HELLO
Using Insight to Drive ForesightData-Driven-Decisions
Thorsten Engel | Partner | Technology
Belinda Johnson Director
“Today’s business landscape has… changed in ways that puts analytics “have-nots” at a substantial disadvantage relative to the analytics haves”
12
13
The difference between…
Business Intelligence Advanced Analytics
Pre
sent
Looking back Looking forward Slice & dice Discover & simulate
Understand Predict and prescribe What happened? What will happen?
Analyse Optimise
Key Performance Indicators (KPI’s)
Key Performance Predictors (KPP’s)
Pres
ent
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Big Data and your industry…
FSI
Health*Care
RetailUtilities*(1)
Education Manufacturing*(2)
Government
0
2
4
6
8
0 1 2 3 4 5 6 7 8
Potential)Value)From)Big)Data
Ease)of)Data)Capture)and)Manipulation
Big)Data)Opportunity)by)Key)Verticals
High)Potential,)Low)Adoption)Capability High)Potential,)High)Adoption)Capability
Low)Potential,)Low)Adoption)Capability Low)Potential,)High)Adoption)Capability
High
High
LowLow
**The*verticals*shown*in*the*chart*are*representative*and*not*exhaustive
1. Smart meter adoption 2. GS1 adoption
Potential Barriers Critical Success Factors
Common Barriers to Harvesting Insights…
How can Business Intelligence & Advanced Analytics contribute to the success of your organisation?
➡There is no organisation-wide view of the available information assets.
➡Priorities are confused and / or misaligned with the strategy.
➡There is a lack of business engagement around BI initiatives.
➡BI technology is fragmented and lacks integration.
➡ Investments are not leveraged to extract maximum value.
➡The organisation lacks the right tools and capabilities to deliver.
➡BI initiatives fail to deliver benefits to the bottom line.
• Enterprise performance is dependent on reliable and accessible information.
• Business engagement and governance are critical to managing information as an asset.
• Business Intelligence initiatives require an integrated technology platform.
• Analytical capability is increasingly seen as a competitive advantage.
Strategic ChecklistMany organisations lack a strategic plan or roadmap for how to turn business data into a competitive advantage. Key questions for organisations to consider include:
A/ Do you have a clear strategy and vision for how to leverage Business Intelligence?In many cases the BI landscape has been built by creating individual systems answering to specific business demands. As the organisation grows, the landscape becomes more and more scattered. This eventually drives the need for a more structured approach.
B/ Do you have the right governance model?Often organisations argue about their data, as opposed to what they should do based on the data. The BI Strategy needs to specify and communicate the information model, KPIs and approach to Master Data Management. It should also assign information ownership and responsibilities for managing the requirements for BI.
C/ Do your current BI solutions contribute to business value? Many organisations have fragmented systems or lack key components vital for integration. The BI Strategy should identify the BI systems that contribute the most value. It can help reduce overall system costs and set clear investment priorities.
D/ Do you effectively harness your BI capabilities to deliver a return on investment?A lot of organisations have BI solutions in place, but continue to handle information in spreadsheet tools. This increases manual work and can introduce data quality problems. The BI Strategy should consider your operating model and how you best deliver results.
5 common pain points…
Strategy
Execution
Business IT
What should w
e do? vs. How
should we do it?
Business Leadership vs. IT Leadership
Information Value Map
BI Maturity Assessment
BI Competency Center
BI Stocktake
KPI Definition
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Operating Margin
Shareholder Value
Revenue Growth Asset Efficiency Risk Management
Acquire New Customer
Retain & Grow Current
Customer
Leverage Income-
Generating Assets
Improve Customer Interaction Efficiency
Improve Corporate /
Shared Service Efficiency
Improve Development &
Production Efficiency
Improve Inventory Efficiency
Strengthen Pricing
Improve Logistics & Service Provision Efficiency
Volume Price Realisation
Selling General &
Administrative
Cost of Goods Sold
Income Taxes
Property, Plant & Equipment Inventory Receivables &
Payables Company Strengths
External Factors
Improve Property, Plant & Equipment
Efficiency
Improve Income Tax Efficiency
Improve Management &
Governance Efficiency
Improve Receivable & Payables Efficiency
Improve Execution
Capabilities
The ability to deliver to the key business priorities is dependent on the availability, accuracy, and consistency of a common range of Enterprise Data
Product Data People Data Supplier Data Customer Data
Location Data Asset Data Hierarchies and Categorisation Data Financial Data
Information Value Map
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What stage of performance management are you at?KPI
Definition
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KPI Definition
Collect Candidate KPIs
Select Go- Forward KPIs
Develop KPIs
Assess KPI Readiness
Implement KPIs
KPI Collection 1. Think of the metrics you use to do your job:
a. Which are the most important to your responsibilities? b. Which are the most important to the organization’s performance? c. Are there others?
