PHONE 040 662 5990

E-MAIL karenwal@bigpond.net.au

Karen Walker
Change Manager + Coach +
Communicator + Facilitator

CAREER PROFILE
Karen Walker is a business professional with 30 years experience, the constant through a diverse career is her
involvement in the implementation of new and innovative practices, and establishment of Greenfield operations, with
experience in managing, leading, coaching and supporting change for individuals and organisations.
With her career starting in human resource and information technology roles, Karen worked as a Trainer and Coach
in the gaming industry, and in Government Regulator, Senior Operational Manager and Acting General Manager /
Director roles in the casino industry (development, coaching and management of customer-facing Team Managers
and Teams). As a consultant Karens areas of experience are Customer Service and Delivery Models, Capability
Development, Workforce Management, Technology enabled Business Change, Supply Chain and Logistics.

15 years experience consulting in organisational change management, change communication, strategic

management, change program and project management
Communication and marketing experience includes six years as a freelance journalist, senior tutor in sales and
marketing, marketing strategy development, corporate communication, public relations and change
communication for internal and external audiences
Coaching and training delivery experience includes designing nationally accredited training courses, trainer,
coach and business tutor roles
Leadership and management experience includes recruitment, coaching and management of change
management teams; and 150 300 customer service staff as a senior operational manager and acting general
manager / director roles in the casino industry
Strategic management experience includes identification of strategies supported by business plans, articulating
the case for change and change strategies, political papers / reports, and strategic planning improvement
International experience includes working for clients based in New Zealand, United Kingdom, USA and South
Africa, in addition to supporting change impacting global workforces.

AREAS OF SPECIALISATION

Organisational change
Communication / Marketing

Coaching / Capability development

Stakeholder engagement

Management
Strategy

KEY COMPETENCIES

Demonstrating empathy & active listening

Giving effective feedback when coaching people: new to role, require the adoption of new behaviours, ways of
working & soft skills, coaching to achieve performance goals, are experiencing change, are responsible for
leading change
Building & maintaining open & reciprocal relationships
Effective facilitation & guidance of a group to appropriate & useful outcomes, in a constructive manner
Effective exploration of alternatives & positions reaching outcomes that gain all parties support & acceptance
Analysing situations & problems so as to design effective solutions, workable frameworks & plans

INDUSTRY EXPERIENCE
Health, Education, Community
Medibank
Order of St John
Youthtown NZ
Deakin University
Crown Institute Auckland
LaTrobe University
Electricity, Gas, Water
EnergyAustralia
Origin Energy
Melbourne Water
Manufacturing
Cadbury Schweppes
Treasury Wine Estates
Aristocrat Technologies
BOP Tauranga Ltd
KAREN WALKER

Government
Department of Justice
Casino Control Authority
DIIRD
DEPI
Auckland City Council
Department of Defence
ASQA
South Africa Gambling Board
Transport and Storage
Asciano
Australia Post
Air New Zealand
Australian Air Express
Property and Business Services
IBM Australia
Centro Retail
Unisys

BearingPoint
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Finance and Insurance

BNZ

ANZ

National Australia Bank

CGU Insurance

SuperPartners

AIG
Communication

Telecom / Telstra / Sensis

Casino International

IGWB

Vnet
Cultural, Recreational Services

TAB Victoria

SkyCity Ltd

NZ Community Trust
Hospitality Association of NZ

Summary of Type of Change Experience

WORKFORCE TRANSFORMATION AND CHANGE
Cultural, behavioural, ways of working
Change Manager, EnergyAustralia, Customer Care and Billing project
Change Manager, Australia Post, National IT & Retail Service Desk project
Change Manager, CGU Insurance Account Management Transformation
BOP Ltd Tauranga NZ, 2-day Leadership and Emotional Intelligence course development and coaching
Program / Change Manager, Auckland City Council, Ways of Working Program, Customer Service Improvement, City
Ambassador programme review, Parking Enforcement service review
Gaming Machine Operations Manager, SkyCity Ltd - new service delivery and workforce management model for ~150
customer facing roles, creating small venue customer experiences in a large venue
Training development and delivery, Host Responsibility, Problem Gambling, NZQA accredited, including workshops and
coaching, various gaming venue operators and NZ Hospitality Association
Restructures, organisational design, new business models, service delivery, business improvement
Senior Consultant, Change Management, BearingPoint Ltd NZ - Air New Zealand Transformation
Change Manager, Melbourne Water, new business models and service delivery
Change Lead, Australia Post - Business Intelligence transformation
Change Manager, Cadbury Schweppes, Tradespend Transformation
Change Manager, Auckland City Council restructure
Outsourcing, offshoring

