Josie Adlam. Strengths and Skills. Governance Experience. Mentoring and Advisory Experience

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1 I am a visionary and transformational executive leader with a deep commitment to seeing emerging and innovative businesses succeed and achieve their growth potential. Drawing on my unique blend of both industry and company lifestage experiences across a diverse range of strategic and operational organisational functions, I am now providing independent director, mentoring/coaching, and business strategy services to enterprising organisations and entrepreneurs in both Auckland and Wellington with a strong desire to accelerate their results. My experience with these clients ranges from early growth technology start-ups to established services industry organisations to high growth international market expansions. I have always had a natural aptitude for business strategy and market development, which has complemented my technical strengths and my formal degree in Electrical Engineering. With a large portion of my services industry experience in the ICT sector, including sales, marketing, and product innovation positions at Telecom New Zealand and Alcatel-Lucent, I also spent several years at Kiwibank as the General Manager Distribution, heading up channels to market and Customer Experience bankwide. I am adept at recognising emerging societal and technology trends and translating their potential into successful business strategies. My open approach to new business development, considering both conventional and progressive models, enables me to have the most balanced perspective in terms of both cost-optimisation and value-generation business opportunities. I have proven skills at leading Internet-based development and marketing strategies, including demonstrated success at integrating Social Media into marketing, customer service, and product development functions. These clears strengths in the online space are complemented by my experience in the development and implementation of Customer Experience strategies. I am focused on leveraging my unique skill set and experience for the continued growth of New Zealand, and I m passionate that growth be achieved sustainably. Strengths and Skills Business Strategy Market Development Strategy Execution Partnership & joint venture strategies Distribution & channel management Leadership development Information & Communication Technology Internet & Social Media Customer Experience Business opportunity assessment Product development and delivery Sales Management Governance Experience Palmerston North Airport Director Mojo Coffee Cartel Ltd. Director BravaTrak Ltd. Director/Chair The Sustainability Trust Board Trustee Tautoko Services Board Member Rosa Foods Ltd. Board Member The Icehouse Mentoring and Advisory Experience Business Mentors NZ Page 1

2 Education B.S. in ELECTRICAL ENGINEERING, Summa Cum Laude (3.82/4.0), Temple University, USA, 1987 Darden School of Business Executive Programme vis Ernst & Young Institute of Directors Financial Essentials Strategy Execution Kaplan & Norton Target Account Selling & Managing Target Account Selling Cohen Brown Sales & Service Certified Media Training Memberships Institute of Directors Interests Equestrian Sport, especially Three-Day Eventing; Rugby; Carpentry; Gardening; Travel Residency Status Dual Citizenship New Zealand and United States of America Page 2

3 Josieadlam.com February 2011 present Professional Experience Providing independent director, mentoring/coaching, and business strategy services to both Auckland and Wellington markets. Current board positions include: Director, Palmerston North Airport Director, Mojo Coffee Cartel Ltd. Chairman, BravaTrak Ltd. Board Member, Rosa Foods Ltd. Board Member, Tautoko Services Board Trustee, The Sustainability Trust Mentoring and coaching clients are primarily high-growth innovative companies aspiring to step transformations nationally and internationally and range across a variety of industries and business models, including technology services, hardware and software development, creative companies, distributors, various services companies. Kiwibank August 2007 to February 2011 General Manager Distribution (Channels & Customer Experience) October 2007 February 2011 Reporting to the CEO as part of the Executive Team, this role s responsibility was to lead the development of strategies and manage the interface and relationships of Kiwibank s channel distribution network so that costs, quality of distribution, service performance and enhancements are in line with the overall business strategic direction. This role managed channel teams for Retail, Online, ATMs and Cash, and also included the establishment of a new Customer Experience team and overall Channel Strategy for the bank. It also had responsibility for the MIS team and the development of a new MIS platform up until March Responsibilities Financial Performance: - Transactional Banking Revenue of over $30M - Cash assets of over $45M - Opex cost management $45M Customer Experience: Channel Strategy &: Development Channel Performance: Achievements: - Customer Experience strategy development and implementation - Net Promoter Score maintaining world class results for organisation - Best Direct Banking Experience establish #1 benchmark position - Individual channel strategies for Online, Retail, and ATMs - Overall bank-wide integrated channel strategy - Development & delivery of enhanced channel platform capabilities - Sales effectiveness of Retail channel - Migration of service transactions to online channel - Overall reduction in cost to serve Transformation to industry-leading internet banking, public website, and mobile banking Benchmarked #1 by Global Reviews Page 3

4 Multiple awards from TUANZ, Interactive Media Awards, Netguide, Webby, Onya s Online experiences for new service offerings and lines of businesses, such as Kiwisaver, Wealth Management, and the GoFly Mastercard integration with Air New Zealand. Innovative joint-ip development venture for award-winning Personal Finance Management software heaps! Establishment of Customer Experience framework and customer-centric capability model Development and implementation of comprehensive Social Media strategy and capabilities for customer support, issue management, and customer co-creation via online community Retail distribution & banking self-service strategy for proposed transformation of physical network Significant online migration results for both internet banking and statements Programme of re-development of MIS platform and self-serve reporting capabilities Manager, Customer Direct Channels August 2007 October 2007 I was recruited to this role for the purpose of developing and managing Kiwibank s online channels and associated strategies, encompassing Internet (website and internet banking), TXT banking, , Statements ( and paper). Shortly after beginning this role and being made aware of the scope the then vacant role of the GM Distribution, to which this role reported, I applied successfully for the GM Distribution role. While working through the recruitment process, I developed and gained approval for the online channel strategy framework and gained board approval for the business case to re-build our internet banking platform internally to build future-proofed capability for the approved online channel strategy. Lucent Technologies (Alcatel-Lucent) 2003 to July 2007 Marketing Manager, New Zealand 2003 to July 2007 This role was created in conjunction with the signing of the partnering agreement between Lucent and Telecom New Zealand for the ongoing management of Telecom New Zealand s mobile network. In addition to responsibility for the key marketing functions in support of Lucent s profile in the New Zealand market, this role was also tasked with business development activities as part of the partnering engagement with Telecom New Zealand s marketing, strategy, and sales teams. This role also included a supervisory responsibility for a small market support team. Responsibilities Financial Performance: Customer Value: Business Development: Business Performance: - Overall Revenue target of US$50 Million - Marketing activity and strategic initiatives budget - Customer Loyalty Index - Customer s marketing objectives as per partnering agreement - Demand creation for new customer capability opportunities - Target for customer s delivery of innovative services to market - Develop and deliver annual Marketing plan covering brand, communications, advertising, PR, and events - Develop and execute plans for key partnering initiatives for both Innovative New Services Creation and Mobile Data Success Telecom New Zealand Ltd to 2003 Head of Product Innovation 2001 to 2003 Page 4