Relevant 2. How meaningful are your metrics? (i.e., do the performance metrics truly drive the
business?) 3. If your current metrics/reporting fall short of your needs, what areas are not covered?
Available 4. How complete is the dataset behind your key metrics? 5. How accessible are all needed data sources? 6. How easily can you create customized reports for ad hoc analysis? 7. What additional information would you like/need to see including information from other
functions?
Timely 8. Are metrics/KPIs delivered with appropriate frequency? 9. Do the metrics/KPIs cover the right amount of time? (i.e., is weekly rather than monthly
data needed?)
Consistent 10. Do metrics/KPIs have universally understood meaning across the organization? (i.e., does
everyone understand what “gross margin” means on all reports?) 11. How confident are you in the calculated metrics/KPIs? What reporting metrics tend to be
the most controversial or least trusted? 12. Are metrics/KPIs consistently calculated across the organization?
Actionable 13. Is enough context provided with key metrics/KPIs so that you fully understand the
situation? (i.e., to review results, what else, if anything, is needed besides a comparison to LY, Plan, and Forecast?)
14. Is each key metric/KPI have clearly assigned to a function that is accountable for its performance? (i.e., is there a group where “the buck ultimately stops” for each metric?)
15. How closely is metric/KPI performance linked to incentives compensation? 16. If all reports arrived simultaneously, which report/KPI would you look at first? Why? 17. Conversely, which reports/KPIs are less useful? Why?
Other 18. In the future, what KPIs would you like to use to manage your business?
Value Map
Existing Reports and Definitions
Selection Criteria Performance Clarity Project Workshop #1 – Activity Placemat
Candidate KPIs
! $/Basket! % of SKUs Buyable
Online! % Site Uptime
! Net Revenue! Demand Sales! Gross Sales! Net Sales
Marketing! Rebuy Rate! Acquisition Spend % of
Sales
! Contribution/Session! Conversion Rate! SessionsMargin
! Product Margin ($ and rate)
! Contribution Margin ($ and rate)
! EBITOps/Fulfillment
! On Time Ship %! Return % of Sales
! Ship Margin! Inbound and Fulfillment
Costs % of SalesInventory
! Forecast Accuracy! Capacity Utilization
! In Stocks! Inventory Turnover! Weeks of SupplyEmerging/Guest Experience
! Contacts/Unit Shipped! Web Driven Store Sales! Invoice/Demand Sales
Revenue! $/Basket! % of SKUs Buyable
Online! % Site Uptime
! Net Revenue! Demand Sales! Gross Sales! Net Sales
Marketing! Rebuy Rate! Acquisition Spend % of
Sales
! Contribution/Session! Conversion Rate! SessionsMargin
! Product Margin ($ and rate)
! Contribution Margin ($ and rate)
! EBITOps/Fulfillment
! On Time Ship %! Return % of Sales
! Ship Margin! Inbound and Fulfillment
Costs % of SalesInventory
! Forecast Accuracy! Capacity Utilization
! In Stocks! Inventory Turnover! Weeks of SupplyEmerging/Guest Experience
! Contacts/Unit Shipped! Web Driven Store Sales! Invoice/Demand Sales
Revenue
Product Margin
($ and Rate)
Shareholder Value
Revenue Growth Operating Margin Asset Efficiency Expectations
Browse Buy Cost of Goods Sold Logistics SG&A
Property, Plant and
EquipmentInventory Receivables
and PayablesBrand
Strength
Sessions
Demand Sales
In Stocks Web driven Store SalesEBIT
