Moosa Anis

Strategically appointed by Hamilton City Council – Information Systems to lead the overhaul, conceptualisation, and successful implementation of a comprehensive HRIS platform, replacing an outdated legacy system to ensure compliance and efficiency.

• Spearheading recovery, restructure, and commencement of HRIS and Payroll (NZ Holiday Act compliant) platform replacement, including investment assessment and development of compelling business case
• Leading thorough delivery approach evaluation and performing cost-benefit and investment analysis for informed investment decisions involving GM - People and Culture, GM - Business Services, Finance Director, and CIO
• Collaboratively crafting programme's resource plan, procurement strategy, test strategy, and delivery roadmap in partnership with prominent Big 4 consultancy and internal resources.

Engaged by the Zespri Enterprise Programme Management Office to spearhead delivery of enterprise-level digital and business change and transformation projects, emphasising SAP SuccessFactors, Power BI, ServiceNow, Adobe AEM, and SAP S/4 HANA.

• Directed a $15M portfolio of 12 cross-functional initiatives across HR, supply chain, marketing, and compliance, leading a global team of 70+ to deliver strategic outcomes.
• Realigned the $4.7M PeopleZone (SAP SuccessFactors) Programme to SAP Activate, delivering Phases 1 and 2 on time, cutting $315K in costs, and leading RFP, contracting, and delivery for Phase 2.
• Ensured GDPR compliance by resolving critical roadblocks in collaboration with Zespri Europe and overseeing a Big 4 consultancy-led assessment to enable SAP SuccessFactors deployment.
• Delivered a $2M Adobe AEM re-platform of Zespri’s global and 21 regional websites via a Singapore-based team of 20; improved EMPO operations by enhancing delivery models, budgeting, and demand management practices.
• Led risk, dependency, and impact assessments across the portfolio; developed mitigation plans, readiness assessments, and executive reporting, presenting RAG/RAID status to CDO, CFO, and CPO across four key steering committees.

Specifically contracted by The University of Auckland's Strategic Programmes Office to lead the delivery of a multi-year $28M HR Ecosystem replacement programme which included a payroll platform, effectively managing a professional team of 10 direct reports and overseeing 40 indirect reports.

• Revamped a $28M business case and secured Vice-Chancellor and University Council approval within 3 months—resolving an 18-month impasse by clearly articulating both tangible and intangible benefits.
• Led the end-to-end RFP process, including solution and implementation partner selection. Addressed procurement capability gaps by engaging external experts to support complex licensing and negotiation stages.
• Developed a 4-year delivery roadmap aligned with HR strategic priorities, working closely with HR leadership and stakeholders to secure engagement, alignment, and buy-in.
• Mobilised top-tier resources and established robust programme governance, managing delivery, budget, risks, and stakeholder communications—including executive updates to the Steering Committee, CEC, and University Council

Engaged by the Zespri Enterprise Programme Management Office to spearhead and execute enterprise-level digital and business transformation initiatives, utilising expertise in Programme and Project Management and Agile delivery methodologies.

• Directed a NZ$15M portfolio of 12 cross-functional initiatives across human resources, supply chain, marketing, and compliance, leading a team of 70+ onshore and offshore members from inception to completion
• Realigned a NZ$4.7m SAP SuccessFactors – PeopleZone programme to SAP Activate methodology, delivering Phases 1 and 2 on-schedule with cost savings of NZ$315k, overcoming delays and budget overruns
• Provided project and delivery management consultancy to the Enterprise PMO, improving expectation setting, project demand shaping, delivery models, and budget planning using best practices knowledge
• Developed and implemented project management artefacts, such as feasibility decision scorecard, business readiness assessment, and project business continuity plan to mitigate impact on project delivery due to COVID-19 pandemic
• Managed programme and project demand, allocated resources, identified risks, developed mitigation strategies, and conducted performance assessments to ensure successful project outcomes and stakeholder satisfaction.

Hired as a crucial member of EY's IT Advisory practice, entrusted with direct client engagement across the Oceania region, as a Senior IT Project Manager for Fonterra Co-operative, a key EY 360 client, led projects and delivered results within the IT PMO.

• Managed a portfolio of three projects with a total budget of NZ$2m, overseeing 30+ direct reports and 5 vendor partners across Australasia and Europe
• Successfully restructured and recovered the delivery of a crisis driven OpenText Content Server upgrade project worth NZ$650k and developed business cases to secure project approval and funding from portfolio committees.

As a strategic leader, I was appointed to enhance the Continuous Improvement framework within an Agile operating environment, driving successful completion of strategic initiatives and timely project delivery to achieve business goals.

• Developed and implemented a Lean-Agile Continuous Improvement Framework, prioritised, and monitored a NZ$2.7m process improvement portfolio, as well as facilitate an organisation-wide maturity and capability assessment exercise.
• Established Lean Thinking principles, Lean Portfolio Management, Quality Circles, and Change Networks with the Operations Executive and Management Team to drive continuous improvement efforts.
• Analysed front-line processes, created Value Stream Maps for 8 General Insurance products. Provided leadership and coaching in Lean Process Improvement, Agile Delivery Management, and Change Management techniques.

Recruited by RasGas Company Limited (Joint Venture - QatarEnergy (QP) - ExxonMobil) to lead stakeholder engagement and direct a successful enterprise-wide transformation programme. Championed best practices in process improvement, project management, and governance by collaborating with senior management and teams. Contributed to the successful merger of RasGas and Qatargas which was effective on January 1, 2018, later rebranded as QatarEnergy LNG on September 14, 2023.

• Achieved over US$7m in savings through 20+ process enhancement and transformation initiatives, leveraging Lean and automation strategies to streamline operations, consolidate systems, and eradicate process inefficiencies
• Managed a 15-member team in centralising and automating SAP PS and MM modules for a US$3bn+ Subsurface, Major, and Minor Projects portfolio post-Qatargas and RasGas merger, facilitating operational efficiency and cost reduction
• Facilitated the successful merger of 75 IT systems across 8 business areas, ensuring uninterrupted operations and coordinating training to 400+ users during the merger of Qatargas and RasGas
• Implemented SuccessFactors - Recruitment and Onboarding with a US$600k budget, resulting in a 25% increase in new-hire satisfaction
• Optimised 14 employee loans and claims processes using Lean methods and SAP ESS/MSS automation, achieving a 40% improvement in employee satisfaction and cost savings of approximately US$1.6m
• Led the establishment of the HR Transformation PMO. Acquired US$9.5m for the Operations Analytics and Dashboard programme. Mentored 4 Qatari Graduates in line with Qatar National Vision 2030
• Enhanced the Business Continuity Plan and supervised the migration of SAP PS and MM modules during the RasGas - SAP ECC to HANA upgrade.