EXECUTIVE PROFILE:
Gordon Shaw
Skill areas
•
Project Management
o Gordon is an experienced project manager
o Gordon has managed change, IT and infrastructure, procurement and policy projects
o Gordon is a PMI member and is happy to operate with various Project Management
Methodologies such as PMBOK, Prince2, Extreme and Agile
•
Organisational Capability Building
o Gordon has provided capability building and change readiness consulting to Ministry of
Health, NZ Symphony Orchestra, Land Transport New Zealand, ACC, and Fiji Land
Transport Authority.
o Gordon has undertaken operational process review for a number of Government and Private
sector organisations
o Gordon has been a business owner, programme manager, project and team leader on many
procurement activities and projects
•
Human Change and Strategic Leadership
o Gordon has delivered powerful human change methodologies such as appreciative inquiry
and business narrative
o Leadership and management development
o Leadership mentoring
o Business restructuring
•
Change Management
o Business and process restructuring
o Process and policy reviews
o Leading successful operational service delivery teams
•
Sustainability
o Development of sustainability strategies and policies
o Carbon accounting and carbon offsetting
o Climate change policy development
o GHG emission inventory management
o GHG mitigation and certification
o Gordon represents the IMCNZ on New Zealand’s ISO standards review committee for ISO
related to GHG emissions
Qualifications
•
•
•
•
Certified International Management Consultant (CMC)
NZDMA – Certificate in Direct Marketing
SMEI – Massey University– Diploma in Sales Management
Gordon is certified to deliver the CarbonCounted programme and is a approved assessor for the
carboNZero programme
Memberships
•
•
National Councillor – Institute of Management Consultants
Member – Sustainable Business Network
Page 1 of 14
Background
Gordon is an experienced certified management consultant who has specific experience in climate
change, carbon accounting, sustainability, process change, change management, facilitating training,
project management and procurement consulting.
Gordon has many years experience working in diverse areas including the wider New Zealand
government sector , transport sector, accident compensation, sales, banking, law, investigations, credit
reporting and debt collection fields. Gordon has been exposed to a diverse set of public sector
organisations from the core public sector through to state owned enterprises and the private sector.
Business Senior Management experience
Gordon has a business senior management background in the public service sector in the Transport and
Accident Compensation areas before taking up a career as a consultants in 2005. Gordon is the owner
and director of a Wellington based consultancy.
Overview information
Gordon has proven experience at building successful relationships at all levels of the state sector and
business community. He has managed governmental relationships from within the public sector and also
as a service provider to the public sector. This has allowed Gordon to frame my dealings with public sector
organisations from both perspectives, which has led to outstanding outcomes.
Gordon has operational management expertise, general management skills, effective relationship building
skills and the ability to build beneficial working relationships.
He has contributed to strategic planning in both public and private sector organisations and has been
responsible for the operational delivery of those plans including building organisational capability for
change and successful organisational change and restructuring initiatives.
Gordon has established relationship networks throughout the Asia-Pacific and has facilitated cross cultural
relationship building with Japanese and Fijian stakeholder groups.
Gordon is the co-author of a two day training course called implementing a sustainability strategy in your
organisation. This master class is presented in New Zealand as a two day public training course.
Gordon has been part of a team from Sempre Avanti Consulting that has delivered consulting
assignments for the NZ Symphony Orchestra and Schneider Electric NZ that have measured and
developed GHG emissions inventories for both of these organisations.
In March 2009 Sempre Avanti Consulting was awarded a trophy by United Nations Environment
Programme for being one of the first 100 organisations to be part of the Climate Neutral Network.
Gordon has proven successful staff and line management skills as well as project management skills, with
an ability to work strategically and to work as part of an effective team. Gordon’s coaching and mentoring
skills have been applied in a number of assignments. People that Gordon works with find that they are
better developed and move into more senior roles as a result of Gordon’s mentoring skills.
