Megan Martin
Wellington,Northland
Summary
A leader with a proven track record across both private and public organisations, driving revenue growth and enhancing operational efficiency. Expertise in relationship management and change management led to the highest sales performance for the Public Sector team. Committed to fostering partnerships and delivering exceptional service outcomes in challenging environments.
Overview
21
21
years of professional experience
Work History
Head Of Public Sector and Enterprise
Vodafone /One NZ
01.2019 - 07.2023
- Lead the retention and growth of Vodafone business across Public Sector Segment
- Set strategy and maintain margin and new revenue growth
- Advocate for and manage Public Sector as a priority across Vodafone ensuring support for strategy
- Support and lead delivery functions to ensure customer outcomes are achieved
- Work with and motivate the service delivery team to maintain trust and confidence through delivery of services
- Highest sales achievement on record for PS team
- Facilitate change to incorporate Regions into Corporate function
- Realignment of segment portfolio to drive higher levels of growth and new business from core Government agencies
- Developed strategies for growth within identified sectors across Government including Transport and Health
- Overall lead for Wellington office to maintain levels of inclusion
- Develop and maintain strategic partnerships to drive growth
Business Manager Tier 1
Vodafone
01.2017 - 01.2019
- Lead the retention and growth of Vodafone business with Inland Revenue
- Understand Inland Revenues business strategy and desired outcomes and how Vodafone can support the achievement of these
- Advocate for and manage IR as a priority across Vodafone ensuring the wider Vodafone team understands IR drivers and outcomes
- Work with and motivate the service delivery team to maintain trust and confidence through delivery of services
- New Business Achiever 2018
- Secured TaaS Connectivity contract retaining 6 million revenue and generating
- Established higher levels of trust and confidence with IR evidenced by improved score card ratings
- Positioned Vodafone to support them through moving to Cloud Based contact centre services
Project Manager Transformation
Auckland District Health Board (ADHB)
01.2015 - 01.2016
- Lead review of policies, information and forms supporting HR
- Lead and complete the transfer of MBIE HR transformation IP to ADHB
- Lead the redesign, build, implementation and deployment of the HR Intranet in alignment with the wider implementation of the service desk
- Establish and support the execution of the change management approach, strategy, framework and plan
- Provide HR Transformation programme management oversight and reporting
- Work with your ICT team to establish non-HRIS technology requirements
- Review of priority policies and policy development in line with Audit requirements
- Review of supporting information and forms
- Effectively managed change process with key internal stakeholders
- Effective alignment of the transformation programme to objectives, outcomes and business requirements
Director HR Transformation
Ministry of Business Innovation and Employment (MBIE)
01.2014 - 01.2015
- Led transformation of People and Capability Services to achieve strategic outcomes.
- Delivered new operating model three months ahead of schedule.
- Developed integrated service delivery plans in collaboration with business groups.
- Implemented improved self-service options to enhance user experience.
- Established performance metrics and standards for People and Capability Services.
- Managed change processes effectively with key internal stakeholders.
- Created an integrated approach for service and operational performance.
- Aligned transformation program with business objectives and requirements.
GM Client Advice Services and Education
MBIE
01.2012 - 01.2014
- Established and led centres of excellence for front-of-house and public access services.
- Managed efficient delivery across statutory regimes, including Residential Tenancy Services and Licensed Building Practitioners.
- Developed and implemented frameworks for user advice and education in Market Services and Safety Groups.
- Assisted Canterbury Community members in securing temporary accommodation throughout the region.
- Acted as MBIE and CE representative on Digital Service Council to promote Result 10 initiatives.
- Led cross-sector council for service centre optimization, enhancing operational efficiency.
- Formulated strategy for Ministry’s service centre functions, redesigning people, processes, and technology.
- Executed integrated service delivery options to improve regulatory support outcomes.