Change Manager, Treasury Wine Estates, Supply Chain Transformation

IBM Change Lead Telstra Supply Chain Transformation

Mobility

Change Manager, KPMG, BYOD initiative

Senior Change Management Specialist, Telstra, CYOD initiative

Compliance, regulatory

Change Manager, UniSuper, Insurance Review

Change Manager, Origin Energy, Retail Emissions
Change Consultant, Centro Retail, Emergency Services Management
Change Manager, Auckland City Council, Development Contributions
Compliance Consultant, GGS, South Africa Gambling Board, audit / review of gaming operator

Capability development

Management Consultant BOP Ltd Tauranga NZ, Leadership & Emotional Intelligence coaching
Senior Tutor, Sales and Marketing, Crown Institute Auckland NZ
Trainer and Coach, TAB Ltd, venue management and customer service delivery (1 year)

TECHNOLOGY ENABLED BUSINESS PROCESS AND ORGANISATIONAL CHANGE

Process, Technology integrations and transformations
Change Manager, Department of Justice, core business system replacement, integration with other agencies
Change Manager, National Australia Bank, Dynamic Pricing initiative
Change Manager, TradingPost online transformation
Change Manager, CGU Insurance IT Transformation programs.
Change Manager, Department of Environment and Primary Industries, ERP Upgrade, Oracle
Change Manager, Australian air Express, iCargo implementation,
Collaboration, communication, document and record management

Change Manager, HCL Technologies ANZ MS SharePoint & Exchange infrastructure upgrade,
Change Manager, Department of Innovation, Industry & Regional Development, EDRMS
Change Projects Manager, Auckland City Council, Report Tracking

Outsourcing, offshoring

Change Manager, Treasury Wine Estates, Supply Chain Transformation

IBM Change Lead, Telstra Supply Chain Transformation
Change Manager, Australia Post, National IT Service Desk transformation

SUPPLY CHAIN AND LOGISTICS TRANSFORMATION AND CHANGE

Change Manager, Treasury Wine Estates, Supply Chain Transformation
KAREN WALKER

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IBM Change Lead, Telstra Supply Chain Transformation

Change Manager Cadbury Supply Chain Transformation
CHANGE MANAGEMENT CAPABILITY DEVELOPMENT
Business change capability
Change Manager, nabCapital, PiTN implementation
OCM Consultant, Medibank, transformational change capability development
Management and recruitment of change management teams
Change Manager, National Australia Bank, Business and Private Banking, recruitment
IBM Australia, Senior Managing Consultant Organisational Change

Highlights of Consultant Experience

ANZ Bank
Change Manager
(8 mths, 2012 - current)
Unified Scanning and Digital Cheque Clearing projects, impacting the Australian Banker network, supporting
significant business change associated with innovative digital ways of working and interacting with customers:
Risk assessment, 3 months prior to implementation, identification of impacts and associated readiness
activities, previously not understood

Planning of OCM stream activities for both projects

Brand and key communication message development, including Banker and Customer experience proof
points, for both projects, and stakeholder engagement

Validation of change impact assessments

Current contract finishing due funding change

Change Manager via HCL technologies, supporting the business change associated with global upgrade of
Microsoft SharePoint and Exchange, and supporting applications, impacting ~76,000 people globally.

Stakeholder engagement

Change Impact Assessments, Change Management and Communication Plans

Communication audience analysis and approach. creation of all communication materials