Educational and Professional
Member:
Certified Management Consultant [CMC]
Institute of Management Consultants New Zealand [IMCNZ]
Member:
Project Management Institute
Strategic Planning – Auckland University – April 2005
Senior Managers Program – Mt Eliza Business School - February 2004
Business Excellence & Benchmarking - NZ Business Excellence Fdn – 2002
Four Quadrant Leadership – NZIM Canterbury – June 2002
Managing Multiple Projects – SkillPath Seminars – December 2001
SLII Situational Leadership Course – Blanchard International Ltd – October 2001
Page 2 of 14
Executive Staff Course – NZIM Canterbury – September 2000
Gordon has presented papers at various conferences in Australasia, the Pacific, Asia and USA.
Gordon has also facilitated many internal and external governmental workshops and chaired the
Government Inter Agency Working Party on Debt Collection issues.
Most likely to say
Yes, I agree, what other alternatives have you considered…?
When not at work
Keen long distance walker, music lover and world’s best granddad!
Page 3 of 14
Personal Details
Gordon Shaw CMC
P O Box 12 170
Thorndon
Wellington 6144
New Zealand
Phone:+ 64 4 238 1544 Fax:+ 64 4 238 1538
Mobile: + 64 21 249 3681
Email: gordon.shaw@sempreavantinz.co.nz
LinkedIn: http://www.linkedin.com/in/gordonshawcmc
Twitter: www.twitter.com/sempreavanti
CMC "Certified Management Consultant" - The highest level of accreditation from the Institute of Management
Consultants. For more information please visit www.imcnz.org
Introduction
Gordon is a certified management consultant1 [cmc] who has specific experience in
climate change, carbon accounting, sustainability, process change, change
management, facilitating training, project management and procurement consulting.
Gordon has many years experience working in diverse areas including the wider New
Zealand government sector , commercial sectors, transport sector, accident
compensation, sales, banking, law, investigations, credit reporting and debt collection
fields. Gordon has previously held Top Secret security clearance for his government
work and has been exposed to a diverse set of organisations from the core public
sector through to state owned enterprises and the private sector.
Gordon has proven experience at building successful relationships at all levels of the
state sector and business community. He has managed governmental relationships
from within the public sector and also as a service provider to the public sector. This
has allowed Gordon to frame my dealings with public sector organisations from both
perspectives, which has led to outstanding outcomes.
Gordon has operational management expertise, general management skills, effective
relationship building skills and the ability to build beneficial working relationships.
He has contributed to strategic planning in both public and private sector organisations
and has been responsible for the operational delivery of those plans including building
organisational capability for change and successful organisational change and
restructuring initiatives.
1
www.imcnz.org or www.icmci.org Page 4 of 14
Gordon has established relationship networks throughout the Asia-Pacific and has
facilitated cross cultural relationship building with Japanese and Fijian stakeholder
groups.
Gordon is the co-author of a two day training course called implementing a
sustainability strategy in your organisation. This master class is presented in New
Zealand as a two day public training course.
Gordon has been part of a team from Sempre Avanti Consulting that has delivered
consulting assignments for the NZ Symphony Orchestra and Schneider Electric NZ
that have measured and developed GHG emissions inventories for both of these
organisations.
In March 2009 Sempre Avanti Consulting was awarded a trophy by United Nations
Environment Programme for being one of the first 100 organisations to be part of the
Climate Neutral Network.
Gordon has proven successful staff and line management skills as well as project
management skills, with an ability to work strategically and to work as part of an
effective team. Gordon’s coaching and mentoring skills have been applied in a number
of assignments. People that Gordon works with find that they are better developed and
move into more senior roles as a result of Gordon’s mentoring skills.
Educational and Professional
Member:
Certified Management Consultant [CMC]
Institute of Management Consultants New Zealand [IMCNZ]
Member:
Project Management Institute
Strategic Planning – Auckland University – April 2005
Senior Managers Program – Mt Eliza Business School - February 2004
Business Excellence & Benchmarking - NZ Business Excellence Fdn – 2002
Four Quadrant Leadership – NZIM Canterbury – June 2002
Managing Multiple Projects – SkillPath Seminars – December 2001
SLII Situational Leadership Course – Blanchard International Ltd – October 2001
Executive Staff Course – NZIM Canterbury – September 2000
Gordon has presented papers at various conferences in Australasia, the Pacific, Asia
and USA.