General Manager Client Services
Department of Building and Housing (DBH)
01.2010 - 01.2012
- Leadership of Department of Building and Housing Client Services Group including dispute resolution, tenancy tribunal administration functions, advice information and education functions for Unit Titles, Residential Tenancy Services, Retirement Villages, and Boarding Houses
- Management of key stakeholder relationships
- Leadership of review of operating model for delivery of dispute resolution services
- Business planning and strategy
- Implementation of services to support the Residential Tenancy Amendment Act including the design and delivery of Advice Information and Education materials and activities
- Implementation Unit Titles Act including the design and delivery of Advice Information and Education materials and activities
- Development and implementation of Canterbury Earthquake Temporary Accommodation Service (CETAS) operations a joint venture between Ministry of Social Development and the Department of Building and Housing
- Acting in Deputy Chief Executive Service Delivery role when required
- Acted as DCE Service Delivery for a four-month period immediately following the announcement about the proposed merger
- Design, implementation and analysis of a pilot to support service transformation across dispute resolution services resulting in an improvement from approximately 25% of disputes resolved at first attempt to 50%
- Development of the business case including options for a new operating model for the delivery of services
- Design, development and successful implementation of the joint venture Canterbury Earthquake Temporary Accommodation Service (CETAS) operation with MSD including the ongoing Management and utilisation of three temporary accommodation villages in the Christchurch region
- Leadership of the Christchurch operations immediately post the Christchurch earthquakes
- Facilitated cross agency cooperation to ensure continuity of service to Canterbury based clients providing the Tenancy Tribunal with a base for 8 months immediately post the Christchurch earthquakes
- Successful implementation of the service and advice information and education programme to support both the Residential Tenancy Amendment and Unit Titles Acts
Programme Manager Electrical Workers Transition Project
DBH
01.2009 - 01.2010
- Development of the strategy for an integrated system to support Occupational Licensing
- Selection and on-going management of the project team to deliver IT, Change and Services streams of the programme
- Completion of the preliminary and final business cases including funding approval
- Management and completion of the detailed requirements gathering stage including technical systems use cases, functional and non-functional requirements and business rules
- Management and completion of the procurement processes for the systems and services provider
- Leading and concluding contract negotiations for both the systems and services components of the project
- Management of Independent Quality Assurance (IQA) across the business cases and the procurement processes of the programme for the Chief Executive and Project Board
- Initiation of a strategic review of outsourcing options for the Processing and phone enquiry services component of the programme
- Management of the relationship with Ministry of Economic Development (MED) throughout the life of the transition project
- Branch, Ministerial, Chief Executive reporting for the Programme
- Budget management and financial planning
- Lead the successful design and delivery of an integrated licensing system to support both LBP and Electrical workers licensing and registration systems resulting in one system to support Occupational Licensing in the Department
- Successfully lead and managed the data migration of all Electrical workers information from MED to the new system resulting in successful transfer and no impact to service
- Successfully managed the CE’s and DCE’s expectations for a rigorous QA process which was required to provide certainty around the programme and to ensure that similar issues to that experienced in the first project did not reoccur
Programme Manager
DBH
01.2007 - 01.2009
- Advice to the Deputy Chief Executive Sector Capability during disengagement process with Unisys
- Implementation of programme management, project, and governance principles
- Appointment and management of project staff to complete operational policy, technical and services streams
- Establishment of an interim solution to manage License Building Practitioners (LBP) licensing and registration functions post November 2007
- Contract development and negotiation for assessment services
- Business process review and improvement including assessment services charges
- Budget management and financial planning
- Lead the implementation of good Governance practices and the completion of critical work in the policy, technical and service streams resulting in the ability to continue with the establishment of an interim solution to support licensing
- Lead the design and development of an interim solution to support LBP Licensing and registration functions which enabled the service to commence as planned
