Summary
Overview
Work History
Education
Skills
Accomplishments
Certification
Interests
Timeline
Generic

Hamish A. Small

Summary

Dynamic operations professional with extensive experience in optimizing processes and leading cross-functional teams to success. Proven track record of driving operational improvements and delivering impactful results underscores a commitment to excellence. Recognized for a strong focus on collaboration, adaptability, and achieving targets with precision while fostering an environment that promotes innovation and efficiency. Passionate about leveraging expertise to enhance organizational performance and contribute to strategic goals.

Overview

31
31
years of professional experience
1
1
Certification

Work History

Head of Faculty

Southern Institute of Technology
04.2017 - Current
  • SIT was established in 1971. SIT is recognised for its strong industry and community support, its Zero Fees Scheme, the quality of its teaching, facilities and equipment and the broad range of its programme provision. The institute offers over 150 programmes in a wide range of academic, technical, and professional subjects at postgraduate, graduate diploma/certificate, bachelor, diploma and certificate levels.
  • Member of the SIT Executive Leadership Team with overall responsibility and accountability for the Creative Industry schools including Screen and Visual Arts (animation, gaming, and film), Fashion, Music and Audio (including Music and Audio Institute of New Zealand (MAINZ)), Hospitality, Culinary Arts, Travel and Tourism, the School of Information Technology, the School of Business and Management, all Trades and Technology programmes including hard and soft material programmes, Engineering, Vet Nursing and Services schools, plus the Telford Agriculture College. All schools deliver quality NZQA accredited programmes and qualifications, from Level 1 through to Level 9 (Masters). Also responsible for campuses in Invercargill (3), Gore, Queenstown, Christchurch, Auckland and the Telford agriculture campus based in Balclutha. All these departments accumulate in circa of 300 staff and 5000 students (full and part-time).
  • Successive budget surpluses whilst building on capital assets.
  • Various marketing projects for both domestic and international students, including promotional visits to key international partners and their markets.
  • Project Manager of relocation and construction of the new music and audio production campus in Mangere, Auckland, in partnership with Te Wānanga
  • Aotearoa. Completed in 2021 within the $1 million budget and during the Covid pandemic.
  • Project consultant and educational lead of the new SIT Centre for Creative Industries (Te Rau
  • Te Huia). This contemporary facility was completed in February 2022 within the $18 million budget, incorporating a 160-year-old church and a new digital technology campus within the overall design. Again, this project was completed during the Covid pandemic.
  • Employment relations advisor and negotiator for the amalgamation of the Music and Audio Institute of New Zealand (MAINZ) into SIT, and mediator for the Telford acquisition.
  • Operational lead for the development of the Hyflex education delivery model.
  • Operational change management for the transition into and eventually out of Te Pukenga (New Zealand Institute of Skills and Technology) – SIT has been confirmed as a standalone polytechnic again.
  • Workforce Development Council and Regional Skills Leadership Group development reference group member (Tertiary Education Commission and Ministry of Business, Innovation and Employment).
  • Te Pukenga (New Zealand Institute of Skills and Technology) micro-credential development committee member.
  • SIT Teaching and Learning Board of Studies – Chairman.
  • SIT Academic Board member.
  • SIT Health and Safety Committee - Executive Management Representative.

Director Leading Advisor

Aspire Hospitality and Education NZ Workplace Training and Development
02.2012 - Current