Gordon has also facilitated many internal and external governmental workshops and
chaired the Government Inter Agency Working Party on Debt Collection issues.
Page 5 of 14
Detailed Resume
Gordon has many years experience working in diverse areas such as the within the
Government sector , transport sector, accident compensation, sales, banking, law,
investigations, credit reporting, debt collection and management consulting fields.
Gordon brings to any organisation operational management expertise, general management
skills, effective relationship building and networking skills and the ability to build beneficial
working relationships both internally and externally.
Gordon has a proven successful staff and line management skills, with an ability to work
strategically and to work autonomously or as part of an effective team. Gordon has proven
experience at building successful relationships at all levels of the business community.
Professional Experience
INDUSTRY
Public Sector
CLIENT
DURATION
Department of Corrections
Jan 09 to March 2009
Business Advisor - Reporting to: Michael Lovett, Manager Development, Rehabilitation
Group, DDI 04 819 9549 email:michael.lovett@corrections.govt.nz
Gordon was engaged to assist the Rehabilitation Group undertake an initial review into the
Prisoner Incentives Framework.
The key deliverable was the production of an in-depth review report.
Gordon's report was linked to review work arising from ongoing work to maximise
participation in prison based programmes and employment. The review was intended to
provide a factual account of whether or not the incentives framework is being applied as
intended at two prison sites that have were visited as part of the initial investigation.
Gordon was tasked to provide specific and detailed analysis of the following:
o
o
The application of the Incentives Framework to those that are in Prison based
employment or programmes (e.g., Unit based Employment, CIE Activities,
Foundation Skills, Tikanga Maori Programme, MIRP, DTUs, STUs) at two
prison sites.
The extent to which the incentives framework in theory and practice,
facilitates timely and appropriate movement between activities ( especially
core programmes and employment) consistent with the sentence plan.
The secondary objectives included:
o
o
The impact that the incentives framework has on prisoner motivation
The application of the Incentives Framework to those that are in Prison based
employment or programmes (e.g., Foundation Skills, Tikanga Maori
Programme, MIRP, DTUs, STUs) at all prison sites
Gordon was tasked to specifically identify a snapshot of incentives payments at the two prison
sites selected, and to provide specific analysis on the following:
Page 6 of 14
i.
ii.
iii.
The number of prisoners working (in either PS or CIE employment activities)
the pay rates that are applied and the total earnings.
The number of prisoners attending both programmes and employment and
the pay and earnings that apply.
The numbers not engaged in aforementioned activities who are in receipt of
payments through the incentives framework.
Gordon also completed the following tasks while on assignment:
•
•
•
•
•
•
•
Meeting with key stakeholders
Interviews with prisoners
Prison site visits [Manawatu and Christchurch Mens]
Data gathering, review and analysis
Consolidation of data into a readable format to be included in report
Production of review report and supporting materials
Attending stakeholder feedback sessions
INDUSTRY
Commercial
CLIENT
DURATION
Schneider Electric NZ
Dec 08 to March 2009
Gordon was engaged by Schneider NZ [SENZ] to assist them with the production of SENZ’s
first GHG emissions inventory.
Gordon was responsible for co-ordination of base data collection, collation of data, uploading
data into the CarbonCounted GHG inventory software and drafting and finalizing the SENZ
GHG emissions inventory report for the 2008 base year. Gordon was also responsible for the
drafting of the first SENZ GHG emissions management report.
INDUSTRY
Public Sector
CLIENT
DURATION
Ministry of Health
Sept 08 to April 2009
Gordon was contracted through Caravel Group Ltd to the Ministry of Health for a number of
quality assurance and project review tasks related to the Connected Health Programme.
The Connected Health programme will design and implement a governance and
management structure, a national commercial framework and a Sector directory so that the
current Health Network (approximately 1,000 connections) can be cost-effectively scaled up
to include all health and disability service providers (approximately 12,500).