Contribution Margin
($ and Rate)
Net Sales
Conversion Rate
$/Basket
% of SKUs Buyable Online
Return % of Sales
% Site Uptime
Contribution/ Session
Ship Margin
Inbound and Fulfill Cost % of Sales
On Time Ship %
Acquisition Spend % of
SalesInventory Turnover
Capacity Utilization
Weeks of Supply
Rebuy Rate
Invoice/ Demand
Sales
Contacts/ Unit
ShippedForecast Accuracy
Net Revenue
Gross Sales
Net Rev: $98038% YOY
CM: $171 17.5%
$691 $5172 $2393 $1844
$ in millions
Illustrative Example of KPI LeverageIllustrative Example of KPI Leverage
Baseline 10% Imprvmnt $ millions % Change $ millions % ChangeRev & Margin Baseline $ 979.9 - $ 171.0 -
Product Margin 39.3% 43.2% $ 0.0 0.0% $ 33.2 19.4%Conversion Rate 1.8% 2.0% $ 98.0 10.0% $ 17.1 10.0%Sessions (millions) 658.9 724.8 $ 98.0 10.0% $ 17.1 10.0%$/Basket $ 82.53 $ 90.78 $ 98.0 10.0% $ 17.1 10.0%Inbound & Fulfillment Costs % of Sales -10.2% -9.2% $ 0.0 0.0% $ 8.6 5.0%
Ship Margin 20.0% 22.0% $ 0.0 0.0% $ 3.5 2.0%Invoice/Demand Sales 90.9% 91.8% $ 9.8 1.0% $ 1.7 1.0%Return % of Sales 3.1% 2.8% $ 3.2 0.3% $ 0.6 0.3%Inventory Turnover 4.3 x 4.7 xIn Stocks 86.0% 87.4%
KPI Performance Incremental Net Revenue Incremental Cont. MarginCandidate KPI
TBD TBDTBD TBD
Target.com’s 2010 goals
! #1 Driver of Store Sales
! $2.5B in Profitable Growth
! Seamless Multi-channel Guest Experience
Merchandise Contribution Report-based P&L-based
Demand Sales to EBITDecember YTD Actuals
$984 $980
$171
$26$-
$200
$400
$600
$800
$1,000
$1,200
Deman
d Sale
s
Cance
llatio
ns
Returns
Order D
isc
Ship & O
ther R
ev (1
)
Free Ship
Disc
Net Rev
enue
Produc
t Cos
t
Vendo
r Inco
me (2)
Ship Exp
Other G
M Exp (3
)
Alloca
ted Var
Exp (4
)
Contrib
ution
Marg
in
Marketi
ng Exp
Other F
ixed E
xp (5
)EBIT
$ m
illio
ns
Note: Percentages are relative to Net Revenue
-9.1%
-2.4%
18.6% -4.7%-52.3%
1.5% -14.2%
-6.9%
-10.7%
-6.1%
-8.7%
-2.8%
Merchandise Contribution Report-based P&L-based
Demand Sales to EBITDemand Sales to EBITDecember YTD Actuals
$984 $980
$171
$26$-
$200
$400
$600
$800
$1,000
$1,200
Deman
d Sale
s
Cance
llatio
ns
Returns
Order D
isc
Ship & O
ther R
ev (1
)
Free Ship
Disc
Net Rev
enue
Produc
t Cos
t
Vendo
r Inco
me (2)
Ship Exp
Other G
M Exp (3
)
Alloca
ted Var
Exp (4
)
Contrib
ution
Marg
in
Marketi
ng Exp
Other F
ixed E
xp (5
)EBIT
$ m
illio
ns
Note: Percentages are relative to Net Revenue
-9.1%
-2.4%
18.6% -4.7%-52.3%
1.5% -14.2%
-6.9%
-10.7%
-6.1%
-8.7%
-2.8%
Performance Clarity Project
Candidate KPI Review Workshop – Activity PlacematPerformance Clarity Project Workshop #1 – Activity Placemat
Candidate KPIs
! $/Basket! % of SKUs Buyable
Online! % Site Uptime
! Net Revenue! Demand Sales! Gross Sales! Net Sales
Marketing! Rebuy Rate! Acquisition Spend % of
Sales
! Contribution/Session! Conversion Rate! SessionsMargin
! Product Margin ($ and rate)
! Contribution Margin ($ and rate)
! EBITOps/Fulfillment
! On Time Ship %! Return % of Sales
! Ship Margin! Inbound and Fulfillment
Costs % of SalesInventory
! Forecast Accuracy! Capacity Utilization
! In Stocks! Inventory Turnover! Weeks of SupplyEmerging/Guest Experience
! Contacts/Unit Shipped! Web Driven Store Sales! Invoice/Demand Sales
Revenue! $/Basket! % of SKUs Buyable
Online! % Site Uptime
! Net Revenue! Demand Sales! Gross Sales! Net Sales
Marketing! Rebuy Rate! Acquisition Spend % of
Sales
