Gina Cawson

• Responsible for leading a tactical team to drive strategic iniitiatives • Developing each program from concept through to implementation, while enhancing processes and addressing gaps to maximum the results 1. Product rationalisation – migration of customers from aged infrastructures/products onto target propositions ensuring the customer migration journey is seamless 2. Fit-4-growth – cost out program to remove redundant access methods 3. Product Action Team - cost out initiative focused on migrating customers from aged technology • Key area of focus: o Budget management o Resourcing (up to 32) o Development and delivery of the programme’s strategy o Gaining cross-functional departmental buy-in o Developing customer and product migration mapping o Managing stakeholder expectations including the Executive Board in New Zealand and the Global Committee • Key achievements include: o Delivered all facets of the programme to time and budget o Achieving annual savings (Y1 = $2m, Y2 = $5m, Y3 = $8m, Y4 = $10m) o Improving operational efficiency across multiple product support areas o Lifting benchmark conversion rates

(CPE= Customer Premise Equipment) A new position established to address gaps in the management of customer premise equipment and base functionality for providing excellence in end-product and service delivery Managed the development of the core supply chain, asset registration and product development standards, for a portfolio of equipment spanning all segments of the business Achievements: > Successfully delivered the project to consolidate $4.4m of consumer equipment and procurement processes into a single warehouse > Improved inventory management, resulting in efficiency gains and expenditure reductions. Identified over 1200 stock keeping units of material down to business unit requirements, which reduced over-ordering and reduced shortfalls > Developed an enterprise equipment roadmap across numerous products, to define how to maximize the existing equipment and to identify the gaps that drive additional purchases > Drove business understanding of the financial treatment of equipment, to help determine which model was the most appropriate and to bring it under asset control > Effectively managed key stakeholder engagement and education on the current state of the stock on hand > Established a vendor laboratory to enable suppliers to qualify their equipment against the company’s network, resulting in operational cost reduction support for non-capability devices. Reduced the stock holding by $6m

• Project managed the development of a new business stream for HRV from pilot phase to delivery including: o Business modelling o Management of the logistics of installation crews and sales force o Reporting o Setting up the end-to-end procedures and administration • Achievements: o Ensured the end customer received a great level of service and a positive experience of HRV o Instilled culture of ‘help my colleague’ and ‘own it for the customer’ through a development and training programme

• Managed a new vendor and proposition from development through to delivery • Established an education forum to promote a positive perception of the product and service • Ensured selection and delivery of products in the right quantities at the right time to support the business unit, campaign and sales execution • Assessed key product performance information Key achievements o Gained 40% of the market share within the first three months of launch o Exceeded previous uptake rates and achieved fastest-selling handset o Negotiated the device contribution margin, achieving $5 per unit o Developed guidelines to drive decision making by all Product Lifecycle Managers o Defined the internal selling strategy for the product, including upsell options and promotional marketing strategy, which became the benchmark of excellence for product delivery o Managed relationships with two large international vendors to deliver to SLA

Created the role after identifying a new opportunity and writing a business case that was successfully presented to the Executive Committee Devised and led changes to the testing environment to support the W850 network launch Achievements: o Successfully implemented an outsourced testing facility, which achieved a 50% reduction in time-to-market delivery cycle and reduced the risk of non-delivery o Managed relationship with the international out-source partner o Rationalised processes to achieve efficiencies and cost reduction o Delivered a change management programme to enable 15 products to be available for the launch, plus rollout of an additional five products within two months of the network launch

* Establish a team to project manage products to market * Management of the technical development of the products * Driving the resolution of in-life issues, quirks or software development. * Central liaising point to prepare the business for the launch of a new product

* Ensure the development and delivery of robust capital management and prioritisation processes for Telecom Retail * Develop consumer plan initiatives with business units (both strategic and tactical) and ensured there was a robust analysis to support the capital project OPEX requests * Report on the retail groups planning priorities and future projects to the Retail CIO team and TSS * Provide peer review of all retail business cases to ensure alignment to plan and financial allocation.

* Management of specific mobile overseas equipment manufacturers (OEM) * Project management of products to the market * Product lifecycle management of Sanyo, Samsung, Nokia mobile products

* Responsible for identifying process improvement opportunities, gaps analysis and recommendation to move forward * Facilitated workshops to identify key processes and gaps * Change management of a new operating rhythm across TNZ * Developed full documentation of the end-to-end process and user manuals * Set the overall governance and reporting structure

* Development of the TNZ retail mailer, working within strict printing deadlines * Reviewer and approver of all partner dealership advertising * Negotiated the increase of distribution at minimal cost impact * Facilitated workshops to educate the channels on advertising legal requirements