The goal for doing this was to:
•
enhance collaboration and communication to improve cost-effectiveness of health
care delivery and reduce inequalities;
•
improve the ability of health and disability service providers to deliver nationally
coordinated, collaborative patient and client care which will maximise delivery
efficiency and decision making capability; and
•
support Government’s agenda relating to telecommunications and the
Government’s 2005 Digital Strategy.
The focus of Gordon’s role was to review existing project documentation, research good
practice examples, interview key stakeholders within the Information Directorate and to
formulate plans for the establishment of a Governance Body and to identify polices and
procedures that will be required by the Connected Health Management Entity. Gordon was
Page 7 of 14
also required to formulate a good practice approach to the Connected Health Member
Management System.
This included:
•
The identification of the processes, procedures and policies required for the
management entity to operate
•
The development of a discussion document describing policies and procedures in
sufficient detail to enable adoption by the management entity once established
•
The production of a report on management entity procedures and policies
•
Confirm the composition, costs and activities to establish the proposed governance
body
•
Ensure that the model adequately outlined the required costs, composition and
activities to establish an appropriate governance body
•
The production of a report providing advice on governance structure and model
•
Desk based international research
•
Various face to face external stakeholder interview with organisations such as the
Institute of Directors and NZICA and NZRAB
INDUSTRY
CLIENT
DURATION
Commercial
NZ Symphony Orchestra
Sept 08 to Jan 2009
Gordon was engaged by the NZSO to assist them with the production of the NZSO’s first
GHG emissions inventory.
Gordon was responsible for co-ordination of base data collection, collation of data, uploading
data into the CarbonCounted GHG inventory software and drafting and finalizing the NZSO
GHG emissions inventory report for the 2008 base year. Gordon was also responsible for the
drafting of the first NZSO GHG emissions management report.
INDUSTRY
Public Sector
CLIENT
DURATION
Department of Labour
April to Sept 08
Gordon was contracted by the Department of Labour Workplace Services as Project
Manager, Service Excellence Survey Project to take over from the existing Project Manager
who was leaving the Department.
The focus of this assignment was to see the project to its successful conclusion and to
produce a Project review report for the Project sponsor.
The DoL Service Excellence Survey Started on 3rd June 2008 and concluded on 20th June
2008 with clients being invited to participate in a number of ways:
•
Over the counter at the Contact Centre in Auckland
•
Email invites by the Contact Centre
•
Parties attending mediations where offered a hard copy survey to take away (or they
could also access the electronic version on line)
•
A direct mail out of hard copy surveys to Health & Safety and Labour Inspector
clients.
•
Small Business Information clients had invites to participate sent electronically
•
From 3 to 20 June 2008 a random selection of phone clients at the Contact Centre
were selected and invited to participate in an interview conducted by a third party
research provider.
Page 8 of 14
Gordon’s tasks included:
•
Re-casting of project timelines and assumptions
•
Tendering of research component of project
•
Procurement issues related to exemption to full RFP, contract drafting and
negotiation, legal reviews and vendor management
•
Internal and external stakeholder management
•
Data base management
•
Supervising the project Direct Marketing campaign
•
Working with other Government agencies and the State Service Commission SSC on
the use of the Common Measurements Tool [CMT]
•
Undertaking an independent review of the SES project to recommend initiatives to be
undertaken for future service excellence surveys
INDUSTRY
Public Sector
CLIENT
DURATION
Housing NZ
March – April 2008
Gordon was contracted by Housing New Zealand to undertake detailed analysis of
operational policy being developed for the sale of dwellings on non-Corporation land.
HNZC has been placing state rentals on non Corporation land since the 1980s. Some of the
legal agreements with landowners to place these rentals on their land contain a clause
allowing the landowner to purchase the dwelling after a nominated number of years. Some
landowners have expressed interest in purchasing dwellings on their land, and have asked
the Corporation to nominate a sale price.
