Spark NZ announces two new additions to leadership team
FYI, this story is more than a year old
Spark New Zealand has announced two additions to its leadership team.
Matt Bain will be joining Spark in November 2018 as Marketing Director, a new role.
Melissa Anastasiou, Spark’s General Counsel, has been promoted to the leadership team with immediate effect.
Managing Director Simon Moutter said the company had set out an ambitious brief for the Marketing Director position, to find a New Zealander with high-quality international experience and proven creative talent and expertise in digital and social media marketing.
Moutter states, “We have found that person in Matt Bain, Bain is currently European Managing Director for AKQA, one of world’s leading innovation and brand experience agencies, with responsibility for 500+ employees across five countries.
“He has built an impeccable international reputation with some of the world’s greatest brands EASports, Audi, Phillips and KLM amongst others.“
“In this new role, Matt will bring his outstanding digital marketing and customer experience skills right into the centre of our thinking and actions.”
A New Zealander, Matt will be returning home with his family later this year, starting at Spark in November 2018.
Effectively immediately, Melissa Anastasiou has also joined the leadership team.
She has been with the company since 2009 and, as General Counsel, has been a member of Spark’s wider leadership team for some time.
Moutter continues, “More recently, Melissa has taken on a broader role through her work on Spark’s culture and Diversity & Inclusion programmes, as well as involvement in a range of strategic initiatives.
“I feel it is timely to acknowledge her talents by bringing Melissa onto the leadership team.”
As their titles indicate, each leadership team member will bring specific knowledge, insights and perspectives to the top table.
The Agile model moves away from a traditional hierarchical organisational structure based around large business units and instead involves self-managing teams, each with clear accountabilities, who collaborate quickly and effectively with one another to deliver great products and services for customers.
In this model, business leaders act as catalysts, showing direction and setting up the systems for people to do their jobs effectively.
From this week, approximately 40% of Spark’s people who work in the ‘engine room’ (the core functions such as network, IT, product development and segment marketing) are forming into Agile teams.
Moutter says, “We recognised from the outset that Agile may not suit everyone, so we gave our people working in these areas the option of applying for one of these new Agile roles, seeking redeployment into another part of Spark, or opting for redundancy.
“As at the end of last week, more than 96% of our people offered Agile roles have accepted them and we are continuing to engage with the few remaining people to resolve any uncertainties they may have.”
“We’ve worked extremely hard over the past six months to inform and engage our people about Agile, so we’re delighted that the overwhelming majority are looking enthusiastically to this new way of working.”