! Contribution/Session! Conversion Rate! SessionsMargin
! Product Margin ($ and rate)
! Contribution Margin ($ and rate)
! EBITOps/Fulfillment
! On Time Ship %! Return % of Sales
! Ship Margin! Inbound and Fulfillment
Costs % of SalesInventory
! Forecast Accuracy! Capacity Utilization
! In Stocks! Inventory Turnover! Weeks of SupplyEmerging/Guest Experience
! Contacts/Unit Shipped! Web Driven Store Sales! Invoice/Demand Sales
Revenue
Target.com’s 2010 goals
! #1 Driver of Store Sales
! $2.5B in Profitable Growth
! Seamless Multi-channel Guest Experience
Performance Clarity Project
Workshop Materials
! R – Responsible – Function(s) whose efforts contribute to the KPI; multiple functions can be responsible
! A – Accountable – Function that owns and is ultimately answerable for delivering performance against the KPI. Also approves any changes or updates to the KPI documentation
! S – Supported – Function(s) or resources that may be assigned or needed to do KPI related tasks
! C - Consulted – Function(s) whose input is sought regarding the KPIs; two-way communication
! I - Informed – Function(s) that are kept up-to-date on changes and publication of the KPIs; one-way communication
RASCI Tools
KPI Definition KPI Name: Contribution Margin
Overview Definition Variable product portion of EBIT Margin Functional Group Owner Merchandising
Steward Name & Role
Calculation Please repeat the Business/Assumptions/System sections for each method currently in use
Contribution Margin Dollars Contribution Margin Rate
Business
$ _ $$ $
_ $ $
CM Gross MarginFulfillment TechBank Fee Storage
=
− −
− −
CM$CM%=
Net_Revenue
Assumptions
• Fulfillment, Technology, Bank Fees, and Storage change yearly.
• For 2008, they are: o Fulfillment is based on per unit
charge, based on facility o Technology is 3.66% of Net
Sales o Bank Fees are 2.33% of Gross
Sales o Storage$ is EOH# × Cube dim.
Cost × Wkly Storage Rate ($0.03/cubic foot)
• For reference, Gross Margin includes Product Margin and Ship Margin
• These values are not replaced with actuals
Same as Contribution Margin $
System VRBL_PROD_PRFT_AGR_MRG_A-VRBL_COST_A
= ???
Unit of Measure 000s of dollars Percentage
Thresholds Baseline Green to Yellow Yellow to Red
RYG Dashboard Merchandising Forecast 0% - 5% Other Comparisons
• LY • Plan
Supporting Metrics Supported Metrics • Gross Margin •
• EBIT
Actuals Forecast Plan/Goal LY
R2 Net Sales 4.0 4.0 4.0 4.0 4.0A3 Inventory Turnover 4.0 4.0 4.0 4.0R3 Net Revenue 4.0 3.9 4.0 4.0 4.0M1a Contribution Margin Rate 3.9 3.7 4.0 4.0 4.0R8 Demand Sales 3.9 4.0 3.5 4.0M7 Ship Expense Rate 3.9 3.7 4.0 4.0 4.0M1 Contribution Margin 3.8 3.5 4.0 4.0 4.0R1 Contribution / Session 3.8 4.0 3.0 4.0R7 Average Order Size 3.8 4.0 3.0 4.0R4 Sessions 3.7 3.5 3.5 4.0M4 Ship Margin 3.7 3.5 4.0 4.0 3.5R5 Conversion Rate 3.6 4.0 2.0 4.0E1 Guest Contact Rate 3.4 3.5 3.0 3.5M3 Supply Chain Expense Rate 3.3 3.0 3.5 3.5 3.5M2 EBIT 3.3 3.0 3.3 3.3 3.5R6 Marketing Expense Rate 3.1 3.7 2.5 2.5 3.0
A1 Instocks 3.4 4.0 1.0 4.0M5 Demand Sales Forecast Variance 2.6 3.5 0.0 3.0A2 Capacity Utilization at Peak 2.3 2.7 1.5
R10 SKU Productivity 1.4 1.8 0.0 1.5 1.8R9 Site Monetization 1.3 1.5 1.5 3.5 0.0R11 Rebuy Rate 1.3 1.3 1.3 1.3R12 Active SKU Count 1.2 1.5 0.0 1.5E2 Web Influenced Store Sales 0.6 1.5 0.0 0.0M6 Percent On Time Delivery 0.0 0.0 0.0 0.0
