Project delivery management for complex, multi-site programmes.

I spent four years delivering for an Auckland IT consultancy, learning the work the unglamorous way: as the person who carried the consequences.

The work was technology projects and managed services for New Zealand businesses: scoping and running projects, managing service delivery on ongoing accounts, redesigning a client service desk into an outsourced model, and sitting between clients and technical teams. When the outcome lands on you rather than somewhere up a reporting line, you find out quickly that process is not bureaucracy. It is the difference between a profit and a very expensive lesson.

At Kāinga Ora I coordinated high-value state and public housing developments. When a programme slips there, it is not a missed KPI. It is 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.

I ran a multinational fuel retailer's New Zealand account 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 mean time to resolution by 25% and brought SLA adherence back into line. Reading the customer behaviour data instead of guessing is what made the difference. The answer was in the data, and nobody had gone looking.

Coordinating technology programmes with budgets between $1.2M and $10M, I took PMO coordination for the build and deployment of a new point-of-sale and back-office SaaS platform across 1,600 retail fuel sites for one of Australia's largest fuel and convenience networks, whose national footprint runs to roughly 1,800 branded sites. I also 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.

At Vector 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.