5 This role leading the product development and delivery team for Telecom Wireline reported to the GM of Marketing. This leadership role was newly-created within Telecom s Sales and Service business unit in order to establish a centralised focus on new and innovative product development ideas and an end-to-end product development approach, including go-to-market launch plans for both consumer and business channels. It included the responsibility for establishing and leading a team of approximately 50 managers and their direct reports to address the need for co-ordinated new idea identification and prioritisation, market trend vs. technology driven decision criteria, and improved speed to market all in support of the need for improved innovation. Responsibilities: Financial Performance: Best Practice: Strategic Outcomes: Manager Customised Solutions 1999 to Sales and Services overall Revenue target - $15 million Capex development budget - Cost Centre management - establishment of an Executive decision forum for new revenue ideas - development of new end-to-end product development process from idea stimulation to market launch and review - ensure related Channel strategies support both needs identified in Customer Monitor and business case ROI targets - extending the Executive forum to include Mobile and Internet - improved overall speed to market - establishment of a rolling Product Roadmap - achievement of Business Case targets, particularly ROI This marketing role reported in the first instance to the National Manager of Corporate and then transitioned to Telecom s Advanced Solutions business unit which is now part of Gen-i. The purpose of this role was to lead a national team of solutions managers to identify specific customer and market needs and develop customised and integrated solutions from wireline, mobile, and internet capabilities, involving third-party suppliers as appropriate. Where possible, the team was to translate solutions into formal products. Corporate Promotions Manager 1998 to 1999 This was an interim project role provided by Telecom as a transition role after the birth of a child and to gain further experience in Marketing until an appropriate role was available. Head of Technical Sales and Integration 1996 to 1998 This role as head of a new national business unit was established with the intention of centralising the sales specialist and pre-sales technical support engineer roles in Telecom s Corporate business unit. This role, reporting to the National Sales Manager for Corporate, required organisational re-design, resulting in a new unit of 7 managers and 100+ sales specialist and pre-sales technical support engineers. successfully created a TSI unit vision, culture, and identify which resulted in significantly improved employee satisfaction and morale created and delivered on a training plan which raised technical, business acumen, & sales skills exceeded the unit s revenue and customer satisfaction targets and achieved budget targets Manager Sales Specialists 1995 to 1996 Page 5

6 This national role, reporting directly to the National Sales Manager, required the leadership of up to 20 sales specialists focussing on various functional areas i.e., call centres, data networks, etc. in support of Telecom s Corporate account managed sales teams. This position carried direct sales and customer satisfaction targets, and both of these targets were exceeded each year, and all cost centre expenditures were maintained within budget. Applications Manager 1994 to 1995 The responsibilities of this Marketing role, located in the Business Marketing team, were to determine vertical marketing strategy requirements for public sector sales teams and to ensure the implementation sales tactics for the public sector strategic marketing plan. Bell Atlantic Corporation 1987 to 1994 Bell Atlantic Corporation, now part of Verizon Communications, Inc., was one of the regional telephone operating companies established as a result of the divestiture of AT&T in the United States for regulatory reasons. As a result Bell Atlantic went through many organisational transformations, but always maintained a separation between entities reserved for regulated (i.e., standard telephony service) and unregulated (i.e., software development, systems integration, network integration, etc.) activities. The initial roles at Bell Atlantic, covering those at Bell of Pennsylvania and Bell Atlantic Network Services, were in the regulated and more traditional telephony business, but all roles from July 1990 to July 1994 were in the unregulated subsidiaries of Bell Atlantic that were more focussed on complete solution sales to customers. Director, Product Management 1993 to 1994 Bell Atlantic Network Integration This subsidiary of Bell Atlantic was focussed on all aspects of LAN/WAN integration all the way to the desktop and included outsourcing, facilities management, and consultancy capabilities. This role, reporting to the Vice President of Marketing, was required to set up a new product management group responsible for servers, operating systems, and network operating systems. The responsibilities for the position included developing new market strategies and business objectives, establishing and monitoring product target margins, supporting pre-sales and implementation product configuration, and managing and administering supplier contracts. Director, Intelligent Transportation Systems 1992 to 1993 Bell Atlantic Public Sector Systems This systems integration subsidiary of Bell Atlantic was established to provide vertical market turnkey solutions for the public sector segment. This role, reporting to the Vice President, directed a team of application specialists for the mass transit industry business. Key achievements in the role included the negotiation of an exclusive license and distribution agreement with a leading German supplier of transit systems and project management of large government systems integration contracts (up to $70 Million in value). Project Manager to 1992 Business Analyst to 1991 Market Manager Assistant Market Manager to 1990 Supervisor, Plug-in Movement to 1989 Page 6