Kevin Ingram has over 20 years of experience in business management, project management, change management, and leadership roles in the telecommunications industry. He has a proven track record of delivering strategic business change and technology transformations through innovative solutions. His strengths include relationship management, commercial acumen, and people leadership. Recent contract roles include project manager at ANZ implementing a voice biometrics solution, senior consultant at Public Trust supporting a technology transformation, and business transition manager at Inland Revenue delivering digital channels.

1. Kevin Ingram CV 1
Kevin Ingram
 +64 (27) 623 2241  KevinIngram100@gmail.com
I am a professional Business Manager with an entrepreneurial and energetic persona to
deliver business strategies and imperatives. I have a proven track record in delivering
operational business and technology change through applying innovation and good
commercial judgment. My personal values of professional excellence, positive leadership
and creativity has allowed me to establish key relationships and successfully deliver valued
businessoutcomes.
Competencies
Project management and Facilitation – with over ten years experience in project and change
management, I am proactive and action orientated, combining a strategic view with a
“hands on” approach to secure the end to end delivery. Works effectively under pressure in
fast paced innovative environments where proactive decision-making is of paramount
importance.
Industry Knowledge – in depth and broad knowledge of industry trends coupled with
specialist experience in market analysis, customer trends and delivery methods. Maintains
industry relationships to uphold a thorough understanding of market developments to
deliverservicestoawide andvariedcustomerbase.
Business Strategy – understands the big picture and has contributed to organisational
strategic planning as well as the design of delivery operating models. Having a natural
analytic aptitude and pragmatic approach I demonstrate persistence and resilience to
overcome hurdlesanddeliverkeybusinessoutcomes.
Commercial management – engrained and passionate approach to the achievement of
commercial value uses past experiences to create trusted client and supplier relationships.
Utilities business focus to identify profitable opportunities and skilled in commercial
negotiationstodeliverservices thathave achievedapositiveP&Limpact.
Relationship Management – a highly developed communication and engagement style
which puts into place and maintains effective partnerships with business leaders,
management, external suppliers, customers as well as external authorities. I have led new
business partnerships from formation through to long-term agreements to create
sustainable businessoutcomes.
People Leadership - proven interpersonal and leadership skills which are enabled through a
collaborative and engaging management style. Through this style I have a successful track-
record empoweringcommittedandpassionatepeople todeliverachieve theircareergoals.
Keyachievements
Supported a number Wellington based “start up” businesses by providing a wide range
assistance, from commercial modelling, customer behaviour analysis, problem solving and
when required I have made myself available as a “sounding board” to listen and offer
alternative opinions. My personal achievement has been supporting others to grow their
personal capabilities,experiencesandbusinessmaturity.

2. Kevin Ingram CV 2
Successfully challenged existing Government procurement processes and led the
engagement with industry communities to deliver innovative customer tax and social policy
channel solutions. This “Crowdsourcing”, procurement approach achieved local and global
recognition, and has recently been adopted by other local New Zealand Government
departments.
Designed and led the operational delivery of a banking channel strategy ensuring that
investments in direct channels achieved a strategic beneficial change for retail and
wholesale banking consumers. The delivery of this strategy promoted a positive market
brand perception in addition to increasing the commercial value across sales and service
channels.
Led with executive support, supplier negotiations and delivered a pro-active customer
contact service. This service provided common banking information which reduced contact
centre call volumesandassociatedoperatingexpenseacrosstraditional channels.
Delivered business process change and implemented a sales and service operational model
which freed business capacity toimprove the quality of other sales portfolios. I designed and
implemented a change in business rules to de-leverage higher risk customer segments and
expandmarketshare inthe lowerriskcustomersegments.
Employment history
Company Position Dates
ANZ Projectmanager(Contract Sept15 – April 16
PublicTrust SeniorConsultant (Contract) November2014 – August2015
InlandRevenue BusinessTransitionmanager
(Contract)
August2013 – November2014
Chorus Change Manager (Contract) Jan 2012 – August2013
Kiwibank Channel Manager March 2008 – Jan2012
BritishTelecom Lead Service Delivery manager–
Governmentaccounts
August2006 - March 2008
BritishTelecom ProjectManager March 2004 – August2006
BritishTelecom BusinessChange Manager Jan 2002-March 2004
September2015 – April 2016 ProjectManager(contract) ANZ
My role is split into three areas, project governance, business change and technology
delivery for ANZ’s Voice Biometrics customer solution. My governance role includes senior
stakeholder management, financial planning and project reporting. My business change
responsibilities include developing and executing business change strategies to deliver
business process change to 1100 customer service staff. Finally my technology delivery
responsibilities include vendor engagement, putting into place commercial arrangements
(SOWs), project planning and execution within ANZ’s infrastructure and application
development,testandproductionenvironments.
November2014 – August2015 SeniorConsultant(contract) PublicTrust
During this contract period I provided change management expertise, which primary
involved putting into place key relationships between business owners and a technology
transformation programme. Having a sound business and commercial appreciation I was
able to support the design of future customer channel strategies and back office operations.

