David Benfell

Led the Procurement and Contracts function of Enable NZ (Palmerston North based) responsible for procuring equipment on behalf of Accident Compensation Corporation and Ministry of Disabled Persons, Ministry of Health

• Engaged with the Chief Executive and suppliers regularly
• Provided advice to the CTO and CEO on ICT specific contracts
• Led Contract negotiations with the external legal firm for negotiation of a new freight contract.

• Led the requirements gathering exercise with 2 Business Analysts
• Developed procurement collateral (EOI/RFP etc)
• Presented to the organization and the Executive.
• Developed implementation strategies with the Programme Director and Project Manager
• Was subsequently asked to chair the Evaluation Panel for the HRIS / Payroll procurement project

• Developed two major Business Cases for NRC, including the final Implementation Business Case
• Ran the procurement exercise, consisting of an RFI and RFP to replace legacy technology systems, developing these artefacts
• Developed requirements with input from key stakeholders
• Led the evaluation of vendor solutions
• Had frequent engagement with the Executive and Councillors, gaining their support and buy-in
• Attended Audit & Risk Committee meetings and Council meetings
• Led commercial negotiations to successful conclusion
• Held all relationships with vendors

• Engaged to Undertake a review of current financial systems and prepare a Business Case to replace.
• Subsequently engaged to manage the project and lead the procurement exercise to replace legacy technology solutions.
• Developed Procurement collateral (RFI/RFP etc)
• Attended Audit & Risk Committee meetings and Council meetings
• Held all key relationships with vendors

• Engaged to lead the procurement process from inception through to Business Case and selection of a preferred supplier
• Scale of circa $15m
• Developed key project management and procurement artefacts
• Developed Expression of Interest, Request for Proposal, evaluation framework
• Adapted to changing needs (e.g introducing an EOI process into the procurement approach)
• Held all key relationships with key suppliers
• Facilitated PCG, PSG meetings
• Presented to Audit & Risk, Finance Committee

• Scale of circa $14m
• Led the development of requirements with input from key business representatives
• Developed project management plans, procurement strategy
• Facilitated the entire procurement exercise from inception, RFP, evaluation to selection of a preferred supplier
• Developed the Request for Proposal, evaluation frameworks and facilitated the evaluation process including the final recommendation
• Developed and built excellent relationships with key staff affected by the change
• Developed a Business Case with input from GWRC staff
• Delivered key presentations to staff forums, Council, Audit & Risk, ELT
• Actively involved in contract negotiations using external legal support
• Other contract assignments
• Government Chief Information Office (DIA) – Senior Assurance Professional overseeing major technology transformation programmes
• Kiwibank – Project management advisory role working in the PMO developing key collateral for project managers
• Gemtech solutions – Practice Manager Assurance Services

• Responsible for leading the development of a Finance Strategy and Business Case / RFP for replacing legacy Finance systems

• Provided project management services for the development of Policy related to the Water Reform Programme, including taking proposed policy through Cabinet

• Delivered a number of contract assignments for Deloitte including quality assurance over some major programmes within the public sector

• Headed up Deloitte’s Programme, Project and Risk Advisory Services, incorporating independent quality assurance, Procurement and Probity services.
• Led and developed a team in providing assurance over major public sector transformational programmes and projects
• Delivered internal audit and other risk assurance services
• Delivered advice and presented to Audit & Risk Committees
• Provided advice to senior executives in the Governance of major public sector transformational programmes and projects
• Provided oversight to several Central Agency monitored major programmes and projects
• Developed and built strong relationships with key clients
• Acted as an independent advisor and provided assurance to many public sector transformational change initiatives

• Delivered Programme and project quality assurance services to major public sector transformational programmes and projects, including Procurement and Probity
• Provided advice to senior executives in the Governance of major public sector transformational programmes and projects
• Provided oversight to several Central Agency monitored major programmes and projects
• Developed and built strong relationships with key clients
• Acted as an independent advisor and provided assurance to many public sector transformational change initiatives including (not exhaustive):

• Lead the Ministry’s Programme Office focused on providing strategic advice to the Ministry’s Executive Team and Governance Committee
• Improved the overall governance of the Ministry’s ICT portfolio of circa $40m annually at the time
• Introduced the concept of business change projects as opposed to IT projects in order for the organisation to move towards a business benefit focus
• Introduced the concept of portfolio management to the organisation
• Formed a working group to development the IT-enabled portfolio of programmes and projects for 2007/08 including the introduction of a prioritisation framework
• Attended Governance Committee meetings, providing advice on strategic priorities and initiatives, comprising 4 out 5 Executive Team Members and 5 General Managers
• Initiated a review of Independent Quality Assurance, project management training and mentoring and the Ministry’s project management framework
• Established good relationships with the State Services Commission Major Projects Monitoring Unit
• Working with Senior Management on a regular basis including Deputy Secretaries and General Managers
• Introduced new portfolio reporting, including dashboards detailing key metrics on strategic and important projects
• Invited to sit on several key steering committees including those of highly politically sensitive projects and several involving the Judiciary

• Accountable for leading a key Risk Advisory Service Line across New Zealand, responsible for providing advice to senior level executives on quality assurance, project management, risk management, project, IT and corporate governance
• Led internal audit and controls assurance reviews for key Wellington-based clients
• Led a number of other consulting assignments for clients
• Led business and project risk workshops for several key clients
• Provided oversight and independent advice to several major technology projects for large New Zealand organisations and government departments