Education Strategies
Achievements and outcomes:
1. Completion of a detailed impact assessment of the Exchange Upgrade, identification of readiness
requirements of impacted groups, and the creation of key communication messages and intranet materials.
2. A primary impacted group for Exchange Upgrade was ~1,500 owners of applications that relay with Exchange.
Facilitated the identification of these stakeholders, associated remediation activities to achieve compliance with
new security and in-country requirements, also compatibility with the new infrastructure.
3. Completion of an analysis of Current versus To Be Operating Environment for ~20,000 existing SharePoint
sites and ~5,000 site collection owners globally, identification of organisational change risks and issues, and
outstanding decisions regarding roles, responsibilities, policies and processes.
4. Development of a survey for current owners of SharePoint sites, to enable ANZ to have an evidence-based,
quantitative and qualitative view of how SharePoint was currently being utilised globally. This enabled ANZ to
make informed decisions regarding future strategies and policies for SharePoint.
5. In the absence of any forum of business users, created and managed a SharePoint Working Group composed
of representatives of key owners of SharePoint sites supporting business critical activities. Resulted in the
identification of the impacts of proposed migration approaches, and provision of business inputs to decisions
regarding governance, policies, procedures, management and configuration of new infrastructure. Quotes, key
business stakeholders, It's been the best experience I've had working with Technology, that's largely
because of Karens efforts .. her positive attitude and willingness to help throughout.
6. Identified the multi-channel communication approach to support the upgrade of SharePoint, involved using
existing intranet channels managed by Technology and creation of an intranet site that was collaborative and
interactive, including blogs and discussion boards. A communication approach that enabled effective interactive
communication with a large, globally dispersed audience that was not resource intensive.
7. Creation of key communication messages and communication supporting the SharePoint upgrade.
8. Completion of a training needs analysis for end users both generic and site owners/administrators.
Change Leadership Coaching
Coach
Facilitation of half day group workshops
Individual change leadership assessments
Leadership coaching plan
Targeted change leadership coaching and skill development
Treasury Wine Estates

Change Manager

KAREN WALKER

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current

2 month contract

Supporting phase 2 of a supply chain transformation program, introducing a 4PL logistics management model with a
joint venture partner, impacting national and international product distribution.
Stakeholder engagement
Technology Cutover and Operations Transition Communication planning and key messaging
Change Readiness assessment
Creation of communication channels and materials
Contract finished due to project budget cuts
Achievements and outcomes:
Communication planning for technology cutover and operations transition adopted for future implementations.
LACCAL Consulting Change Manager & Communications Advisor
(9 mths, 2010 - 2012)
1. Client: Centro Retail Review of Emergency Management Services project
Stakeholder engagement and involvement in solution identification, provision of associated recommendations
Developed client stakeholder engagement and communication plan
2. Client: Department of Justice, Infringement Management and Enforcement Services Project
Project Change Lead, project implementing modernisation, significantly new ways of working for State people, its
third party service provider and agencies, enabled by new core business technology impacting over 1,000 people.
Defined business change impact, readiness and effectiveness measurements aligned to benefits sought
Developed organisational change management strategy including stakeholder engagement, communication,
organisational design and learning, supported by a schedule (plan) of activities
Developed a communication plan and communications
Engaged impacted teams and agencies, in transition planning activities, established and facilitated a cross
organisation / agency leadership forum, also vendor management
Developed and implemented a transition planning at business unit level approach to achieve organizational
design requirements and maintain business continuity
Collaborated on union notification communication and industrial relations management
Changeworks
Melbourne Water Change Manager
(4 mths, 2012)
Supporting the change of service delivery model and contractor workforce, for two projects.

Change Plan and Change Readiness Assessment, MALRC

Initial 8-week Engagement and Communication schedule and deliverables, Capital Works

Change Management and Communication Plan, Capital Works

Achievements and outcomes:
1. Change Management and Communication Plan supporting the introduction of a new service delivery model
with new third party service providers for Minor Capital Works and Maintenance (MALRC) for water and
sewerage facilities and engineering activities, 3 months prior to the new contracts being implemented.
2. Identification of all areas of Melbourne Water impacted by the new MALRC contracts, engagement of both
leaders and middle managers within these groups. Created a Melbourne Water wide awareness of the nature
of change being introduced, activities different parts of the organisation needed to undertake to be ready to
meet both short term to ensure service delivery and safety requirements, and longer term to achieve the
benefits.
3. Creation and facilitation of a Change Readiness Assessment for new MALRC contracts, new service providers
and transitioning to a new operating model. Involved ~40 face-to-face sessions with ~50 people across all
areas of Melbourne Water and sites. The recommendations in the change readiness analysis report were
implemented by Melbourne Water, primarily activities to facilitate the adoption of significant changes in working
practices, thinking and behaviours regarding service provider relationships, supported by more audience
focussed, team manager led communication.
4. Creation and management of a 8-week communication and engagement plan to support the announcement of
tenders open for new contracts supporting Capital Works for Melbourne Water and the delivery of their next 9
year Water Management Plan. Included engagement of Employee Relations and Probity consultants ensuring
communication activities met all legal requirements of impending significant changes including a restructure.
5. Change Management and Communication Strategy and Plan for the next year, with supporting schedule of
activities, to support engagement of new service providers through the tender process, and the transition of
Melbourne Water to a new operating model for Capital Works, involving a restructure, increased capability in
relationship, contract and project management. Recommendations implemented included how to transition to
new functions, roles and responsibilities, new policies, processes and supporting technology tools.
Australia Post ,
Change Manager / Lead
(8 mths, 2006 - 2010)
1. Business Intelligence Solutions Program established to provide Post with the insight to inform decisions
on how best to structure and operate their logistics network, to meet short and long term strategic goals.
KAREN WALKER