3. Kevin Ingram CV 3
With professional confidence I brought together business managers and technology vendors
and convey a common understanding of business goals to streamline the delivery of Public
Trusts core systemtransformation.
Achievements
 I have supported four Wellington based “start up” businesses by providing a wide
range assistance, ranging from commercial modelling, customer behaviour analysis,
UX and UI design, problem solving and when required I have made myself available
as a “sounding board” to listen and offer an alternative opinion. My personal
achievements have been supporting others to grow their personal capabilities,
experiences andbusiness maturity.
August2013 – November2014 BusinessTransitionmanager(contract) InlandRevenue
I was responsible for setting up and delivering digital channel and enterprise capabilities in
alignment with wider business transformation objectives. This included managing business
impact assessments, supplier selections, user experience and interface designs, technology
change and integrationstodeliverdigital servicesforGSTcustomers.
The two projectsthat I projectmanagedwere:
 Inland Revenue Mobile App for GST customer - I coordinated the delivery of the
business impact analysis and requirements capture, business case development,
supplier selection, user experience and interface designs, technology integrations
and businessprocesschange todeliverdigital mobile servicesforGST customers.
 GST submissions from external accounting S/W packages - I managed
infrastructure and customer service change by creating partnerships with MYOB and
Xero to deliver a business-to-business capability which allows customers to submit
tax returnsdirectlyfromwithintheiraccountingsoftware.
Achievements
 I successfully challenged existing Government procurement processes and led the
engagement with industry communities to deliver innovative customer tax and
social policy channel solutions. This “Crowdsourcing”, procurement approach has
achieved local and global recognition, and has recently been adopted by other local
NewZealandGovernmentdepartments.
Jan 2012 – August2013 Managerof Enterprise &CustomerChange (contract) Chorus
I was responsible for change leadership across customer channels which involved industry
engagement and leadership in the design of B2B interaction strategies and information
models to allow Retail and Wholesale businesses to successfully deploy New Zealand’s next
generationfibre basedsolutions.
I also contributed to the investment and business transition planning to support the delivery
of enterprise technology change brought about by the demerger of Chorus from Spark.
Kevin did this in parallel to delivering scalable tactical system and operational changes to
protectexistingrevenuesduringaperiodof significantbusinesstransformation.
Keychange initiativesthat Imanagedincluded:

4. Kevin Ingram CV 4
 Industry interactions framework - led the telecommunications industry
engagement with keyNew Zealand Retail Service providers, Wholesale businesses as
well as key Government stakeholders to design future business‐to‐business digital
channel strategiesandinformationmodels.
 Marketing, Sales and Customer services business planning - as an active member of
the leadership team within two key business functional areas, I supported the design
of the strategic business direction to deliver continued commercial growth which
exceededforecasttargets.
Achievements
 Led the telecommunications industry engagement with New Zealand Retail Service
providers, Wholesale businesses as well as key Government stakeholders to design
future business‐to‐business digital channel strategies and information models. This
set up a structured capability to ensure the successful deployment of next
generation fibre basedsolutions, increasingthe economical wealthof New Zealand.
 Technology leadership in the strategic business and investment planning, ensuring
that within a period of business transition a high quality, low cost to serve model
was maintained.
March 2008 – Jan2012 Channel Manager Kiwibank
As a Business owner with commercial profit and loss accountabilities for direct channel
services I have a proven ability to successfully analyse critical business requirements,
identify deficiencies and potential opportunities. This allowed me to develop innovative and
cost-effective solutions for enhancing competitiveness, increasing revenues as well as
improving customer service offerings. During this period I successfully lead the design and
deliveryof achannel strategythatissupportedbyan accomplishedsupportmodel.
Achievements
 Designed and delivered a direct channel strategy with CEO sponsorship and executive
support. The strategyensured thatfuture technology investments achieved a strategic
business benefit aligned to the organisations vision. Effective governance combined
witha proven projectdeliverycapability ensuredlong-termstakeholdersupport.
 Led and effectively managed all commercial agreements and negotiations at New
Zealand Post Group level and utilised contract relationships to achieve a significant
operationcostreductionacross directand distributionchannels.
 Led the successful industry engagement and project managed commercial processes
which led to the successful implementation of a corporate telephony and contact
centre managedservices.Thissolution exceededbusinesscase targets.
 Project managed the delivery of a pre-emptive customer contact platform where
retail banking customers receive proactive account information. I led the analysis of
consumer behaviours and delivered changes in mobile banking business rules to
successfully achieve a reduction in person to person contacts and reduce overall
contact centre operatingcost.

