Stories by Divina Paredes

CIO50 2020 #11: Craig Bunyan, ANZ New Zealand

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.

Written by Divina Paredes14 Oct. 20 13:00

CIO50 2020 #1: Rebecca Chenery, Watercare

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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Andrew Haddad, Vodafone New Zealand

“My team is predominantly embedded into other functional areas,” says Andrew Haddad, CIO of Vodafone New Zealand. “We work in an agile manner, which is an inherently innovative way of working in a large organisation, and aim to support all other teams to be successful via great digital platforms.”

Written by Divina Paredes14 Oct. 20 16:30

CIO50 #26-50: Anna Brodie, Education Payroll Ltd

Anna Brodie and her team at Education Payroll delivered EdPay, a fully online payroll service for schools that is replacing the infamous Novopay.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #16: Nathan Scott, Valocity Global

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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #24: Jason Mangan, University of Auckland

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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Iain Gauld, Contact Energy

“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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #7: Jennifer Sepull, Air New Zealand

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

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Shehan Bala, UneeQ

Shehan Bala says he constantly challenges other leaders within UneeQ to critically assess whether or not everything they are doing right now is directly moving them towards their vision for the company. “This is an important health check to ensure that we are using data and evidence to confirm that we are delivering value to our customers, and not getting led astray by confirmation bias,” says Bala, chief product officer at UneeQ, the Kiwi firm that provides AI-powered digital humans to organisations across the globe.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #21: Mark John Denvir, Auckland Council

“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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Christine Yip, LSG Sky Chefs NZ

“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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #18: Piers Shore, Fonterra Co-operative

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.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Mandy Kennedy, Regional Facilities Auckland

“Critical to the success of any CIO is the team around them, and the most important lesson I have learned has been to ensure that I put in place the most effective team possible,” says Mandy Kennedy, chief technology officer of Regional Facilities Auckland.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #26-50: Andrew Bates, Harmoney

Harmoney had just celebrated its fifth year and has grown from a startup to a strong successful business, says its CTO Andrew Bates.

Written by Divina Paredes14 Oct. 20 16:30

CIO50 2020 #4: Thomas Hyde, Beca

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.

Written by Divina Paredes14 Oct. 20 16:30