1. Curriculum Vitae
Gaylene Michele van Ryn
Personal Details
Postal Address 118 Oroua Street; Eastbourne
Phone 04 562-7136 (hm) ; 590 7236 (wk)
Email Gaylene.vanryn@transpower.co.nz; pgvanryn@gmail.com
Career Profile
I am a diligent professional, with a robust programme and project background,
having gained experience by significantly contributing toward many complex
Transpower delivery programmes throughout the past 15 years. I am accustomed to
providing a wide range of high level support and coordination, including critical
path analysis, reporting, scheduling and financial management, governance,
communication and change management facilitation to the Programme Director,
Project Managers, Project teams, PMO and key stakeholders.
I have a genuine enthusiasm for project work, coupled with high motivation and
personal excellence. Successfully supporting the drive towards several full delivery
lifecycles, while facilitating strong relationships between numerous project and
business teams.
Current Technical Capability:
 Office Products: Microsoft Outlook; Excel; Visio; PowerPoint; Skype for
Business 2005
 Project Tools: Microsoft Project 2010; Microsoft SharePoint and TIPU Enterprise
Project planning and Management Tool; Prince2 methodology with PMBOK
standards framework
 Financial Management: Oracle - PeopleSoft v9 ; MYOB; Maximo Inventory
software
 Contract Management System: CMS vs 6.7.9.93 a web-based application
designed specifically for contract lifecycle management
 Other: Adobe Photoshop; Adobe Illustrator; FCM e3 Travel Solutions tool

2. Career Summary:
Transpower 2000 - Current:
Project Summary
 2014-Current: Senior Programme Coordinator PRISM Programme (SCADA
EMS Upgrade 2.6):
Managing a programme of $26M budget while providing
support for the 30 project team members. This project
implemented an updated version of GE Alstom’s Supervisory
Control and Data Acquisition/Energy Management System
(SCADA/EMS) - the primary tool for operating the
transmission network. Together with delivery of the
supporting hardware and software infrastructure.
 2011-2014: Senior Programme Coordinator Telecommunications and
Networking (TNP) Programme:
The 6 year programme delivered a new broadband fibre
based telecommunications system for Transpower’s national
network. The role assisted the Financial Controller with
managing the $240M budget and providing support for a
team of 20 contract staff and 15 Transpower personnel.
 2009-2011: Senior Programme Coordinator with the Market System and
Transmission Assets (MSTA) team:
Maintaining the division’s project deliveryframework.
Overseeing the capital projects and investigations through to
delivery. Managing Resourcing levels; project schedules;
business processes; Risks and Issues; monthly reporting and
budgetary requirements at a programme level.
 2007-2009: Senior Programme Coordinator Market System Replacement
(MSP) Programme.
Managing a budget of $70M and providing support for a
team of 35. This programme of workdelivered significant
improvements to Transpower’s market systems to meet its
regulatory obligations to the NZ Electricity Authority (NZEA),
by providing zero-defect 5 minute pricing and despatch.
 1995-2015: Co-Director and partner of “Trophy House and “Innovative
Laser” (In parallel with my full time Coordinator
responsibilities):
Retail laser cutting business and distributor of awards and
trophies for schools, corporates, sports associations and
teams. The Business was managed by my husband, with
office management, staff control, MYOB financials and

3. marketing input from me. The Business was sold in 2015.
 2006-2007: Project Coordinator SCADA EMS Upgrade 2.3
 2004-2006: Programme Administrator Project Support Office (PMO)
 2003-2004: Project Administrator: Oracle - PeopleSoft v9
 2002-2003: Programme Administrator IST Planning Group
 2000-2002: Project Administrator SCADA EMS Upgrade 2.1 and PeopleSoft
Upgrade
Key Competencies:
Organisation, Communication, Financial Management, Reporting, Risk Management,
Team coordination and Flexibility are fundamentally important to the role of any
Project/Programme Coordination position. Together with an ongoing Commitment
to Excellence. I have ability in all of these key competencies:
Organisation:
Assisting the Programme Managers with data analysis for business case
preparation.
Provided project planning and scheduling support across several complex control
system upgrades (through the master Project Schedule in MS Project). Early
identification of resource contentions/ scheduling risks, while contributing towards
effective mitigation strategies.
Tracking and reporting of all key milestones and dependencies across the
programme.
Ensuring accurate resource levelling and resolving of resourcing contentions.
Document management – ensuring set deliverables are satisfactorily completed,
signed off and stored in the appropriate project directory; assisting with the
development and updating of key project documentation including the Project
Management Plan and Stage Gate sign off reports. Management of the project
SharePoint site (documentation and information repositories) including the
document library, version control and approval history.
Financial Management:
Maintaining and reconciling the Excel financial workbooks associated with each
programme - tracking project expenditure via the agreed process through Financial
Management System (actual expenditure verses forecast) and providing Project
Managers with regular budgetary reporting information.
Monthly forecasting challenge sessions with the Project Managers and loading FECs
in FMIS.
Setting up purchase orders for the assigned project streams, based on appropriate
source information and tracking costs by monitoring due payment dates to agreed
delivery schedules.