Academic Director Projects and Development Consultant

Queenstown Resort College (QRC)
07.2015 - 04.2017
  • QRC is New Zealand's premier Tourism and Hospitality Management College. Whether students aspire to a career in adventure tourism or wish to enter the world of hospitality, QRC prepares them with the skills, knowledge and confidence to successfully pursue a management career. Through a blended delivery of theory, practical and professional learning, QRC intends to meet all stakeholder needs as a Category 1 PTE.
  • When joining the QRC in the newly developed position of Academic Director, direction quickly moved to the establishment and accreditation of a new campus in Paihia, Northland (QRC Tai Tokerau); the successful accreditation approval at degree level (Graduate Diploma of Tourism and Hospitality Management); the establishment of a new Adventure Tourism college in Malacca through partnership with the Malaysian government; consent to assess for a number of hospitality short courses (LCQ, Barista and Food Safety); and the successful acquisition of the Culinary Institute of New Zealand (now QRC Culinary) including accreditation for both the site and new cookery programmes of study.
  • After reaching a number of goals as Academic Director, the opportunity to continue a strong relationship with QRC as a Projects and Development Consultant focussing on new ventures both domestically and internationally in order to successfully continue QRC's sustainable growth.
  • Overall lead for Health and Safety projects within the adventure tourism and hospitality sectors.

Academic Head of Hospitality and Tourism Management/Operations Manager

Auckland Institute of Studies (AIS)
01.2013 - 06.2015
  • Established in 1990, AIS is the largest private degree granting institution in New Zealand, and is the only private business school offering certificates, diplomas, graduate diplomas, bachelor degrees, postgraduate diplomas, and comprises New Zealand's largest MBA programme. With exceptional student services and educational facilities, plus on-site student accommodation, gym, and sports centre, AIS offers a well-balanced learning environment to ensure student achievement and satisfaction. AIS achieved Category 1 status (highest rating within the sector) during my tenure.
  • Accreditation for the Bachelor of Hospitality Management was confirmed via the NZQA in early 2012 with the associated level 5 and 6 diplomas, and a Level 3 New Zealand Certificate. An application to NZQA for the new Graduate Diploma in Hospitality Management (level 7) was also successful in late 2014. The intention was to build AIS's hospitality and tourism education profile both nationally and internationally. This includes further development of a Diploma in Hospitality Operations (Level 5) in Tonga and short course development in Auckland.
  • Various international marketing trips to build further relationships and networks.
  • Overall organisation/department/faculty responsibilities include:
  • Meeting student body expectations and needs
  • Organisation/Programme management and development (including the Targeted Review of Qualifications (TRoQ))
  • Organisation /Programme compliance requirements
  • Organisational new project development
  • All quality assurance needs
  • External Evaluation and Review (EER): Organisational planning, development and training
  • Staff management, performance, and development
  • Marketing and sales support for organisational programmes and products
  • Contract development and facilitation/delivery of ServiceIQ Modern Apprenticeship Modules
  • Research output
  • Campus resource and facility needs
  • Industry and Advisory liaison
  • Business development and initiatives
  • Member of AIS Management Board
  • Member of Academic Board
  • Member of Research Committee
  • Chairman of Tourism and Hospitality Programme Committee
  • Chairman of Student “Fusion” Event Committee

Independent Director

Dive Dive Dive/Adrenalin Charters
01.2013 - 12.2014
  • Based in one of New Zealand's premier SCUBA diving locations, Dive Dive Dive, and its associated charter service, Adrenalin Charters, provides quality retail products to meet the needs of any diving enthusiast, and for those wishing to experience SCUBA for the first time. We had an exceptional team of qualified instructors to assist those who wish to discover the amazing underwater world via both SSI and PADI Open Water and other specialist qualifications within the New Zealand adventure tourism sector.
  • As a member of the management board, I had overall operational management for a clear business strategy, and accountability with regards to measuring team performance and health and safety requirements. The business was successfully sold in late 2014.