Gordon’s tasks included:
•
Analysis of feedback from internal consultation;
•
Meetings with external stakeholders such as QV Valuations;
•
Preparation of various papers and discussion documents recommending an approach
to determining sale price for the Project Steering Group;
•
•
•
Organising and facilitating a project steering group meeting;
Writing an Executive paper related to the sale of dwellings on non-Corporation land;
Preparation of a policy statement for additions on the "Rural Housing Knowledge
Base".
INDUSTRY
Public Sector
CLIENT
DURATION
Department of Labour
March 2008
Gordon was contacted to assist the Workforce Group to finalise their service delivery strategic
plan.
Gordon’s tasks included
•
Attending various strategic planning meetings;
•
Reviewing outputs from pervious meetings, base documentation and web based
research;
•
Attended a number of meetings with regional managers;
•
Met with a number of key stakeholders;
•
Reviewed a number of strategic plans and business plans;
Page 9 of 14
•
Developed a strategic stock-take document;
•
Collated all of the base information and drafted a base strategic plan for the service
delivery functions of the workforce group.
INDUSTRY
CLIENT
DURATION
Transport
JEVIC Japan
Jan-Feb 2008
Gordon provides ongoing consulting services to Japan based vehicle certifier, JEVIC. During
January and February 2008 Gordon assisted JEVIC with the drafting of various ministerial
briefing papers, arranging ministerial meetings and meetings with Government departments.
Gordon attended a number of meetings with key stakeholders with various JEVIC staff.
INDUSTRY
CLIENT
DURATION
Transport
JEVIC Japan
Oct - Nov 2007
Gordon provides ongoing consulting services to Japan based vehicle certifier, JEVIC. During
October and November 2007 Gordon assisted JEVIC with detailed research into the impacts
of forthcoming legislative changes, provided JEVIC with a position paper on the commercial
opportunities arising from the legislation, assisted JEVIC with a number of meetings with key
stakeholders, and drafted a formal submission presented to LTNZ.
INDUSTRY
CLIENT
DURATION
Public Sector
Department of Labour
August to October 2007
The Immigration Advisers Authority (“the Authority”) is a statutory body that is hosted within
the Department of Labour charged with oversight and regulation of licensed Immigration
Advisers. Gordon was bought onto the project to provide in-depth analytical capability and to
establish the retrospective business user requirements documentation for the project and to
build high level and detailed operational process maps for the Authority.
Gordon's key deliverables included:
• Business user requirements document
• High Level and detailed operational process maps
•
•
•
IT RFP documents including a draft RFP document and an assessment scoring
methodology.
Temporary solutions document
Business case for the project manager to travel to Sydney to meet with the MARA
(Migration Advisers Registration Authority)
INDUSTRY
Public Sector
CLIENT
DURATION
Ministry of Health
March to June 2007
The Ministry sought the assistance of Sempre Avanti Consulting to build specific programme
capacity for the Capital Assistance Programme.
Gordon as part of the Sempre Avanti Consulting delivery team provided consulting services,
facilitation and project management capability to the Ministry, which included project design
expertise for the development of “processes, guidelines and documentation” to facilitate the
smooth implementation of the capital assistance programme.
The specific tasks included:
• Assignment scope and development – Including assignment scope planning,
stakeholder workshops, scope document development, reviewing of DWAP
Page 10 of 14
•
•
discussion document, development of glossary of terms and approval and sign off of
scope document.
Process mapping and procedure development - Including the review of existing
programme information, development of various templates (including receipts,
acknowledgements, contracts, variation forms and report templates), review of
delegations and risk identification, monitoring procedures, development of risk
assessment matrix and completion of the detailed process narrative
Development of funding processes – Including liaison with HealthPac, development
of contract types, payment interfaces and processes (including the review of existing
payment tools and databases), finance tracking tool development, integration of
HealthPac subject matter experts into project to assist with process design.
INDUSTRY
CLIENT
Public Sector
DURATION
Dept of Internal Affairs
January/February 2007
Role: Programme Manager and Management Consultant. Local Government Rates Inquiry.
The Inquiry was announced by the Minister of Local Government, Hon Mark Burton on 1st
November 2006. The purpose of the Inquiry was to provide an independent assessment of
New Zealand’s local government rating system and identify options to enhance rates as a
funding tool for local authorities. This engagement was during the set up phase of the Inquiry.