Green: 3.25 Yellow: 2 Red: 0Readiness Rating (Equal to or greater than the following values)
Release 1 — 4 Weeks Out
Release 2 — 8 Weeks Out
Future Release as Available
MetricReadiness
Score
Components Readiness
KPI Readiness and Quality Assessment
Initiative Identification
Implementation Plan
Est
ablis
h th
e Fo
unda
tion
Implement Leadership KPI Dashboard
Roll-out Governance Processes
Develop Incomplete Leadership KPI Definitions
Pro
cess
Im
prov
emen
ts
Embed Performance Clarity within Business Processes
Rationalize and Standardize Reports and Data
Develop Operational Metrics
Tec
hnol
ogic
al
Ena
blem
ent Enhance Data Accessibility
Improve Performance Reporting Infrastructure
Improve Analytic Capabilities
Improve Vendor Reporting Capabilities
Utilize City Center “Dottie” Boards
Pro
gram
and
C
hang
e M
anag
emen
t
Conduct Program-level Planning
Perform Ongoing Program Management
Roll-out Performance Clarity Related Communications
Develop Performance Reporting Training Program
Theme Initiative
Sequencing by MonthSequencing by Month
15141312119876532 10Phase 3
4Phase 2
1Phase 1
15141312119876532 10Phase 3
4Phase 2
1Phase 1
Detail to Follow
21BI Maturity Assessment
Example of the output from a maturity assessment.
Looking at the Initial marks and combining it with the Behaviours it shows progress across each area.
With the Steps Needed the agency can build a plan of action for the short and mid-term future.
22BI Maturity Assessment
An annual evaluation of the Information Management and BI maturity will show the progress that has been made and the focus points for the coming year.
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BI Stocktake
An assessment is created with gaps highlighted in red (to resolve) and duplicates highlighted in orange (to align or harmonise).
Info
rmat
ion
Del
iver
y
Reporting and Application
Portal and dashboard
Standard
Reports
Perform
ance M
anagement
Intranet /E
xtranet
Spreadsheet
Modeling Tools
Ad hoc query
OLA
P
Analysis
Applications
Data,
Visualization
Metadata&management
Security&management
Data$
Aggregation$&$
Storage
Group$Data$HubMaster'Data
Management'(MDM)
Enterprise'Data'Warehouse'(EDW)'with'aggregated'analytical'data
Operational'Data'Store'(ODS)'with'detailed'transaction'data
Data$Integration
Data$ Extract$ &$Consolidation
zzzzzzzzzzzzzzExtract,(Transform(and(Load((ETL)
Data(Staging(Area(Raw(Data)File(Transfer(Protocol((FTP)
Data$Acquisition
Product Internal$Organisation
Internal(Data(Sources
Vendor/Supplier Customer Finance ContractSubject$Areas
(Illustrative)
Data$ SourcesExternal(Data(Sources
CRM ERP ODS …Divis ion((
Business(Units
Etc…Access%Services
Business%Intelligence OLAP/&
Analytics
Ad&hoc&querying&reporting
Integrated&Operational&reporting
Planning&&&Forecasting
Executive&Information&System&(EIS)& /&Dashboard&
Geographical&Information&System&(GIS)
Social&Media&/&Sentiment&Analysis
A"range" of"applications" and" devices"tap" into" the"underlying" BI"services"to"deliver"and" display" information.
Business' Intelligence' (BI)'capabilities' cover'a'broad' spectrum'of'analytical' capabilities' to'meet'a'variety'of'needs.
Business' Intelligence' (BI)'capabilities' cover'a'broad' spectrum'of'analytical' capabilities' to'meet'a'variety'of'needs.
An#ETL#(Extract,#Transform,#Load)#layer#deals#with# the#movement,#quality# control#and# transportation# of#data.