Business and Operations Manager

The Dive Inn LTD
02.2012 - 01.2013
  • With a shortage of qualified scuba diving instructors within New Zealand, The Dive Inn is committed to providing high quality training within a safe and controlled environment with highly qualified instructors. The Dive Inn offers training under SSI, PADI, or NAUI, both part-time or fulltime courses, with the option of initial on-line learning. Through partnerships with Adventure Education, The Dive Inn also provides NZQA accredited qualifications throughout a number of locations within New Zealand. With two high end charter boats, The Dive Inn can also provide diving charters off some of New Zealand's best coastal regions for both diving and fishing, and of course is a registered supplier of all diving equipment and accessory needs.
  • Due to a lack of structure and controls, this company was in great need of appropriate business management and leadership. With branches in Whangarei and Napier (with plans for Hamilton and Auckland underway), I have enjoyed immensely the opportunity to create and manage strategic change, implement appropriate health and safety policy, processes and controls, meet all budgetary requirements to date, and develop the company's team of 20 across all branches to date. Through the partnership with the PTE, Adventure Education, we achieved a Category 1 status through their EER.
  • With a full re-brand, and the company's strategic plan for growth underway, the opportunity to analyse, design and implement these changes has seen all goals and objectives met to date.
  • With a move away from hospitality training and education, I have enjoyed the fresh challenges within another exciting business sector. Main responsibilities include:
  • Full financial controls and objectives
  • Overall staff performance, development and training
  • Organisational planning and development
  • Health and Safety policy and procedures
  • Strategic planning in liaison with the company director

CEO

The Professional Bar & Restaurant School / Employment Focus / PBRS Group
09.2009 - 02.2012
  • Joining this Private Training Establishment as Auckland Operations Manager, before moving into the position of General Manager in a very short time. Progression into the strategic position of Chief Executive Officer followed, where emphasis fell on raising the internal knowledge surrounding appropriate business planning, plus educational standards and compliance, which was achieved through an initial training needs analysis, and appropriate policies and procedures being implemented.
  • Responsibility fell on turning around a financially unstable and underperforming multi-site organisation, which was achieved through a company restructure, and appropriate financial systems and controls being implemented to enable sustainable growth.
  • Staffing numbers for the entire company stood at 52 before the restructure, reducing to a manageable 38, and after planned growth, employee numbers surpassed this original figure to 60 due to customer and compliance needs, without hindering financial goals and objectives.
  • After a deficit in the financial year ending 2009/10, PBRS completed a net profit ratio return of 54% over budget, and a 28% return against revenue. Such favourable controls can be emphasised on the basis that revenue only increased by 26% over budget, but 44% over the previous financial year thanks to:
  • A change in strategy surrounding targeted markets – various overseas marketing trips to build relationships and networks.
  • Building a reputation of quality, emphasised through the business awards achieved
  • Limited staff turnover
  • Favourable government education performance indicators
  • The PBRS went on in 2011 to increase enrolments, both domestically and especially internationally (increase in excess of 40%), leading to further recognition within the business sector. Success was also measured with the implementation of a further five NZQA accredited programmes during qualification reviews and changes in immigration legislation. The PBRS group was recognised as a high performing education provider during my time leading the organisation, through consistently meeting and exceeding targeted Educational Performance Indicators (EPIs) based around quality and sustainable systems, and meeting, or overturning, all external regulatory audit requirements.

Programme Manager / Senior Lecturer Head of School

Southern Institute of Technology
07.2007 - 09.2009
  • Overall responsibility for driving and managing programmes, courses, tutorial staff, plus strategies and initiatives targeted towards the needs of all stakeholders associated to the School of Hospitality and Business at SIT.
  • Responsible for lecturing and research surrounding business curriculum for the above programmes, including the tourism and hospitality fields, plus general human resource, marketing, management, finance and law content. Directly accountable for further ongoing development of the hotel and tourism degree via both Distance Learning and on-campus.
  • Implementation of a new campus in Queenstown, including planning of outlay and ROI opportunities.
  • Responsible for all budgets associated with the school, plus development of all new and current courses through liaison with tutorial staff, academic board, marketing and advisory.
  • Academic responsibility for pastoral care of international students.
  • Initiatives implemented including business seminars and appropriate programmes to assist industry and student outcomes. External Training Needs Analysis contracts completed.
  • Further staff development and performance analysis completed, and budgetary controls achieved over every period of responsibility.

Training and Development Operations Manager

Invercargill Licensing Trust
02.2007 - 07.2007
  • Responsible for training and developing respective ILT house managers, and their staff, to drive their businesses forward through appropriate productive and profitable initiatives. Duties included building knowledge, ability, and confidence with regards to controls, systems and strategies for the benefit of not only individuals, but also to the Invercargill community as a whole. Other duties include acting as Relief General Manager to the Trust's flagship accommodation establishments when their respective General Managers were off premise for set periods of time.