As the Inquiry was administered under the Department of Internal Affairs the previous
experience of the DIA infrastructure and systems was able to be utilised.
The key areas of the engagement where clustered into the following groupings:
• Public Consultation Meetings: Prepared consultation strategy that was signed off by
the Inquiry Panel. Established public consultation meeting matrix. Booked all meeting
venues and placed all public notices.
• Inquiry Submissions: Coordinated the input required for DIA IS&T to develop a
submissions database for the Inquiry Web Site. Developed collateral related to the
specific rules and requirements the Panel wished to apply to the format and content
of potential submissions.
• Information Management: Prepared strategy paper for the panel sign off to establish
Inquiry Information Management policy. This included the establishment of minimum
standards for submission management, database management, email management
and the storage of hard copy data.
• Inquiry Web Site: Assisted with the development of new content for the Inquiry web
site. Coordinated the Inquiry’s requirements with DIA web-master. Developed quality
control procedures.
• Procurement Strategy: Prepared a paper for Panel sign off for the establishment of an
Inquiry procurement strategy. Coordinated liaison with DIA procurement. Established
preferred supplier matrix.
• Administration Tasks: including drafting of various official responses to the Inquiry,
review and editing of Inquiry Background document and other tasks as assigned.
INDUSTRY
Public Sector
CLIENT
DURATION
Ministry of Transport
May to August 2006
Role: Senior Analyst and Management Consultant.
The MoT sought the assistance of Sempre Avanti NZ to identify the emission standards that
have been adopted, or which are planned for adoption in Japan between 2004 and 2010 for
the different vehicle and fuel classes. These should be identified in such a way that can be
included in an amendment to the 2003 Rule.
For this project SANZ used a qualitative, evidence based research methodology.
An emission standards research report was presented to the Ministry of Transport on 30 June
2006. The research report was the culmination of a seven week research project undertaken
Page 11 of 14
by the Sempre Avanti NZ Ltd [SANZ] and the Japan Export Vehicle Inspection Center [JEVIC]
in both Japan and New Zealand.
The information presented in the report assisted the Ministry of Transport to understand the
current market conditions in Japan related to Japanese environmental polices for vehicle
emission standards and the Japanese Government’s goal of reducing vehicle emissions
through national laws and self regulation.
INDUSTRY
CLIENT
DURATION
Public Sector
Dept of Internal Affairs
December 2005 to June 2006
Role: Management Consultant.
Description of Assignment: To manage the project deliverables, which included the
development of a pilot algorithm by an external vendor, testing of the pilot algorithm, statistical
analysis and assessment, development of an Registration Of Interest strategy and
methodology, management of the project ROI, evaluation of ROI, vendor management,
stakeholder management, project management, governance, reporting, media liaison and
various other duties assigned.
INDUSTRY
CLIENT
Transport
JEVIC Japan
DURATION
July 2005 to February 2007
Role: Project Manager and Management Consultant for Japan Export Vehicle Inspection
Center Co Ltd [JEVIC].
Sempre Avanti Consulting assisted JEVIC in providing the initial resources to build a body of
knowledge within JEVIC related to compliance issues involved in the discharge of statutory
functions of LTNZ related to the compliance of vehicles exported from Japan. SANZ provided
consulting services to JEVIC to assist in the building of an in-house capability related to the
regulatory component of vehicle compliance and entry certification. The work encompassed
the wider transport sector regulatory framework.
INDUSTRY
CLIENT
DURATION
Public Sector
Dept of Internal Affairs
July 2005 to August 2005
Role: Management consultant, operational manager, facilitator, relationship manager and
project manager
Project objectives: For the enhancement of the existing development of a prioritisation model
for new and existing projects under the Identity Services Programme for 2005/06.
Tasks included:
• Review of existing project prioritisation information
• Analysis of information
• Stakeholder meetings
• The development of a sponsor questionnaire and meetings with sponsors
• The development of project groupings and clusters document
• Review of PWC output and review of DecideRIGHT software
• The analysis of current state, the reporting of risks and opportunities and
development of a draft project prioritisation methodology and project tools linked
to the prioritisation model.
