Lower Hutt, Wellington, New Zealand
Most organisations understand that technology is changing everything. Fewer understand why their technology programmes keep disappointing them. I've spent thirty years at the intersection of people, technology, and organisational change — in broadcasting, product leadership, digital transformation, and executive roles across the public and private sectors. What I've learned is that the technology is rarely the problem. The system around it usually is. I'm a systems thinker by instinct. I can walk into most organisations and quickly see what's actually going on — where the friction is, why the change isn't landing, what the restructure missed. I work with leaders and boards who need that kind of clear-eyed perspective, helping them ask better questions and make change that actually sticks. My background spans governance, strategy, digital product, business analysis, and hands-on technical delivery. I've led from the boardroom and written production code. That range lets me work credibly at any level and translate across them. I'm a company director and a member of the Institute of Directors and Digital Directors ANZ, and selectively available for the right governance and advisory/coaching relationships.
I am leading a team of digital professionals, protecting and making accessible New Zealand's preserved audio and visual history.
I serve on the InternetNZ Council (Board of Governors), chair the Audit & Risk committee, and am a member of the CE review committee.
I specialise in coaching for organisational change. I focus on helping you become a more effective leader so you can better navigate transformation in today’s complex environment. Any organisational change requires leaders to literally lead the change. It is more than just adopting a framework or model and making sure it is followed, it is about leading via visible personal change. This involves examining, and reflecting on, their own operating model, and understanding how this shapes their leadership and the models they use in their organisation. Any change also needs to arise out of a great strategy. If you are an executive (c-suite) and think working together might be of help drop me line.
In this role I was responsible for leading improvements to GS1’s suite of customer-serving products. This included a focus on a user- and job-centric design approach, and simplification and improvements to the underlying code. I also led the implementation of agile principles and practices, as part of an initiative to be more responsive to customer requirements and market changes.
I work on a range of initiatives and programmes which help NZ businesses to use data more effectively to get products to market.
This role reported to Head of Digital Product and Operations, and was established to lead the project to create a new technology platform, and business processes, to deliver touch-screen digital experiences in the museum more cost effectively. • Wrote the business case, based on the vision I’d created in collaboration with staff, to develop the platform, and delivered this on-time for use in an exhibition. Lead the ongoing development of this to support additional functionality over the life of the project. • On time and on budget delivery of touch screen components for Te Pahi Medal exhibit, the Rongowhakata iwi exhibition, and others. (Te Papa advertises exhibits months in advance, and has fixed budgets for these.)