Head of Enterprise Investment and Portfolio Management

Tēnei tūranga – About the role

The Head of Enterprise Investment and Portfolio Management is a strategically critical leadership role responsible for leading MBIE's Enterprise Investment and Portfolio Management function and stewarding the Ministry's end-to-end investment management system, linking strategic intent, planning, finance, assets, delivery and benefits realisation.

The role provides enterprise-wide leadership across the full investment lifecycle, ensuring:

• MBIE has a clear understanding of its asset base, performance, risks, lifecycle needs and future demand.
• Investments are strategically aligned, affordable, achievable and optimised across the Ministry.
• Investments deliver measurable outcomes, benefits and value for money for MBIE and New Zealand.
• MBIE meets government investment management, asset management and stewardship expectations.

As MBIE's accountable leader for the investment management system, the role is responsible for the overall effectiveness, integrity, performance and continuous improvement of enterprise investment, asset management, portfolio management and benefits realisation practices. This includes direct leadership of investment planning, prioritisation, portfolio oversight, asset management, delivery assurance and benefits realisation operate as an integrated enterprise capability.

The Head of Enterprise Investment and Portfolio Management provides strategic leadership and authoritative advice to governance forums, Deputy Secretaries, Senior Responsible Owners (SROs), Sponsors and senior leaders on investment priorities, portfolio performance, delivery confidence and organisational trade-offs. The role is accountable for establishing enterprise frameworks, standards and assurance mechanisms, monitoring system and portfolio performance, and recommending interventions necessary to maximise strategic outcomes, organisational sustainability and value from MBIE's investment portfolio and asset base.

Ngā herenga – Requirements of the role

Personal specifications

• Extensive experience leading large-scale enterprise functions through subordinate leaders, with accountability for multiple specialist teams and delivery of organisation-wide outcomes.
• Demonstrated experience leading an enterprise-wide management system, framework or strategic organisational capability.
• Extensive understanding of Treasury Investment Management System requirements, Better Business Cases methodology, public sector investment management and governance practices.
• Proven ability to operate credibly at executive and governance levels, providing authoritative challenge, influencing strategic decision-making and shaping enterprise investment, asset and portfolio priorities.
• Extensive experience establishing investment system uplifts, governance models, assurance approaches and delivery standards.
• Strong commercial and financial acumen with experience critiquing and evaluating investment affordability, value, risk and benefits.
• Demonstrated expertise in enterprise investment prioritisation, portfolio optimisation, benefits realisation and allocation of finite organisational funding, asset and people resources.
• Demonstrated success influencing organisational outcomes across complex environments where authority is exercised through governance, stewardship, executive relationships and system ownership rather than direct control.
• A highly strategic systems thinker able to work across functions, business groups and governance structures, balancing competing priorities and organisational trade-offs to maximise enterprise value.
• Wide ranging knowledge of Ministry’s needs and obligations across regulatory systems, economic and social drivers, and service delivery to business within complex information technology environment.
• Proven experience in successfully leading and embedding change including processes and team culture.
• Highly developed relationship management and influencing skills.
• Strong understanding of machinery of government processes, public sector accountability requirements and governance practices.
• Tertiary qualification in a relevant field or extensive comparable experience.
• Must have the legal right to live and work in New Zealand.
• Credit check required.

Takohanga tuhinga o mua – Key accountabilities and deliverables

Enterprise Investment Strategy and Portfolio Leadership

• Provide enterprise leadership and stewardship of MBIE's investment management system, ensuring investments are strategically aligned, affordable, achievable and deliver long-term organisational and public value.
• Responsible for developing a clear and credible investment prioritisation framework which enables enterprise-wide investment prioritisation and portfolio optimisation recommendations, ensuring finite organisational funding, asset and people resources are directed toward the highest-value strategic outcomes.
• Lead investment planning, prioritisation and portfolio optimisation activities that support MBIE's strategic objectives, government priorities, organisational capacity and long-term sustainability.
• Provide authoritative recommendations to senior leaders and governance forums regarding investment choices, funding trade-offs, portfolio composition, intervention actions and strategic investment priorities, while maintaining oversight of the enterprise investment pipeline and portfolio.
• Accountable for ensuring MBIE's investment portfolio delivers strategic outcomes, service performance improvements and long-term organisational sustainability through effective investment selection, execution and benefits realisation.

Investment governance, assurance and performance

• Lead the development and continuous improvement of MBIE's enterprise investment governance, assurance and performance management frameworks, ensuring they support effective decision-making, transparency and accountability across the investment lifecycle.
• Provide independent assurance, challenge and strategic advice to governance forums, senior leaders and investment sponsors on portfolio performance, investment proposals, delivery confidence, benefits realisation and key investment risks.
• Act as the enterprise escalation point for significant portfolio risks, delivery challenges, investment performance issues and benefits realisation concerns, ensuring issues are identified, assessed and escalated appropriately.
• Recommend intervention, recovery, reprioritisation, acceleration or cessation actions where delivery outcomes, strategic alignment, benefits realisation or value expectations are at risk.
• Hold accountability for the quality, consistency and effectiveness of investment assurance, portfolio reporting and performance monitoring practices across MBIE, enabling governance bodies to fulfil their oversight responsibilities.
• Ensure robust portfolio oversight, early intervention and Independent Quality Assurance (IQA) processes are established and operating effectively to support informed investment decisions and successful delivery outcomes.
• Establish enterprise standards for decision rights, accountability mechanisms, assurance requirements and escalation pathways across the investment lifecycle.
• Provide objective challenge and assurance on investment proposals, business cases, delivery performance, benefits, risks and significant change requests to improve investment outcomes and minimise delivery risk.

