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IT and Systems Management |
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- Department of Internal Affairs - IT Manager (1993-95)
- senior technology and systems role in DIA (CIO role), which also included most of the IT services for the Parliament precinct at that time.
- in ten months built an almost totally new IT services team with 26 new staff out of a full complement of 36.
- ensured cohesion and best use of resources between two sites, previously characterised by mutual suspicion, mistrust and duplication of effort.
- significantly improved business processes and overall effectiveness.
- achieved a major turn-around in the customer satisfaction of five Parliamentary agency clients (600 users), and established a base for on-going business arrangements and more rigorous performance management systems. - Reserve Bank of New Zealand - Computer Services Manager (1990-1993)
- the senior IT and systems role in the Bank and member of steering committee for main business projects.
- combined into one section the staff from two previous teams, with strong perception of technical skill difference, into a single, cohesive unit at the Reserve Bank.
- applied a more frequent review process and peer appraisal to improve individual and team performance and significantly improved the customer orientation of the group.
- coordinated a programme for customer service development in other corporate services units and was part of the management team responsible for introducing a quality programme to Corporate Services.
- negotiated individual employment contracts in a climate strongly resistant to the Bank's policies.
- comment in performance appraisal by the deputy governor: 'From being a section about which I received much negative feedback, over the last year I have heard nothing but praise for Computer Services.' (April 93) - ICI New Zealand Limited (now Orica) - Information Systems and Technology Manager (1987-90)
- senior IT role in ICI - would now be called CIO.
- refocussed a department of computer specialists on business goals and subsequently maintained morale through major downsizing.
- steering committee member for major restructure of ICI NZ and alignment of systems and business processes of various ICI NZ businesses with Australian counterparts, including the relocation of all NZ businesses from a corporate HO.
- managed a complete computing environment change (Wang to IBM) and was co-designer and project director from the NZ-end of a trans-Tasman project, phasing out all 30 IT staff over a period of 15 months. Managed sale of some major assets and equipment, and involved in negotiations for termination of major contracts.
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