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Program of 5 projects implementing significantly new and different organisational approaches to business
intelligence changing the majority of work practices in reporting and analytics, introducing a new operating
model and impacting over 1,000 people nationally.

Assessed the external and internal drivers, strategic intent and developed a case for change

Described the high-level future state and assessed the nature, the scale, scope, complexity and context of
change, recommending approaches to achieve benefits and organisational value sought

Developed a benefit story board; defined business change to achieve future state

Defined business change impact, readiness and effectiveness measurements aligned to benefits sought

Developed an implementation plan supporting new team, capability and service delivery, including
organizational design considerations

Interviewed and engaged ~30 key stakeholders

Developed change management and communication strategy and plan

Coaching and mentoring of junior Change Manager, including development of career framework
2. National IT and Retail Service Desk Project People and process change to support moving to an ITIL service
desk environment and an out of the box incident management system, and migration of IT service desk to a new
service provider. Involved the implementation of one point of contact for Posts service desks, changing how Post
incident resolver groups and external resolver groups interacted and communicated, and the customer service
experience of all Post people reporting incidents. Impacted ~30,000 people nationally.

Provision of methodologies, planning of change management and communication activities and resources

Management of all discovery phase change management and communication activities and resources

Development of change strategy including communication, process redevelopment, process implementation,

organisation impact and readiness, change agent and resource, knowledge and capability training, Retail
Service Desk reassignment and stakeholder engagement strategies.

Provision of communication, change agent and resource, and stakeholder engagement plans.

Execution of communication plan including drafting and delivery of all communication, discovery phase.

Execution of change impact assessment workshops and provision of Change Impact Report.

Execution of stakeholder engagement plan.

IBM Australia Senior Managing Consultant: Organisational Change
(15 mths, 2009 - 2010)
Telstra Integrated Supply Chain Transformation Program, core business system replacement and associated
process re-engineering for the outsourced $1b Telstra infrastructure logistics and supply chain operations:

Planned organisational change management and communication activities and deliverables for 1 year period,
including adaption to agile delivery methodology, and change, communication, training resource requirements

Engaged key business partners and senior client management

Developed communication and learning development process and governance in consultation with client

Assessed business change, capability/learning impact and communication needs

Part of response team to a Request for Proposal, online transactional platform replacement and integration
Role made redundant as part of IBM global redundancies
NAB
Change Manager
(12 mths, 2007 - 2008)
1. Implementation of technology and process improvement with significant behavioural, learning and
performance change challenges. Impacted ~4,000 bankers across ~120 banking centres nationally.

Identified banker behavioural and negotiation skills learning needs for increased requirements to pitch for
business aligned with Nabs positioning as a high quality customer service brand within the marketplace

Worked with HR Business Partner on changes to associated bonus and reward packaging

Created and executed change management plan, including communication and training plans

Assessed business impact

Identified and engaged stakeholders, including visiting business banking centres, engaging business partner
groups to communicate key messages, participation in NAB staff engagement and communication channels

Developed communication products

Created learning and capability development strategies

Key achievements

Achieved voluntary user adoption at implementation of new technology which was not a cutover scenario (i.e.
old technology still available), exceeded projections and expectations of senior management

Established an effective national change champion network for nab business banking centres, which was a
first, to support the effective engagement, communication, coaching and management of Bankers in the
application of new behaviours and quality of negotiation skills, and to be used for future change communication
and engagement activities
2. nabCapital Change Manager, implementation of new business change capability; introducing new quality
criteria and responsibilities for executives, senior managers and project resources supporting programs and
KAREN WALKER

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projects, requiring capability development through the customisation of learning and support collateral,
change in current thinking and approaches, impacted approximately 1,000 staff.