5. Kevin Ingram CV 5
 I delivered commercial agreements to enable mobile calling into sales and service
centre’s and increased channel profitability. I managed the end to end delivery
including the customer behaviour analysis to determine business impacts and revenue
opportunities.
August2006 – March 2008 Lead Service Deliverymanager BritishTelecom
I held responsibility for the coordinated programme management of related projects and
business as usual activities that together achieved a beneficial change of a strategic nature
for BT’s Advanced Voice and Contact Centre Applications portfolio. This included interfacing
with clients, cost modeling, managing resource needs, risks, issues and changes at a
programme level.
Responsible forthe projectmanagementanddeliveryof:
 Department of Works and Pensions contact centre infrastructure and applications
- led the engagement with UK Government departments and over seen the end to
end delivery of secure managed services to enhance BT’s portfolio of Hosted VoIP
Telephony and Contact Centre Application Services. The integrity of my delivery
supported significant net revenue growth with further solutions delivered to the
National BloodService andScottishPolice.
 Service delivery improvement programme - enhanced internal technology delivery
capabilities by creating new process capabilities aligned to SDLC and on-going
system management practices. This was rolled out across other service lines and
increased speed of delivery and customer perception of BAU management
processes.
 Broadband rollout to South Yorkshire - project managed commercial response
processes to the first European community proposal for the deployment of VDSL
services. Successfully project managed all technical and commercial inputs to allow
BT to tenderand wina projectvaluedat£200m.
Achievements
 In partnership with corporate sales team, led the engagement with UK Government
departments and developed the business case and market value proposition to
expand existing platform services to other non-restricted government agencies,
increasingservice profitability.
 Increased staff satisfaction from a starting point of 49% up to 71% by producing a
clear direction via a “strategy on a page”. Initiated a range of strategies to embed a
positive culture through regular staff communications on progress with a new
recognitionprogramme torewardandrecognise staff contributions.
March 2004 – August2006 Transmissionprojectmanager BritishTelecom
During this period I was responsible for project managing the design, build and integration
testing of core infrastructure. I also successfully brought about change within network
operating and service management processes relating to operational provisioning, assurance
and billing.

6. Kevin Ingram CV 6
Responsible forthe projectmanagementanddeliveryof:
 Huawei’s Core and Edge Transmission products – project managed the delivery of
transmission products into the UK’s national public telecommunications network.
This included the deployment of network management systems to allow a seamless
migrationpathfromLegacy networkstoa new PublicIPservice.
 New Partnership Agreements - negotiated strategic partnership arrangements with
preferred supplier and changed the basis of the existing arrangements to achieve co-
brandingandsharedriskand revenue profile.
Achievements
 Supported the development of BT’s internal service management model and
processes toimprove vendor relationships at an operational level and speed delivery
time to internal clients. This involved putting into place a joint operational model
that supported strategic supplier relations and ensured shared objectives were
achieved.
 Introduced risk management standard based on earned value management; this
introduced a project cost saving £186k during the testing of Huawei’s core DWDM
products.
Jan 2002-March 2004 Businesschange manager BritishTelecom
As a Business Change Project Manager driving business profit, growth and client value within
a National Six Sigma project, Kevin challenged existing operational processes and delivered
commercial bottomline results.
Achievements
 Providing project and change management for the integration of the network
engineering teams into the main wholesale business. This involved the dissolution of
support areas and the establishment of 2 new specialist business and asset teams,
which required careful migration strategies to ensure staff and customer retention.
Achievedmulti-millioncostsavings,acleareroperatingmodel forfuture growth.
 Launching a Quality Improvement programme with targeted improvements aligned
to new services and products that focused on the service management for key
corporate accounts.
1990 – 2002 Telecommunicationsengineer BritishTelecom
During this period Kevin held engineering responsibilities within British Telecom’s access and
core networks, managing network transformation and regional uplifts. During this period I
studied business management and progressed my career to a management position within
BritishTelecom.
Qualifications
 Businessmanagement –OpenUniversityDegree;

7. Kevin Ingram CV 7
 BritishTelecom’sExcellence inleadershipprogramme –2 yearstudyof leadershipand
business management;
 AssociationProjectManagementPractitioner;
 PRINCE2 Practitioner.
References onrequest