Hannah Thipthorpe

• I joined the EPMO at Ministry of Justice in 2022 with the remit of revitalising the function
• I rebuilt the core functions of the EPMO along with rebranding and establishing new and improved credibility with the Executive and the wider business
• The team has a portfolio investment function over significant Capex and Opex portfolios and are also responsible for project and programme methodologies, systems and tools and enterprise change management capability
• The Chief Executive also asked me to lead the programme team responsible for responding to the Government’s Budget 24 process looking at the most significant savings and efficiencies the Ministry needed to make for many years
• In this role I am most proud of the team I built, the uplift in capability demonstrated particularly in investment management and project practice, and the trust and confidence the Executive had in me and the team

Starting as an Independent Consultant in 2018, I worked directly with CEO’s and executive leadership teams - using my expertise to design, implement and manage complex operational environments at the highest levels of government

• Ministry of Foreign Affairs and Trade: Working with the Pacific Development Group to enhance portfolio governance and management capability across their $3bn per triennium Development appropriation. In addition, reviewing the delivery system and providing change programme advice so that performance was optimised. Supported senior leaders to get genuine traction in the uplift of their portfolio governance and management capability
• NZ Police: As a Governance Consultant with the NZ Police, I supported the executive leadership team to implement a new organisational governance structure. This project also included growing, leading, and coaching the governance team in best practices. Received excellent feedback for my design and delivery of governance training to the executive and their teams.
• NZ Defence Force: As an Operating Model Consultant for NZDF, I led a group of tier two/three sponsors through the improvement and implementation approach for a piece of operating model design/new way of working within their Capability Definition Document hierarchy. Upon completing my three-month contract, NZDF went forward with the implementation, which was a success.
• ESR: Contracted as ESR’s Transformation Programme Director, I worked with the GM of Strategy and Transformation and the Executive Leadership team to refresh their organisational strategy, deliver an organisational current state analysis, and advise, plan and lead on their transformation implementation. Completed the comprehensive design, development, and delivery of the first phase of a multi-year transformation programme, including building collective understanding and buy-in from the executive leadership team on which business areas should be the primary focus.
• LINZ: As the Property System Operating Model Lead, I worked directly with the LINZ executive leadership team to design a Target Operating Model (TOM) for their role in the Property System in 2025. This role required me to swiftly digest LINZ operations and strategic initiatives (notably the LINZ ‘STEP’ programme). Successfully established a proactive, engaged working group while building trust and credible relationships across the organisation. Through undertaking a current state analysis of over three-quarters of the organisation, I identified the critical shifts required to help LINZ attain their desired future state, including preparing a 12-month implementation plan.
• Ministry of Health: The programme of work I was hired to work on was deferred, so the Chief Executive asked me to work with him to hire his leadership team.

• Ministry of Defence and NZDF (2 years): As the Programme and Change Management Consultant for the large and ambitious Defence Capability Change Action Programme project, I led the facilitation and production of design thinking, as well as developing high-level implementation approaches to new, integrated ways of working across this complex environment. The programme was nominated for a Defence Industry Award in 2018 and the operating model has been extended to other Defence portfolios.
• Ministry of Culture and Heritage (5 month project): As a Change Consultant contracted to manage the Ministry’s Work Programme Management and Governance, I worked directly with the CEO to provide change management support and introduce a new work programme approach by facilitating design workshops and providing a customised suite of processes and tools. The assignment resulted in successful creation of a fit-for-purpose change roadmap and a clear, coordinated two-year plan supporting the Ministry’s change agenda.
• Department of Internal Affairs (3 month project): Contracted as a Functional Review Consultant in DIA’s Enterprise Project Management Office (EPMO), I worked with the Chief Portfolio Officer to review the EPMO mandate and structure and determine several changes. Drove significant positive change by providing sound advise on the impact of increasing DIA expectations regarding the changing external environment, e.g., the investor confidence rating (ICR), the Department’s use of Agile Methodologies, and EPMO’s relationships with other key functions (including making comparisons with other sector EPMOs). Received great feedback from executive leadership that the report was pragmatic, helpful, and made implementation easier.
• The Treasury (2 month project): As a Consultant for the Treasury’s Trusted Advisor Capability Framework, I applied best-practice models to the capabilities identified by the IMAP team and assisted with the final development of the framework, including providing practical tips on implementation.
• New Zealand Transport Agency (4 month project): As the Change Manager for the Better Ways of Working project with NZTA, I provided business case and strategy development, including reframing business cases and change management strategies to introduce Activity Based Working across the organisation.