Developed and executed implementation and communication plans, including establishment of a SharePoint
site for interactive, two-way communication supporting a new community of practice

Facilitated change impact assessment workshops and developed impact report, identifying changes to roles,
capabilities and performance, communication audience needs

Developed and delivered communication activities

Reviewed and customised existing learning and performance support materials to fit nabCapital context

Identified and engaged stakeholders, providing initial briefings, coaching and support

Designed hyper-care provision pre & post implementation for impacted project managers

Participated in relevant knowledge sharing and communities of practice forums within nab group
CGU Insurance
Change Manager
(9 mths, 2006 - 2007)
1. Account Management Program, transformation aligning the organisation with a new account management
model, customer focus and customer segmentation; significant cultural, behavioural, learning, organisational
design and process changes impacted approximately 400 staff nationally.

Implemented change strategy for design phase, provided detailed change management and communication
stream schedules of activities

Worked with HR business partner on changes to role definitions, banding and remuneration

Identified and implemented Change Agent plan, including engagement and support of Change Champions, a
working group of employees representing impacted teams nationally, to engage and involve in activities to
support the design and implementation of change, including communication planning, messaging and
deliverables

Identified and engaged stakeholders, including half-day workshop for senior management Getting Ready
how excellence in account management translates to behaviour and services
2. IT Transformation program, 7 business process & technology projects, impacted ~ 2000 staff nationally.

Provided business change management and communication framework and tools

Planned program change management and communication stream activities and requisite resources

Developed an organisational change and communication strategy

Executed communication plans, creating communication collateral

Executed learning plans including training needs analysis and instructional design briefs

Assessed business impacts

Developed implementation plans

Auckland City Council
Program / Change Manager (2002 - 2006)
2005 - 2006 Programme Manager, implementation of flexible working arrangements, associated human resource
policy changes and capability development, redesign and refurbishment of offices, and supporting technology use.
Identifying and supporting behavioural and cultural changes associated with moving to virtual and mobile teams.

Development and management of project plan, risk register and change strategy.

Management of relationships with senior management, contributors, stakeholders, external consultants and
programme partners.

Design and facilitation of change, consultation and communication activities.

Change impact assessments, including staff surveys and engagement activities, bums on seats analysis to
identify office space requirements

Programme benefits and measure reporting.

Business analysis and development of case for change.

Flexible Ways policy development, supported by implementation approach and plan.

Key achievements

The Flexible Ways of Working policy and implementation approaches approved by General Manager HR, as
Auckland City Councils #2 priority to implement.

KAREN WALKER

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Awards

Harrahs New Zealand 1997 Chairmans Award Finalist for Excellence in Managing People, a SkyCity Board
nominated award
Harrahs Quest for the Best Manager award, 1996, an employee nominated award

Further Education

Masters underway, business papers completed: Values & Conflicts in Organisations, Management of Change, at
Charles Sturt University
Certificate of Practising Management, New Zealand Institute of Management, 1998
Managerial Excellence Programme, University of Auckland, Executive Programmes, 1998
Bachelor of Arts, University of Melbourne, degree incomplete; Swedish Language and Literature major

Professional learning
Knowledge, Culture & Change in
Organisations Conference
Words, language & anthropmeaning
Blending Learning at IAG