The$underlying$ source$from$multiple$feeder$ systems$needs$ to$extracted$for$ the$ information$ of$ interest.
24
Number of instances where a particular BI Tool is present in the business.
In addition this shows where there is un-met demand for a particular capability
This can be used to prioritise IT investments and / or harmonise the system landscape to reduce the total cost of ownership.
BI Stocktake
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BICC
BI project governance
BI organization and people
Service and support
BICC operations
process
BI technology management
Knowledge exchange
BI reference architecture
• Architecture principals (platforms, SOA)
• Architecture technology patterns
• Developers standards and guidelines
• Design templates • BI service toolkits • BI estimation models • Project lifecycle
process
• Communication approach
• Operation model/BICC
• Internal governance • Error handling
guidelines
• Organizational structures • Roles and responsibilities • Training approach
• BI portfolio management • Governance of architecture • Governance of BI
standards including tools • Standard assessment
checklist • Exception and conflict
resolution process
• Service level agreement planning
• Testing strategy and plans
• Watermarking
• Tools standardization
• Technology research and development
• Vendor management • BI SOA components
Client experience
Finance and actuarial
Asset management
Individual client
services
HR and corporate services
Institutional client
services
Risk management
Public affairs
Strategy, integration and policy
Law and compliance
BI Competency Center
The formation of BICC functions is a continuous evolving process.
A successful BICC matures over a time.
BICC can be started with the most important and the most required function.
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BI Competency Center
The formation of BICC functions is a continuous evolving process.
A successful BICC matures over a time.
BICC can be started with the most important and the most required function.
BICC
BICC Governance team
BICC Executive Steering Committee
Business Relationship Team Business Intelligence Data Management Planning and
Architecture
Program Management Knowledge and Content Management
Data Exchange Services
Corporate Information Architecture
Business Requirements Analytical Services Data Quality Services Solution Architecture
Change Management/Communications/User
Training
Adhoc Reporting and Prototyping Database Services Solution Architecture
Metadata Services
BI/DW Executive Steering
• Organize stewards
• Define standards • Manage BI/DW
processes
• Establish priorities
• Control funding • Approve BI/DW
vision • Architecture
review
5 pathways to building your data maturity…
Strategy
Execution
Business IT
Information Value Map
BI Maturity Assessment
BI Competency Center
BI Stocktake
KPI Definition
RISK vs TIME
ANALYTICS LANDSCAPE• In NZ, Business Intelligence analytics will grow
9.3 % to reach NZ$94.2 million in 2015
• “More than half of new investments in business intelligence software are now going to data discovery and self-service”
• “But the other half of the market is still about management reporting, performance management and dashboards.”
REAL LIVE EXAMPLES
In a non-data driven business decisions are made based on perception, often skewed by fallacies like anecdotal fallacy.
“Building trust in the numbers can take a long time, breaking it takes one bad report”
Paul Sieberhagen – Financial Analyst
NZME use overnight processing with daily revenue reporting 6 days a week before 8am.
“Multiple reports spread across my desk”
“We used to have a lot of IP sitting in people’s minds. MindFull was able to extract information from our people and put it into a system.”
Audrey Scheurich - Genesis
1000 spreadsheets > 20
Single source of the truth
3 months > 1 month
ROI - about 2 years
Month end close process
Budget cycle - man hours 480 > 56
120 hours > 21
BLUES
• Reducing Injuries • Optimising performance • Data to drive change
Using Insight to Drive ForesightPANEL DISCUSSION
Thorsten Engel | Partner | Technology [email protected] Direct: +64 4 470 3722 | Mobile: +64 21 844 000
Belinda Johnson Director [email protected] 021 222 3834
THANK YOU
Contact PointsPlease feel free to reach out to the contacts below:
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Roger Lee | Senior Manager | Technology [email protected] Direct: +64 4 470 3683 | Mobile: +64 21 025 02523
Aravind Subramanian | Manager | Technology [email protected] Direct: +64 9 306 4336 | Mobile: +64 218 64 054
Blair Patterson | Manager | Technology [email protected] Direct: +64 44703878
Thorsten Engel | Partner | Technology [email protected] Direct: +64 4 470 3722 | Mobile: +64 21 844 000
Advanced Analytics: Overall:
Auckland: Wellington:
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