​​​​Dean Fraser

GM Transformation New Zealand

Ngai Tahu Holdings

2020 - Current

Reporting to the Chief Executive, Ngāi Tahu Holdings, the General Manager (GM) Transformation leads necessary enhancements across the commercial group to optimise the performance of business units. The GM Transformation is a key member of the executive leadership team that will collaborate closely with peers and business unit leaders. An agent for change, the GM Transformation will lead, develop and co-create solutions that support the following objectives:

• Leverage our collective strengths
• Better utilise our endowments
• Improve operating performance
• Increase accountability
• Reduce duplication and inefficiencies

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GM Risk & Program Delivery- New Zealand

Silver Fern Farms 

2018 - 2020

 

In Q4 of 2018, I was offered the opportunity to expand my current portfolio with Silver Fern Farms, an FMCG company with a revenue of $2.4B per annum exporting to over 60 countries around the world. The expanded portfolio was to both lead project delivery excellence and work towards enhancing, building a sustainable project delivery practice globally, and the management of a large portfolio of assets across the operation, but also to lead the development and delivery of an Enterprise-wide Risk Management framework. This included such things as;

 

• Developing and delivery of enterprise-wide risk management framework.

• Development of the Board's risk appetite parameters.

• Identifying global best practice and adapting methodologies to suit company risk appetite.

• Development of a technology solution that provided a centralised organisation-wide view of risk and associated mitigations.

• Establishing an operational strategy to manage risk across all business units.

 

Enterprise Programme Manager (GM Projects) - New Zealand

Silver Fern Farms 

2017 - 2018

 

In 2017, I was offered a role with Silver Fern Farms, an FMCG company with a revenue of $2.4B per annum exporting to over 60 countries around the world. This was to lead project delivery excellence and work towards enhancing, building a sustainable project delivery practice globally, and the management of a large portfolio of assets across the operation. The Enterprise Program Management role is to develop a way of thinking, communicating and working, that organizes the organization’s resources in a direct relationship to the leadership's vision, mission, strategy, goals and objectives that move the organization forward. 

 

• Developing and delivery of enterprise-wide programme strategy to improve – project and engineering delivery, training and development, risk profiling, project and engineering management, directing high profile projects and much more.

• Identifying global best practice and adapting methodologies to suit company projects and operations, to ensure competitiveness and expansion of the company’s global market share.

• Developing and delivering cutting-edge smart project and programme delivery technologies.

• Establishing ambitious KPIs and managing both employee and contractor performance.

• Coordinating the design, development and integration of a web-based project delivery system and associated tablet-based interface, resulting in increased efficiency.

• Driving compliance with corporate and regulatory policies and provisions.

• Managing the efficient allocation of human and material resources across projects.

• Working collaboratively as part of the Executive Leadership Team to develop market-leading processes.

• Plan and manage a diverse aging asset portfolio.

 

Director of Projects - Asia

Jacobs 

2016 - 2017

 

I had the role of Director of Projects - Asia. This role is to lead the governance of all aspects of project delivery across all sectors of a $500M capital delivery business per annum. This includes sectors such as; infrastructure, pharmaceuticals, buildings, power, petro- chem. 

 

• Designing and delivery of project delivery strategy for India, Singapore and Thailand

• Identifying global best-practice and adapting methodologies to suit company projects and operations, to ensure competitiveness and expansion of the company’s global market share.

• Developing and delivering cutting-edge smart project delivery technologies.

• Overseeing the development and implementation of a compliance plan

• Taking a mentoring role of project managers across the business

 

PMO Global Delivery Manager

Jacobs

2014-2016

 

In 2014 I was offered a role with Jacobs, the largest listed project management consultancy in the world, with responsibility for leading a global PMO and project operations across 17 markets. I lead a dynamic team of in-country project specialists who in turn oversee the work of hundreds of direct reports and thousands of contractors.

 

• Identifying global best-practice and adapting methodologies to suit company projects and operations, to ensure competitiveness and expansion of the company’s global market share.

• Developing and delivering cutting-edge smart project delivery technologies.

• Establishing ambitious KPIs and managing both employee and contractor performance.

• Overseeing the development and implementation of a broad compliance plan, securing a 15% operational efficiency gain and reducing all construction costs by an average of 5%.

• Coordinating the design, development and integration of a web-based project delivery system and associated tablet-based interface, resulting in a 20% increase in efficiency.

• Establishing unique anti-bribery provisions for projects in developing economies.

• Driving compliance with corporate and regulatory policies and provisions.