Page 12 of 14
Other Key Experience
NATIONAL MANAGER OPERATIONS DEVELOPMENT LAND TRANSPORT NZ (FORMERLY – LAND TRANSPORT SAFETY
AUTHORITY) OPERATIONS DIVISION WELLINGTON AUGUST 2003 TO MAY 2005
In this role Gordon was responsible for the deliverables of the Operations development unit
which is part of the Operations Division. The function of the responsibilities are to assist the
GM Operations in achieving continuous improvements in road safety delivery through the
products and services LTNZ offers to the public.
The key competencies of this role include:
• To develop operational performance measures and benchmarking
• To apply consistent change management methodologies
• To introduce new business initiatives related to the operationalisation of operational
polices
• To manage the LTNZ’s strategic service delivery strategy
• To manage the delivery of products and services via the agent network
• To manage a team of process and initiative delivery business analysts
• To develop and maintain relationships with key stakeholders such as the Minister, Board,
Executive management team, Agents, Ministry of Transport and various other
stakeholders and staff
• To assist and manage divisional business and budget planning
• To assist and manage business improvement projects
• To provide strategic national management of the Community Road Safety Program
deliverables
Highlights from this role include:
•
•
•
•
•
•
•
•
•
•
•
•
•
Coordinated and managed divisional business planning production
Developing a rebranding of the agent delivery strategies
Leading a strategic reorganisation of the Operations Development unit
Acting as General Manager on a number of occasions
Acting for CEO in various Governmental meetings
Attained “Top Secret” security clearance
Coordinate and managed the implementation of a team building gap analysis project
Coordinated and managed multiple projects and operational initiatives
Appointed to the role of functional group co-ordinator for our Education Functional Group
to lead this group in various national educational initiatives
Initiated a review of the Agent service delivery strategy and the establishment of an
Agents conference
Implemented an inter divisional networking program and project management network
Established key strategic relationships with stakeholders and Government in Japan
related to the implementation of changes to light used vehicle entry certification.
Lead a review of the existing service delivery policy and to make recommendations to the
Board on changes to this policy.
Page 13 of 14
HEAD OF DEBT MANAGEMENT & RECOVERIES ACC INJURY PREVENTION & CLIENT SERVICES DIVISION,
WELLINGTON JUNE 1999 TO AUGUST 2003
In this position Gordon was responsible for the policy development, management, analysis
and collection of all debt owed to ACC. The management of agents that collect revenue of
behalf of the Corporation and lead a team of 26 credit management personnel.
In this position Gordon established excellent results in terms of strategic and operational
growth, including:
• Record growth in collections by the claimant recovery team.
• Successful implementation of new claimant collection software.
• Successful establishment of a premium collection unit within DMU, whose collection
results exceeded KPIs.
• Establishment of Team Leader positions within DMU.
• Strategic re-deployment of Debt Management Unit resource and the establishment of an
analysis team.
• Setting up a monthly and yearly award and recognition programme.
• Negotiating preferred supplier status with key suppliers to DMU including debt collection
service providers.
• Management of Debt Management operating budgets and achievement of budget KPI’s.
• Management of critical relationships with key personnel at IRD and LTSA.
• Review of debt management polices and procedures to ensure compliance to wide ACC
policy and relevant credit management laws.
References Testimonials and references can be obtained from:
Tim Wake – Group Manager Group Performance, Workplace Services, Department of
Labour [DoL] Wellington. Phone 04 915 4182
John Kay – General Manager, Safety Information, Civil Aviation Authority Wellington.
Phone 04 560 9447
Nick Hewer-Hewitt – Senior Advisor, Drinking Water Assistance Programme, Ministry
of Health [MoH] Wellington. Phone 04 816 4381
Brian Clarke – Registrar General, Identity Services, Department of Internal Affairs [DIA]
Wellington. Phone 04 495 7200.
Page 14 of 14