Denise Amesbury

• NZDF – Transformation Policy Lead – led the review of 'whole of organisation' outdated policies, redraft and development of new policies to reflect changes to the HR and Career Management Systems for c7000 service personnel.
• Pioneered adoption of sustainable practices in policy development and frameworks to enable continuous improvement.
• Worked cross departmental boundaries to ensure good results.
• Introduced appropriate governance mechanisms to enhance policy development and systems to refresh and approval processes.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Developed SME working groups to enable policies that enhance ways of working and provide clarity of responsibilities in plain language.

• Developed and implemented EPMO within NHS hospital.
• As trusted advisor I led development of strategic planning with senior leaders, and introduced continuous improvement processes to ensure constant alignment to strategic goals.
• Reviewed, and aligned business processes with industry best practices, ensuring good quality planning and compliance with regulatory requirements.
• Delivered excellent planning by establishing rigorous processes and procedures, monitoring performance indicators, and addressing areas of concern promptly, efficiently and effectively
• Spearheaded development of comprehensive risk management plans aimed at mitigating potential threats associated with transformation efforts being monitored by EPMO.
• Promoted data-centric approach within organisation designed to support decision makers.
• Recruited and developed high-performing team by providing mentorship, guidance, and opportunities for professional growth.
• Cultivated positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.

Following the 2016 earthquake that damaged (beyond repair) the NZDF HQ (Freyberg House), I was tasked with the following outcomes from planning to delivery for the future of NZDF HQ:

• Establish Programme Management Office;
• Determine funding requirements for construction and relocation of employees, including future ways of working;
• Complete Business Case and negotiate with Treasury
• Develop and deliver the stakeholder management and communication planning to include (internal stakeholders, Government departments (MBIE, Treasury, DIA, GCSB, SIS, Archives NZ etc), IWI, etc.
• Lead the design and construction programme to delivery and relocation complete (>$100m), in excess of 100 consultants, engineers etc.
• Identification and re-evaluation of capital work programming to enable access to additional funding availability;
• Develop Business continuity planning (BCP) for agencies co-locating in the new Defence House.

• Managed a diverse portfolio of projects, reviews and programmes of work for senior leaders across the organisation including the Chief and Vice Chief of Defence Force. I ensured diversification and alignment with organisational objectives, with clear goals and collaboration.
• Streamlined reporting procedures for greater efficiency in communicating portfolio updates to SLT;
• Enhanced portfolio performance by implementing effective planning, measurement strategies and risk management techniques, including ILM to ensure benefits are tangible;
• Developed and introduced bespoke maturity models to ascertain ongoing efficiency and effectiveness;
• Implemented quarterly planning cycles to ensure that interventions were still required, fit for purpose and benefits still on target to be achieved;
• Mentored junior team members, sharing knowledge on portfolio management techniques and fostering professional development;
• Provided strategic advice to senior leaders as required;

• Led and delivered a full business transformation. Development of 31 programmes/projects to deliver, from define blue print to implementation and lessons learned review;
• Operating model design and implementation;
• Introduced performance frameworks to measure organisational effectiveness as the organisation continues with customer growth and additional wellbeing deliverables are ntroduced;
• Procurement and implementation of bespoke CRM software;
• Procurement and implementation of pension payments software for c35,000 NZ veterans in New Zealand and abroad;
• Implementation of legislation, production of legislative amendments, regulations and operational policies; process and procedure design;
• Procure master agreements for services to veterans;
• Effectiveness & efficiency review;
• Review of statutory decision making to realign to new legislation;
• Governance review and development and implementation of new governance
• Accommodation rationalisation, closure of satellite office and securing of additional accommodation including management of refit.
• Implementation of digitized records management, including retention and disposal strategy consultation process with Archives;
• Development and implementation of MoU’s and agreements with supporting organisations to enhance the customer experience etc.

• Worked with various private and public sector organisations, operating model define and implement, implement legislation, reviews of organizational operating models, define and implement programmes of work; collaborate with senior leadership teams to define strategy and develop programmes for implementation, implementation of programmes.
• A key programme of work with the Department of Maori Affairs, Land Registry NZ and Ministry of Justice to determine the future operating model to support Maori land trusts. On behalf of the client, I led the consultation process across the three organisations for the development of the new legislation, developed and defined the new operating model and development of the programme for implementation.

A high profile programme to create a shared service model (CASS – Central Agencies Shared Services) for delivery of corporate services across three government departments (The Treasury, State Services Commission and The Department of Prime Minister and Cabinet). Define and implement programme (HR, Finance, IT, IM). This programme of work, sponsored by Ministers, included new operating model, implementation of Finance 1 software across all organisations, design and implement new infrastructure and information management systems (including secure environments), create and align all systems and processes, design and implement a service catalogue and introduce culture change through new ways of working.

• Engaged in senior roles across various government departments in full time positions (DPMC, SSC, Department of Corrections).
• Self-motivated, with a strong sense of personal responsibility;
• Worked effectively in fast-paced, ambiguous and chaotic environments;
• Passionate about doing what is right, with high integrity;
• Excellent leader of teams;
• Adaptable and resilient;
• Excellent communication skills, both verbal and written;
• Used critical thinking to break down problems, evaluate solutions and make decisions.