4. Accrual process (receipts, update accrual log, updating workbooks), reviewing as
required with the Senior Project/Programme Manager
Reconciling and processing invoices for the assigned project streams promptly and
updating the invoice tracking log, accruals log and financial workbook records
accordingly
Preparing PAR (Business Case Adjustments) and tracking them to ensure timely
acceptance and approval. Updating the workbooks with this revised costing
information
Coordinating project journals as required - for permanent staff and contractors
working across multiple projects.
Coordinating hardware and software procurement activities where applicable and
ensuring quotes are processed and purchase orders are raised promptly.
Arranging set up of new vendors in FMIS as required with bank details; GST
references and other costing information.
Assisting the Project Manager with financial close out and decommissioning
activities. Preparing the aqppropriate status documentation for IDC cessation and
identifying the assets of the project in preparation for the Project Close form and
Lessons Learnt report.
Reporting:
Establishing consistent practices and standards adhering to the organisational
governance for project planning, reporting, change control, risk management and
milestone tracking in SharePoint. Consolidating the monthly updates and initiating
reminders of the procedures to project Executive for final completion by due
deadlines.
Risk Management:
Maintaining the Risk and Issues registers, Actions log and Lessons Learnt
repositories on a weekly basis as part of the Project Leadership updates.
Communication:
Meeting set up for weekly PAT (Steering Committees); Team and Technical daily
meetings; Weekly Project Scheduling Review sessions; Management Advisory Team
monthly meetings; Weekly TP Executive meetings; daily Defect Review actions;
Weekly Operational meetings; Monthly Design Authority sessions; Monthly
Commissioning Group ; Weekly Project Leadership meetings; Monthly
communications review sessions.
Ensuring timely updates and distribution of Invites, Agenda, Previous Minutes, plus
ad hoc discussion papers formalising the associated document pack in line with
business policy and stakeholder expectations. Following up action points as
required prior to every meeting commencement.

5. Project Intranet updates on a monthly basis with the project newsletter for the wider
business inserted on the intranet “Volt” page
Team Support:
Coordinating the necessary contract documentation and facilitating the completion
of the recruitment documentation via the Contract Management System (CMS)
through the parent vendor company.
Ensuring contract documentation, access requirements and on-boarding
procedures are in place before project personnel begin their engagement with
Transpower. Arranging and providing induction for new project members, with a
run through of current Health and Safety practices.
Storing current records of all contracts in CMS once fully endorsed. Maintaining
accurate follow up procedures on expiry dates with a register of project personnel
containing expiry dates and extension periods as agreed.
Cancelling building and network access through the IT disabling request process, as
contractors roll off the project.
Arranging domestic travel approvals and bookings as required through the FCM
Travel booking tool, for domestic and international travel. Drafting memo in a
timely manner for CEO approval (for overseas travel requirements)
Pre 2000 Career Summary
 1995-1999: Franchise Owner for the first Lollipops Playland in the Greater
Wellington Area. (staff of 10 full and 30 part timers)
 1993-1995: Census Enumerator and Household Labour Force Interviewer,
collecting data to incorporate into the quarterly surveys. Both
roles were part time, working for the Department of Statistics
while looking after a young family.
 1990-1993: Travelled overseas to England and Europe followed by
Maternity Leave (3 children)
 1989-1990: “The Bodyshop” Systems Manager: Responsible for setting up
the national store systems and the mail order distribution
network for the newly opened “Bodyshop” Franchise (sole
charge)
 1986-1989: Lower North Island Area Manager “Art for Art Sake” (Staff of
10)
 1984-1986: Assistant Executive Officer - Revenue Control; IRD ( Staff of
54)
 1982-1984: Office Examiner (Internal Auditor) – Police National
Headquarters ( staff of 3)
 1981-1982: Police Promotion Examinations Administrator (sole
charge)

6.  1979-1981: Senior Accounts Clerk – Department of Labour ( staff of 3)
 1978-1979: Junior Accounts Clerk – Department of Labour
Training Courses Attended:
 Staff Relationship management within the office - Labour
 Trade and Industrial disputes course - IRD
 Staff selection seminar - Labour
 Effective advertising seminar - IRD
 Writing job descriptions - IRD
 Supervision Course - IRD
 Writing for the Minister - Police
 Building warden training - Police
 Census enumeration - Statistics
 Interviewing techniques –Statistics
Referees: Available on request