3 day
4 weeks
2 days

Cambridge University

2008

Council of Adult Education

2007

CGU Insurance

2006

Creating loyal and profitable customers

Half day

Knowledge Gym NZ

2005

Looking after yourself, work / life balance

during change

Half day

Mental Health Foundation NZ

2005

Design Employee Communication

Strategies that Engage Employees

half-day

Public Relations Institute of New Zealand

2004

Coaching and Mentoring

2 day

University of Auckland

2000

Business Planning

1 day

Gosling Chapman BIZ

2000

Controlling Alcohol Risks Effectively &

Problem Gambling

2 day

Harrahs Sky City

1997

NZQA Accredited Assessor

1 day

Harrahs Sky City

1997

Supervisory Skills

1 day

Harrahs Sky City

1996

Effective People Management Skills,

Negotiation Skills, Managing Conflict

4 day

Carter Jacobs & Associates VCGA

1994

3 month

VCGA

1994

Detective Training & Self Defence

4 day

VCGA

1994

Train the Trainer

3 day

Australian Hotels and Hospitality Association

1992

Presentation Skills

2 day

Unisys

1990

Managing Personal Growth

3 day

Blessing/White Mentor HR Group Unisys

1990

Time Management & Assertiveness

2 day

Cadbury Schweppes

1987

Casino Inspectorate Training

Membership

Member of Change Management Institute

Member of the Melbourne Cricket Club
Member of the Melbourne Football Club

Public Speaking

Facilitator of the Workshop, Evaluating and Measuring the Success of your Change Management Program, 30
January 2013, Change Management for the Public Sector
Chairperson of 1-day workshop on Customer Service for Frontline Staff, and speaker on Service Recovery.
Employers and Manufacturers Association of New Zealand, 2001

Change Management and Project Management methodology experience

Supported the implementation of NABs business change methodology, Projects in the Nab (PiTN)

KAREN WALKER

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Medibank implemented recommended option for increasing organisational change capability required for
achieving transformational change associated with a number of current and planned mergers and acquisitions
Experienced in the use of best practice methodologies including IBM, KPMG, BearingPoint, ADKAR (Prosci),
Prince2 and PMBOK project management methodologies, Agile SDLC approaches, worked as a Scrum Master

Consultant Career Overview

ANZ
ASQA
Systems and People
Hays IT
Telstra
UniSuper
Asciano
2010 current

ANZ
Changeworks
KPMG
Origin Energy
Granite Consulting
SuperPartners
LACCAL Consulting
Australia Post

2009
2010

IBM Australia
Cadbury
DIIRD

2006 2009

2000 2006

2004

National Australia Bank

Sensis
CGU Insurance
Australia Post
EnergyAustralia IPR
Clever Cookie Consultancy
Limited, Sole Proprietor
Clients included:
Auckland City Council
Bank of New Zealand
BOP Ltd Tauranga
Aristocrat Technologies Ltd
SkyCity Auckland
NZ Community Trust
GGS / South Africa
Gambling Board
BearingPoint Ltd NZ

KAREN WALKER

Change Manager, Unified Scanning & Digital Cheque Clearing projects

Change Manager, EDRMS implementation
Change Manager, SAP reimplementation, LaTrobe University
DEPI: Change Manager, ERP Upgrade. Program Change Manager
Treasury Wine Estates: Senior Change Manager, Supply Chain
transformation
Change Manager, DoJ, core business system replacement
Senior Change Management Specialist, CYOD initiative
Change Lead, Insurance Review Project
Change Management Lead, Maximas implementation
Portfolio Change Manager & HCL Technologies Change Manager, MS
SharePoint & Exchange infrastructure upgrade
Change Manager, Melbourne Water, MALRC & Capital Delivery Services
new business model & service delivery
Change Lead, mobileKPMG, BYOD initiative
Organisational Change Manager, Retail Emissions Program
Organisational Change Management consultant; Australian air Express
& Medibank, iCargo implementation & change capability development
Organisational Change Manager, nextGen
Change Consultant Centro Retail, emergency services
Organisational Change Lead, Business Intelligence Program
Senior Managing Consultant Organisational Change
Change Lead, Telstra Supply Chain Transformation, Phase 2
Change Manager, Tradespend & Supply Chain transformation
Change Manager, Electronic Document & Record management
Change Manager, Dynamic Pricing Project
Change Manager, business change methodology (PiTN) implementation
Change Manager, TradingPost online transformation
Change Manager, Account Management & IT transformation programs
Change Manager, IT Service Desk project
Change Manager, Customer Care and Billing project
Program Manager, Ways of Working program
Change Projects Manager, Report Tracking & Development
Contributions projects, Customer Service Improvement programme
Strategy & improvement, Parking Enforcement Service Delivery, City
Ambassador programme
Project Manager, Specifier / Provider model implementation
Leadership & Emotional Intelligence coaching
Change Manager, Restructure
Strategic management & business planning improvement
Internal Communication review & improvement
Training program development & delivery
Senior Consultant, Change Management, Air New Zealand
Transformation Program

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