Develop and lead capability and training programmes that promote learning, collaboration, and innovation.
Manage end-to-end transformation projects across Finance and the wider business, ensuring alignment with Gen35 and Powered Finance objectives.
Lead the design and delivery of Finance's continuous improvement programme
Champion change management and training programmes to embed new tools, processes, and behaviours.
Drive process innovation across Finance, using data, automation, and analytics to improve performance and decision-making.
Requirements
lean six sigma
data governance
analytics
automation
ai
change management
A tertiary qualification in business or a related field, with professional process improvement certifications (e.g. Lean Six Sigma Black Belt) preferred.
Experience with data governance, analytics, automation, and AI-enabled process improvement.
Proven success in leading initiatives that deliver measurable value and lasting change.
Demonstrated capability in change management, training design, and stakeholder engagement.
Proven experience in process improvement, operational excellence, or transformation roles within Finance or corporate environments.
Benefits
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Training + Development
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Interview process
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Visa Sponsorship
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Security clearance
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Company
Overview
1988
Year Established
The company was founded in 1988 and has since evolved into a trusted global consultancy for energy sector clients.
30+
Years of Experience
Over three decades of experience in delivering technical and advisory services to global energy clients.
15
Global Presence
Operates through a network of 15 offices, enabling diverse projects across the energy spectrum.
Operates as an independent yet fully owned subsidiary of Technip Energies, tapping into parent‑company firepower.
Delivers technical and advisory services across onshore, offshore, greenfield and brownfield energy projects.
Specialises in hydrocarbons while also pioneering carbon capture, hydrogen, and renewable energy solutions.
Typical engagements include techno‑economic studies, front‑end engineering, subsea, and asset decarbonisation schemes.
Combines digital toolsets with multidisciplinary teams to help clients de‑risk projects and maximise value.
Culture + Values
Keep it Simple – get stuff done and come up with great ideas that have sound business benefits. They think customer first and deliver.
Make it Happen – being decisive, energetic and being up for giving new things a go. It's about celebrating success and working well with teams across all parts of our Company.
Do what's right – focusing on the things that matter, and using good judgement. Being accountable, responsible and playing our part for customers and in our communities.
Environment + Sustainability
95% renewable by 2035
Renewable Generation Target
Aiming for 95% of energy generation to come from renewable sources by 2035 under the Gen35 strategy.
$1.1B investment by 2030
Solar, Wind, and Battery Storage
Allocating NZ$1.1 billion to expand solar, wind, and grid-scale battery storage to increase renewable output.
47 MW solar farm
Largest Solar Farm in NZ
Launched New Zealand's largest solar farm with a capacity of 47 MW, generating 97 GWh annually.
36% GHG reduction
Science-Based Targets
Committed to reducing Scope 1-2 GHG emissions by 36% and Scope 3 GHG emissions by 21% by 2025.
Phasing out coal use at Huntly Power Station by 2030; coal only in abnormal conditions by 2025.
Using Kupe gas field profits (46% share) to fund renewable energy transition.
-Launched Lauriston Solar Farm (47 MW, 97 GWh/year) in Feb 2025 as NZ’s largest solar farm.
Inclusion & Diversity
2021
DE&I Strategy Year Launched
The company developed a 3-year diversity, equity, and inclusion (DE&I) strategy in 2021, co-designed with leaders and employees through an equity-centred approach.
Board and senior leaders endorse inclusion principles; review gender and ethnic diversity in teams and leadership.
Equal employment opportunity policies, anti-harassment training, and recruitment outreach to women, minorities, veterans, and people with disabilities.
Focus on Te Ao Māori strategy co-designed with Māori employees; moving from symbolic gestures to embedding Treaty obligations in workplace culture.