Project delivery management for complex, multi-site programmes.

I co-founded Provex, an Auckland IT consultancy, and spent four years learning delivery the unglamorous way — by being the person who carried the consequences. We grew from $85K to $2M in annual revenue and from a two-person operation to ten full-time staff.

Along the way I delivered a $500K technology transformation and redesigned a client service desk into an outsourced model that removed 80% of the workload and lifted satisfaction by half. When it is your own business, you find out quickly that process is not bureaucracy. It is the difference between profit and a very expensive lesson.

At Kāinga Ora I coordinated high-value state and public housing developments — the kind of work where a slipped programme is not a missed KPI but a family still waiting for a home.

Most of the value I added was not technical. It was in facilitating pre-construction processes and shepherding projects through the awkward handover from planning into delivery, where good intentions usually go to die. Tightening communication and stakeholder alignment across that seam improved delivery efficiency by roughly 25%.

As Enterprise Delivery Manager I ran the BP Oil account for New Zealand end to end — escalations, technical support across third-party product lines, and the relationship itself.

I rebuilt the delivery workflows rather than staffing around the problem, which cut resolution time by 25% and brought SLA adherence back into line. Reading the customer behaviour data instead of guessing produced a further 20% efficiency gain.

Coordinating technology programmes with budgets between $1.2M and $10M, I took on PMO coordination for a SaaS retail management rollout spanning 1,600 retail fuel sites, and upgraded 200 sites under a National ATM Upgrade Project.

At that scale nothing is saved by heroics. It is saved by knowing exactly which of the 1,600 sites is behind, why, and who is fixing it today. Process optimisation and stakeholder alignment lifted service delivery efficiency by 20%.

As Delivery Advisor in Vector’s Customer Excellence team, I delivered complex customer electricity and gas connection projects: managing contractor schedules, owning project financials, resolving customer escalations and administering contract variations.

Energy connections are unforgiving work. The dependencies are physical, the contractors are external, and the customer cannot simply be asked to wait another quarter. It is the closest thing I have found to a stress test for delivery discipline.