Governance Bio
Sharon Threadwell
Appoint Professional

Sharon Threadwell

8 Years
Paid or Unpaid Roles

Interested In:


Private company
Listed company
Incorporated Entity
Community Group
Government Sector Org
Non Governmental Organisation
Sport & Physical Recreation Orgs
Council Controlled Organisation
Iwi Organisation


Advisor / Advisory Board
Board Member
Committee Member
“Great governance has the ability to really make your organization hum. Having a relevant governance framework wrapping around the operational business allows your team to shine – and focus on the stuff that’s really important. I’m curious and like to be well informed. Experiences spread over local and central government. NFP and private sector.Let's talk!”


Special Interest Groups

Governance Roles


Assitance Dogs Trust NZ

January 2014 - Present (3 years)

The mission of the Assistance Dogs New Zealand Trust is to enrich the lives of people with disabilities through the provision of reliable service dogs, trained to promote independent living, mobility and companionship. - Turnover 1,200,000 - Staff of seven - Restructured and recruited full board replacement during 2016 (6) - Completed recruitment of new General Manager for the trust - Strategy development - Provide governance guidance to existing board - Development of new board structure - Commence re-organisation of trust for performance - Assessment of the longevity of the trust within Charities framework During this time, I have worked with the Founder to realign their skills contribution to the trust and move away from the ad hoc CEO position that had been adopted over time. This has led to a reorganization of the Trust and created the need for a working board while the leadership has transitioned.

Board Member

Alcohol and Drug Advisory New Zealand

January 2008 - December 2012 (4 years)

• Provide governance and guidance to CEO, ADANZ • Sign off of new initiatives • Encourage compliance • Provide guidance in terms of strategic direction, financial decision making • Assist with risk assessment and mitigation

Company Director

Transwell Cool Logistics Ltd

January 2006 - March 2013 (7 years)

Delivering temperature controlled freight services across Canterbury – on time and at temperature. We developed the concept and took the business through three distinct phases, start up, growth and then consolidation.

Executive Roles

Building Assurance Manager

Tasman District Council

January 2016 - Present (1 years)

Building Assurance delivers key Building Consent Authority functions on behalf of the Tasman District. 30 staff deliver 1700 building consents and 10,000 building inspections annually in addition to compliance functions covering illegal and unsafe buildings and structures. The key areas of focus for my appointment to this role is • Lead the unit out of the IANZ special audit process through development of efficient business process design, building staff capability and consistent business practice • Develop key stakeholder relationships, altering the perception of the council in the local community • Development and implementation of a shared services model with neighbouring Nelson City Council Note: IANZ have subsequently assessed the performance of the BCA and released the unit from a special audit programme back into regular two yearly assessments.

Rebuild Liaison Manager, Building Control and City Rebuild

Christchurch City Council

January 2014 - January 2016 (2 years)

To proactively restoring confidence between Christchurch City Council, central city developers and large volume group home companies • This role actively develops and manages key external stakeholder relationships. • Developing and influencing relationships with other councils and central government agencies • Driver of strategy development for the business unit

Operational Manager - Building Services

Selwyn District Council

May 2012 - January 2014 (1 years)

This role was created to operationalize a number of key initiatives to assist the Selwyn District Council achieve core regulatory requirements during an intense period of growth following the Canterbury Earthquakes. Role Focus • Operational leadership for 40 Building Services staff focusing on developing strategy for managing of post-earthquake volumes through refinement of process and systems, preparing staff for change, equipping staff with the right skills and resources • Operationalize a complex business unit balancing regulatory and statutory requirements with practical, workable solutions Building and managing successful relationships with government agencies, group home companies, suppliers and other parties • Develop and lead change initiatives particularly around productivity improvements and customer service focus

Contact Centre Manager

2 degrees mobile

January 2011 - May 2012 (1 years)

Virtual working solution for 2degrees mobile. • Developed and led the Virtual working pilot in Christchurch using standard project methodologies • Project managed the development and fit out of a training hub in Christchurch • Recruitment and training of 30 agents working from their own homes • Set up and management of IT solution for home based agents • Development and implementation of policies and procedures relating to virtual working

Customer Service Improvement Manager- TelstraClear August 2010 to January 2011


August 2010 - January 2011 (5 months)

This role provides leadership across a key group of supporting staff in the contact centre environment. The focus for this leadership role has been to create a new team of 50 highly experienced staff and harness that energy and capacity into a high performing team to support off shoring functions to Manilla

Senior Program Manager

Inland Revenue

January 2006 - December 2008 (2 years)

Engaging across the business with key stakeholders, which include working with senior managers to establish organisational direction and focus. I have established key relationships at a senior level critical to the implementation of the project scope that span across Facilities Management, Procurement, Legal, Finance, Corporate Communications/Media liaison. This project was subject to a review by treasury and was found to have achieved its objectives and delivered a value for money solution for IR.

Call Centre Manager Inland Revenue - March 2000 to January 2006 & April 2008 to January 2010

Inland Revenue

March 2000 - January 2010 (9 years)

The Christchurch Call Centre for Inland Revenue with 300 staff taking in excess of 1,500,000 calls annually, which is our share of approximately 5 million calls per annum. It is one of six call centres providing the New Zealand public with tax technical information in a real time environment. This drives the need to operate with a high degree of flexibility and to utilise strategies that support timely decision-making supported by effective planning and support processes.