Wellington, New Zealand
With over three years as Programme Director at Xero, I focus on driving impactful business transformation and optimizing systems. My expertise lies in leading teams to deliver meaningful change to business processes that enhance efficiency and deliver value for stakeholders. My experience spans departmental leadership, portfolio/programmme management and organisational performance, with a strong foundation in business process improvement and transformation. I am committed to fostering collaboration and delivering meaningful outcomes that align with organisational goals.
The role involved leadership of key strategic organisational initiatives, including - AI For Xero’s o Delivery of agentic AI software to 5000 users across the organisation US Sales Tax o Development and deployment of an automated sales tax product to enable Xero to compete in the US Market, working with a team of 100 people (13 pods) and a multi-million dollar budget over 3 years Technology Modernisation o Uplift of the Xero technology estate via a 3-year strategy across 6 core technology stacks Key responsbilities included - • Working with Executive stakeholders to ensure that the deliverables aligned with OKR’s (Organisational Key Results) and the outcome was delivered • Ensuring robust Programme Mgmt processes were developed and maintained through to delivery • Complex stakeholder management (30 GM>C level stakeholders)
The role reported to the Deputy Chief Executive Business Transformation and the key responsibilities included - Portfolio Management o Responsible for the planning and reporting of the capital investment pipeline o Supporting the delivery of the plan through providing the necessary tools, processes, and guidance to the project delivery team o Reviewing Benefits to ensure that investments continue to deliver the outcomes intended o Monthly reporting to the LINZ Executive to enable oversight. STEP Programme Management (Survey and Title Enhancement Programme) o Monthly Performance reporting o Ministerial Reporting o Risk and Assurance services o Benefits Management.
The role reported to the Chief Financial Officer and the key responsibilities included - Portfolio Management – o Responsible for the planning and reporting of the capital investment pipeline, o Supporting the delivery of the plan through providing the necessary tools, processes, and guidance to the project delivery team. o Reviewing Benefits to ensure that investments continue to deliver the outcomes intended o Monthly reporting to the LINZ Investment board to enable Executive oversight. Business Planning o Planning and execution of the annual business planning cycle. Performance Reporting and Accountability o Monthly and quarterly reporting to the Executive and Minister o Production of the Annual Report and 3 yearly Strategic Intentions documents, both tabled in Parliament o Development and reporting on Statement of Performance Expectation (SPE) metrics.
The primary responsibility of the role was to lead a team of Project Delivery professionals in the delivery of software solutions to Intergen’s customers, key responsibilities included - ▪ Leadership (35+ staff) – across 5 locations within NZ and Seattle (US), comprising a mixture of permanent and contract staff in both leadership and practitioner positions ▪ Delivery – of enterprise grade software solutions based on the Microsoft stack, ranging in cost from a few thousand to $10m+. Annual portfolio of projects in excess of $40m ▪ Strategy - Development of key strategies to create a best practice professional services and development offering and improve customer satisfaction (and revenue) ▪ Continuous Improvement – Development of a hybrid Agile/Waterfall delivery methodology to provide safeguards for both the customer and Intergen. Ongoing improvements to methodology, tools, and collateral ▪ Vendor Management – principle contact for Testing Services partner, and ERP system ▪ Financial Management – of a cost centre totaling $3.5m in expenditure and $4.5m in revenue. Responsibilities included budget development, ongoing mgmt. of margin and weekly forecasting.
Responsible for the delivery of customer solutions for New Zealand Post's mail house customer base. This includes the leadership of the following teams (total FTE 60) - - Project Management - Business Analysis - Release Management - Testing Services - Development Services