Rachel Percy
Rachel has thirteen years experience across many facets of people and organisational performance improvement.
Core areas of experience are:
- Organisational Improvement – Including projects in: Creating a Values Based Performance Culture, Business Process Improvement, Organisational Change, Corporate Social Responsibility and Information Technology
- Facilitation and Training including Values Based Performance, Leadership Development, Facilitation skills, Train-the-Trainer, Teambuilding, Strategic Planning and more.
- Coaching – Rachel works one-on-one and in groups to enable people to understand their core values and create a life (and work) around them. Rachel also does targeted executive coaching for such issues as self confidence, prioritisation and time management.
Potentiality Ltd, New Zealand, 2003 – Present. Director
Achievements include:
Currently undertaking a project with large NZ company to implement a Values Based Performance Culture. Involves; project management, values coaching, values workshop design/delivery, and training client based co-facilitators.
Navigator with Cardinal Solutions, providing NZ companies with facilitation and coaching on leadership, coaching, performance management, teamwork, process improvement, and customer service (www.cardinalsolutions.co.nz).
Facilitator with BIZnorth delivering workshops and coaching on strategic thinking to small business
Facilitator with the New Zealand Institute of Management, running courses on leadership and DISC profiling (www.nzim.co.nz).
Contract Human Resources Advisory Servies to International Petroleum Laboratory (A subsidiary of the NZ Refining Company – (www.ipl.co.nz). Services included all facets of HR including training design, delivery, executive coaching, leadership development, performance management and industrial relations advice.
Strategic Advisor to the Robin Hood Foundation. A not-for-profit organisation that works with corporates in the area of strategic corporate social responsibility. Worked to improve the business model, establish ICT policies and procedures and worked along-side CEO, Jude Mannion, delivering services to many large NZ brands.
Worked with top NZ pharmaceutical company to produce a project management framework. This improved the chance of each project’s success and provided for organisational wide consistency.
Facilitated the development of a strategic plan, marketing plan and business development plan for a quantity-surveying firm. This was delivered through workshops and one-on-one coaching.
Developed and facilitated a large variety of sessions with different organisations. These included: strategic planning, leadership, teambuilding, creativity, time management, handling organisational change, facilitation, dealing with difficult customers, role definitions, coping with limited resources, managing email overload, delegation …
Worked one-on-one with a wide range of executive coaching clients. Areas of focused included project management coaching, prioritisation, time management, goal setting, work/life balance, leadership development.
Horwath Consulting London (Now BlueSpark), 2001- 2002
Senior Consultant & CRM/BPI lead
Managed up to five organisational development projects simultaneously. Majority of project work was carried out through facilitated workshops and one-on-one sessions with executives. As Horwath's leader for Business Process Improvement and Customer Relationship Management, I was heavily involved in marketing, speaking at conferences, planning and running seminars. Projects included:
Team-building work with two merging core departments to help individuals feel more involved and comfortable with the changes. This was accomplished through direct work with a member of the senior management team and facilitated workshops with all staff concerned
Led a client project team on a Customer Relationship Management project (CRM). The main focus of the project was to create a self-managed team within the client to drive the changes. This task involved some knowledge transfer of CRM and also involved recruiting and training a project manager.
Led a project to enable a large trade union to improve document management and business processes organisation-wide in order to improve services to members. This was achieved through facilitating workshops with all levels of staff.
Led the review of user requirements and advised on an approach to develop a web-based content management system and online community for a large membership organisation. Included facilitated workshops with the Senior Management Team and the project team to select appropriate suppliers.
Scoped a website for a trade association. This was achieved through facilitated workshops and discussions with marketing and information technology directors of large competing construction companies. (www.new-homes.co.uk).
National Autistic Society, London, 1999- 2001
HRMS (Human Resource Management System) Implementation Manager
Implementation manager of a human resource system across 22 schools and services. Role included:
Managing the project and project team, gaining buy-in at all levels of the organisation.
Managing external suppliers.
Customising the human resource system.
Improving business processes.
Developing and carryout end user training.
Recruiting and training a permanent team to maintain the system and continue the rollout.
Deloitte Consulting, New Zealand, 1997- 1999
Systems Analyst then Consultant
As a consultant – worked on organisational/business process redesign projects in the health sector and prison service. As a systems analyst - worked as a database administrator for a payables and receivables system and developer on PeopleSoft HR/Payroll.
EDUCATION and TRAINING Tertiary Qualifications
Bachelor of Science (Waikato University)
Masters of Management Studies in Technology (with merit) (Victoria University)
Scholarships
Deans Merit Award for Master of Science (Waikato University)
Sarah Anne Rhodes Scholarship (Victoria University)
Memberships
Associate of the New Zealand Institute of Management
