & Layer3 switch with WAN interfaces.
Allied TelesisEmbedded Software Engineer
Jul. 1997 - Dec. 1999Allied Telesyn Research, Christchurch, New ZealandDuring this period the company was actually known as Securicor 3net (NDL) Ltd, then Teltrend NZ Ltd, then CentreCom Systems NZ Ltd. But the job was the same, at the same desk.
Technology Design LtdProgrammer
Feb. 1997 - Jun. 1997Christchurch, New ZealandContract programmer, programming in Jade
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