• Leading a broad global to restructure to drive efficient and effective collaboration.

• Managing the efficient allocation of human and material resources across projects.

• Working collaboratively with senior people managers to develop market-leading recruitment and selection processes, and secure talent and experience for key leadership roles.

• Leading contract, service level agreement and procurement negotiations.

• Coordinating professional development initiatives including an online virtual academy.

   

Country Operations Manager -North America

Sinclair Knight Merz

2012-2014

 

In 2012 I was deployed to Canada, tasked with securing SKM’s place in an already crowded but high-value market; establishing the business, a dynamic local team, a comprehensive expansion strategy and a diverse project portfolio.

 

• Developing a new client base, building relationships with key client representatives and maintaining ongoing relationships by offering innovative project management solutions.

• Building a strong multidisciplinary team and establishing associated human capital management strategies and business processes.

• Using new markets as an opportunity to implement efficient operational methodologies to achieve projected financial targets and secure an 11% reduction in construction costs.

• Building operational capacity to establish a $50 million business within 12 months, and developing succession plans to ensure ongoing operational stability.

• Negotiating and finalising contracts and service agreements with key subcontractors.

• Developing specific strategies to ensure efficient operational delivery across a range of projects for major international clients in the oil and gas sector.

• Providing ongoing training and professional development opportunities for team members.

• Project-managing the establishment of a new office including IT systems, business processes, operational infrastructure and regulatory compliance.

   

Regional Service Delivery Improvement & Global Service Project Manager

Sinclair Knight Merz

2011-2012

 

Having spent a short period as the company’s Acting State Manager in South Australia, I was promoted to a regional service delivery role. In 2012 I was promoted to a global project management role with a focus on global mobilisation and operational delivery.

 

• Managing a portfolio of project and operations including a $50 million, 400-staff single-state operation through to complex multinational operations improvement projects.

• Assessing project management qualifications and project skills mix, and leading subsequent efforts to provide specialist professional development opportunities and up-skill teams.

• Delivering on strategic plans for capital project delivery, focusing on key success drivers including project set-up, monitoring and reporting structures.

• Reviewing all project development methodologies, identifying potential improvements and coordinating the delivery of new systems and processes to achieve a 10% cost reduction.

   

PMO Manager - Queensland / Victoria / Solomon Islands

Sinclair Knight Merz

2008-2011

 

In 2008 I joined SKM and spent the following 6 years providing leadership across the company’s project management operations in Australia, throughout the Asia-Pacific region and in North America.

 

• Deploying to the Solomon Islands to provide in-country project management of major international, aid-driven infrastructure delivery projects.

• Managing relationships with key regional partners including the United Nations.

• Establishing in-country project management capacity which remains in place today.

• Managing a diverse portfolio of more than $100 million in infrastructure construction projects including bridges, airfields, roads and wharves.

• Working collaboratively with commercial and government partners to deliver infrastructure under a range of public-private partnership arrangements.

 

EPCM Project & Program Manager - Queensland

Ergon Energy

2005-2008

 

For approximately 3 years I managed the installation of high-voltage energy infrastructure for Ergon Energy, a Queensland Government-owned corporation with more than 680,000 customers. I also coordinated the delivery of green- and brown-fields sub-station, transmission and distribution projects.

 

Program Manager - New Zealand

Southern District Health Board

2003-2005

 

In 2003 I joined the Southern DHB in a project management role, responsible for project human and material resources and IT and construction project delivery. I also functioned as a design director, managing planning, design review, procurement, and site master planning processes. This role grew to deliver operational efficiency over several locations of up to 10%. This comprised reviewing and implementing initiatives across all operational areas.

 

Program Manager - New Zealand

Ngai Tahu Development Corporation 

2000-2003

 

My role with Ngai Tahu was primarily around creating a strong tribal economy and developing strategic partnerships with Crown agencies in the health, education and welfare that enhanced the economic and social development of Maori and the community throughout Otago.

 

 

Therapist - New Zealand

Moana House - Therapeutic Community

1995 - 2000

 

After my training as a psychotherapist and postgraduate in psychological medicine, I worked as a therapist with offenders and their whanau in a long-term therapeutic community.

 

 

Restorative Justice Facilitator  - New Zealand

Restorative Justice Otago 

1999 - 2002

 

Having a passion for creating a community that allows for equality I was apart of the initial pilot program of Restorative Justice through the Department of Corrections and went on to both become a facilitator and eventually write my Masters Degree in restorative justice.