Mark Beder says delivering 5G and New Zealand’s wireless future are the key focus for his team at Spark New Zealand.
Stories by Divina Paredes
The tech team created over 200 tools under its “infrastructure as code programme”, which reduced testing time for developers by over 90 per cent. Developers now have access to this suite of tools, says Transaction Services Group CIO David Kennedy.
ANZ is always looking for opportunities to improve and personalise customer experience by providing a more natural and simple interaction, says Craig Bunyan, general manager technology at ANZ New Zealand.
“We have an explicit ‘non-technology first approach’,” says Nicholas Fourie, vice president – ICT at Fisher & Paykel Healthcare. The goal for him and his team is to become so integrated in the business, so they are called upon to solve problems whether there is a digital solution or not.
Rebecca Chenery has been leading a cultural and digital transformation of Watercare for nearly three years now.
“Through this digital transformation, the most significant change achieved has been the cultural shift towards agile, collaborative, cross-functional team working across all areas of the business – not just projects delivering digital solutions,” she says.
“The most important lesson I have learnt so far is to be open-minded in my perspective as a leader,” says Christine Yip, business improvement manager at LSG Sky Chefs NZ.
“Building a comprehensive data set of real-time data on our environmental issues, our farming practices, and our cities needs is contributing towards a shift to a smarter, innovative and liveable city for the future, now,” says Mark John Denvir, ICT director at Auckland Council.
Jennifer Sepull highlights her team’s work on the company-wide programme to improve Air New Zealand’s On Time Performance (OTP) metrics, which led to a raft of innovations across the business
Thomas Hyde operates across different levels at Beca, leading a team with a diverse and strategic portfolio and over the past year, influenced the organisation to modify its mission statement.
Nathan Scott says Valocity Global has demonstrated strategic leadership in solving a critical need for innovation in markets restricted by legacy technology and manual processes. In doing so, it has brought choice and transformational change to the property valuation industry for the first time in several territories.
Through working with partners and using SaaS in the investment management space, Kiwi Wealth CTO Craig Ward says they are able to launch new funds and offerings to the market quickly and at a reduced cost.
Over the past two years, Jason Mangan and his team at the University of Auckland have designed and implemented Connect. “Within this single organisation, our application and infrastructure staff are now organised into common practices and orchestrated across 26 multi-disciplinary teams, aligned to our academic faculty and business division customers in a value stream formation,” says Mangan.
“My approach is to let business users make informed choices and create compelling business cases that are win/wins,” says Contact Energy CIO Iain Gauld.
Piers Shore increased the focus on digital delivery within his leadership team following a review of IT-related activity across business units. The aim is to identify duplicate or inefficient spend that would be more efficient if centralised to IT. This has provided a centralised development capability for digital initiatives across Fonterra.
Changing customer and regulator expectations and the digital revolution are the top drivers for Fidelity Life’s digital transformation and agile approach, says the insurance firm’s CTO Dan Wilkinson.