- Lead the negotiation for assessment services with ASL resulting in the ability to asses applications once the service commenced
General Manager Red Tickets
New Ventures NZ Post
01.2003 - 01.2006
- Review of the original business plan and completion of the new business plan
- Development of cost models to establish basis for sales and profitability
- Financial management and planning
- Leading the re-structuring of the operational environment including people and processes
- Working with the Union to facilitate organisational and business change
- Leading the redesign project of the technical architecture supporting the ticketing business
- Lead the successful renegotiation of contracts with major clients
- Leading and concluding contract negotiations with ticket software supplier
- Management and engagement with media concerning major events and operational activities
- Developing business opportunities
- Recommending the divestment of the business to Ticketmaster
- Business lead for the sale of Red Tickets to Ticketmaster
- Review of the operating model for the ticketing business within NZ Post which included restructuring of the operational environment including people, processes and technology
- Negotiation of contracts with major rugby unions including NZRU, Auckland and Wellington
- Leadership through significant stakeholder dissatisfaction (Retail) with the performance of the ticketing operation resulting in an agreement to limit the sales outlets for high demand events
- Management of significant and adverse media interest in the spectacular operational failures of the ticketing system before the restructuring of the operating model
- Identified that the ticketing business was never likely to succeed in the NZ Post environment and recommended the sale of the ticketing business to Ticketmaster resulting in the exit from this business by NZ Post
- Recognition from the CE that I was the only Senior Manager ever in NZ Post honest enough to recommend the divestment of a new venture that was unlikely to ever succeed and then to lead the process to a successful conclusion
Education
School Certificate -
Wellington Girls College
Diploma Business Administration - Year 1
Victoria University
Skills
- Outcome-focused strategy
- Relationship and Partnership management
- Operational efficiency
- Service delivery
- Regulatory compliance
- Team leadership
- Change management
- Business development
- Media relations
- Financial planning
- Contract negotiation
- Project management
- Business case development
- Strategic planning
- Stakeholder engagement
- Revenue growth
- Partnership development
- Problem-solving
Education And Professional Development
Wellington Girls College, School Certificate, University Entrance, Diploma Business Administration, Victoria University, Year 1, Institute Strategic Leadership, Machinery of Government, Financial Management Government
Previous Employment History
- 01/1997, 12/1999, Clear Communications, Regional Manager Phone Power
- 01/1994, 12/1997, Clear Communications, Consultant Phonepower
- 01/1991, 12/1994, Clear Communications, Account Manager General Business
Expertise And Key Strengths
- Creating and driving a focus on outcomes through partnership
- Developing and maintaining trusted relationships with internal and external stakeholders at all levels to agree and deliver on business and service priorities
- Ability to recognise and maximise opportunities to drive operational efficiency and deliver strategic outcomes.
- Strong service delivery ethic
- Understanding of regulatory environments and Government operations and processes
- Selection, motivation, and leadership of high-performance teams
- Change management
- Design and delivery of integrated services, systems, and delivery initiatives.
- Design, development and deployment of new lines of business.
- Media enquiry and communications management in relation to challenging and complex business operations.
- Financial planning and budget management.
- Negotiating Contracts and Service Level Agreements (SLA).
- Programme and Project Management.
- Business case and business plan development.
Affiliations
- Spending time with family, friends is my greatest joy
Accomplishments
- Getting 10 out of 10 at the Executive Skeet shooting at Boomrock and going down the road in a rally car.
References
References available upon request.
Timeline
Head Of Public Sector and Enterprise
Vodafone /One NZ
01.2019 - 07.2023
Business Manager Tier 1
Vodafone
01.2017 - 01.2019
Project Manager Transformation
Auckland District Health Board (ADHB)
01.2015 - 01.2016
Director HR Transformation
Ministry of Business Innovation and Employment (MBIE)
01.2014 - 01.2015
GM Client Advice Services and Education
MBIE
01.2012 - 01.2014
General Manager Client Services
Department of Building and Housing (DBH)
01.2010 - 01.2012
Programme Manager Electrical Workers Transition Project
DBH
01.2009 - 01.2010
Programme Manager
DBH
01.2007 - 01.2009
General Manager Red Tickets
New Ventures NZ Post
01.2003 - 01.2006
School Certificate -
Wellington Girls College
Diploma Business Administration - Year 1
Victoria University
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