Part-time Lecturer (Bachelor of Hotel Management)

Southern Institute of Technology
02.2007 - 07.2007
  • Providing tutelage, support, knowledge, plus endeavouring to inspire students completing the above bachelor's degree within the appropriate set curriculum outlines. Preparation of class papers majoring in Tourism, plus Hospitality Industry Research Projects, along with completing various academic topics within set timeframes, including exam preparation and appropriate marking.

Relief Manager

Invercargill Licensing Trust
02.2003 - 01.2007
  • Responsible for managing a number of the Trust's establishments within their portfolio, including suburban taverns, bars, restaurants, wholesale outlets, plus the general management of their two flagship hotels. Full control of day to day running of each establishment in the absence of the respective general manager, including full financial and staff control. The Ascot Park Hotel is Southland's leading hotel and conference centre, with 100 hotel rooms and function facilities for up to 700 people. With 24-hour service to guests, this 4-star property had a team of over 100 across all departments. I managed this property on several occasions in the absence of the general manager, plus assisted with budget development for this establishment for consecutive financial years.
  • Completed these duties whilst concluding my long-term goal of gaining a degree in business and hospitality management (BHM).

General Manager / Licensee

Wild Duck Inn
01.2000 - 01.2003
  • Increased overall revenue by over 10% through pro-active support from the owners of this already well-established house. Responsible for total operations of this award-winning hotel.
  • Duties included:
  • Full Administration Control: Reconciliation of all cash and accounts; profit and loss; all financial statements; banking; income tax reconciliation; goods and service tax reconciliation.
  • Staffing: Recruitment; full training; performance; contracts; rosters; hygiene; assessments/appraisals and delegation. Team of 32.
  • Stock Management: Full purchasing control; menus and beverage/wine list analysis and planning; stocktaking/gross profit control and assessment.
  • Function Management: Weddings/ official engagements/ birthdays/ anniversaries; customer liaison/requirements; menu and beverage planning; staffing; agendas; atmosphere and entertainment.
  • Advertising and Marketing: Contact with promotional companies; regular correspondence through the tabloids and restaurant guides.
  • Financial Control
  • With a turnover of just under one million pounds sterling, combined between F&B plus accommodation, all financial ratios were met including:
  • Wet GP budget 66% - actual 68%
  • Dry GP budget 63% - actual 66%
  • Accommodation yield budget 94% - actual 98%
  • Occupancy budget 54% - actual 55%

General Manager / Treasurer / Secretary / Licensee

Maungaturoto Country Club
10.1996 - 01.2000
  • Seized the challenge of converting this voluntary run organisation into a commercially operated entity. Responsible for the overall running of the Country Club with support from the elected committee. Duties included:
  • Full Administration Control: Income tax reconciliation; goods and services tax; income and expenditure; cash sheets; balance sheets; profit and loss; all financial statements; budget forecasts; finance reviews; establishment of computer hardware/software programs and systems for controls.
  • Gaming Machines: Full administration; reconciliations; cash control; security.
  • Staffing: Recruitment; contracts; training; performance; OSH; customer focus; food hygiene; assessments/appraisals. Team of 6 part-timers.
  • Stock Assessment: Full purchasing control; menu development; Gross Profit control and assessment.
  • Function Management: Weddings/ official engagements/ birthdays/ anniversaries/ conferences; customer requirements; menus and beverages; staffing; agendas; atmosphere and entertainment.
  • Advertising and Marketing: Contact with promotional companies/groups; regular features/entertainment; regular correspondence through local newsletter/tabloids/circulars; utilisation of member organisations.
  • Site Management - Refurbishment of Premises: Planning (timing and deadlines); expenditure assessment; contract agreements (lenders and contractors); promoting; sponsorship and donation negotiations.

General Manager / Licensee

Willesley Hotel and Restaurant
11.1994 - 09.1996
  • Situated in beautiful garden surroundings, this former manor consisted of 60 studio rooms and suites, along with an award winning a la carte restaurant open to non-residents. Facilities also included a day spa and pool.
  • Increased revenue and staff morale of this badly neglected establishment.
  • Implemented company branded objectives successfully. Implemented cost and stock controls increasing operating net income. Achieved GP and yield budgetary targets for both food and beverage in consecutive years. Increased accommodation Rev Par pre refurbishment, whilst gaining more that 15% occupancy post refurbishment. Overall target revenue post refurbishment was 1.8 million pounds sterling.
  • Managed full refurbishment - pre and post closure procedures including human resource issues and promotional plans.
  • Implemented staff NVQ training program via City and Guilds - completed on behalf of Scottish and Newcastle Retail Ltd. The hotel had an initial team of approx. 40, increasing to 60 plus members with the addition of rooms and facilities.

Education

Master of Professional Hospitality Studies - Human Behaviour, Human Resource Management, Strategic Management, Financial Management

AUT

Diploma - Adult Education and Training

Bachelor of Hotel Management - undefined

New Zealand Certificate - Sport Coaching (Level 3) (Sports Training and Development)

NZIM Certificate - Small Business Management/ Certificate in Business

National Certificate - Computing

Diploma - Hotel and Motel Management (ICS)

Skills

  • Collaborative partnerships
  • Change management
  • Control budgets
  • Accreditation compliance
  • Project management
  • Risk management
  • Operational efficiency
  • Team building
  • Interpersonal skills
  • Strategic planning
  • Continuous improvement
  • Personnel management

Accomplishments

State of the art campus construction project management.

Major influence in gaining institutional autonomy.

Numerous business awards within the private sector.

Certification

  • ServiceIQ Roving Assessor
  • City and Guilds External Verifier
  • New Zealand General Manager's Certificate
  • British Institute of Innkeeping (BII) Licensee Certificate Holder since 1995
  • Supervisory Management NVQ (City and Guilds)
  • Investors in People Certificate

Interests

Coach, manager and mentor through various rugby and cricket affiliations

Keen surfer and paddleboarder

Timeline

Head of Faculty

Southern Institute of Technology
04.2017 - Current

Academic Director Projects and Development Consultant

Queenstown Resort College (QRC)
07.2015 - 04.2017

Academic Head of Hospitality and Tourism Management/Operations Manager

Auckland Institute of Studies (AIS)
01.2013 - 06.2015

Independent Director

Dive Dive Dive/Adrenalin Charters
01.2013 - 12.2014

Director Leading Advisor

Aspire Hospitality and Education NZ Workplace Training and Development
02.2012 - Current

Business and Operations Manager

The Dive Inn LTD
02.2012 - 01.2013

CEO

The Professional Bar & Restaurant School / Employment Focus / PBRS Group
09.2009 - 02.2012

Programme Manager / Senior Lecturer Head of School

Southern Institute of Technology
07.2007 - 09.2009

Training and Development Operations Manager

Invercargill Licensing Trust
02.2007 - 07.2007

Part-time Lecturer (Bachelor of Hotel Management)

Southern Institute of Technology
02.2007 - 07.2007

Relief Manager

Invercargill Licensing Trust
02.2003 - 01.2007

General Manager / Licensee

Wild Duck Inn
01.2000 - 01.2003

General Manager / Treasurer / Secretary / Licensee

Maungaturoto Country Club
10.1996 - 01.2000

General Manager / Licensee

Willesley Hotel and Restaurant
11.1994 - 09.1996

Diploma - Adult Education and Training

Bachelor of Hotel Management - undefined

New Zealand Certificate - Sport Coaching (Level 3) (Sports Training and Development)

NZIM Certificate - Small Business Management/ Certificate in Business

National Certificate - Computing

Diploma - Hotel and Motel Management (ICS)

Master of Professional Hospitality Studies - Human Behaviour, Human Resource Management, Strategic Management, Financial Management

AUT

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Hamish A. Small