Enterprise investment capability, standards and continuous improvement

• Establish and maintain MBIE's Enterprise, Investment and Portfolio Management function as the Centre of Excellence for investment management and assurance.
• Act as MBIE's enterprise authority for investment and asset management and hold accountability for the effectiveness, integrity and continuous improvement of MBIE's investment management system.
• Lead the development, implementation and oversight of enterprise-wide frameworks, methodologies, standards, tools and guidance aligned to Treasury requirements and best practice.
• Establish the organisational expectations, controls and performance disciplines required to ensure consistent investment management practice across MBIE.
• Drive organisational capability across governance, sponsorship, project delivery, financial management, benefits realisation and investment management disciplines.
• Foster a culture of accountability, excellence and continuous improvement.

Enterprise asset management

• Provide enterprise leadership and organisational stewardship for asset management across MBIE and ensure asset management practices support long-term organisational capability, maintaining service delivery and investment decision-making.
• Ensure asset management is integrated with investment planning and portfolio management to support evidence-based decision-making.
• Oversee the development and maturity of MBIE's asset management capability, frameworks, systems and practices, to support investment decisions, long-term planning and risk management.
• Provide executive oversight of MBIE's asset base, ensuring appropriate visibility of asset performance, risk, lifecycle needs and future demand.

Government stewardship and reporting

• Hold accountability for MBIE meeting government asset management expectations and stewardship obligations, including Cabinet Office Circular CO (23) 9 and relevant Treasury and National Infrastructure Commission guidance.
• Provide executive oversight of asset management inputs to MBIE's Performance Plan, Annual Report and other corporate and statutory reporting requirements.
• Ensure senior leaders and governance forums receive robust asset management insights to support strategic decision-making and investment prioritisation.
• Serve as MBIE's senior functional lead for government investment management and asset stewardship requirements, ensuring organisational readiness, compliance and system maturity.

Benefits, insights and value realisation

• Accountable for overall portfolio performance visibility and enterprise investment insights, ensuring governance forums receive timely information to support strategic decision-making.
• Accountable for recommending portfolio intervention strategies, including reprioritisation, acceleration, recovery or investment cessation actions, where required to maximise organisational value and delivery outcomes.
• Ensure investment decisions and delivery activities remain focused on achieving measurable outcomes and benefits for MBIE.
• Lead enterprise approaches to benefits realisation, reporting, performance insight and value management across the investment lifecycle.
• Drive integration of portfolio, financial, risk and benefits information to support evidence-based decision-making.
• Ensure governance forums and executive leaders receive meaningful analysis, assurance and recommendations regarding portfolio health, investment performance, benefits delivery and overall value realised from MBIE's investments.

Wellbeing, health and safety

• Displays commitment through actively supporting all safety and wellbeing initiatives.
• Ensures own and others safety at all times.
• Complies with relevant safety and wellbeing policies, procedures, safe systems of work and event reporting.
• Reports all incidents/accidents, including near misses in a timely fashion.
• Is involved in health and safety through participation and consultation.

Tō tūranga i roto i te Manatū – Your place in the Ministry

The Head of Enterprise Investment and Portfolio Management position reports into the Chief Financial Officer within the Finance and Performance branch. The branch sits within the Corporate and Digital Shared Services group.

More information about MBIE's structure

Ngā Kawenga Ārahitanga – Leadership Expectations

At MBIE our leadership expectations provide consistent language for how we expect our leaders to lead at MBIE. They are supported by our values, and the Public Sector leadership capabilities as described in the Leadership Success Profile (LSP).

Leadership Expectations - Ngā Kawenga Ārahitanga (MBIE)

Lead by example - Whakatinana hei tauira
Enable our people - Whakaāhei ō tātou tangata
Deliver what matters - Whakatutuki ngā manako

Matatautanga – Competencies (Leadership Success Profile)

The Leadership Success Profile (LSP) is a leadership capability framework, developed by the New Zealand public sector for the New Zealand public sector. It creates a common language for leadership and establishes what great leadership looks like. You can look at the twelve underpinning capabilities and four leadership characters here: Leadership Success Profile | Te Kawa Mataaho Public Service Commission(external link)

To mātou aronga – What we do for Aotearoa New Zealand

Hīkina Whakatutuki is the te reo Māori name for the Ministry of Business, Innovation and Employment. Hīkina means to uplift. Whakatutuki means to move forward, to make successful. Our name speaks to our purpose, Grow New Zealand for All.

To Grow New Zealand for All, we put people at the heart of our mahi. Based on the principles of Te Tiriti o Waitangi / The Treaty of Waitangi, we are committed to upholding authentic partnerships with Māori.

As agile public service leaders, we use our breadth and experience to navigate the ever-changing world. We are service providers, policy makers, investors and regulators. We engage with diverse communities, businesses and regions. Our work touches on the daily lives of New Zealanders. We grow opportunities (Puāwai), guard and protect (Kaihāpai) and innovate and navigate towards a better future (Auaha).

Te Tiriti o Waitangi

As an agency of the public service, MBIE has a responsibility to contribute to the Crown meeting its obligations under Te Tiriti o Waitangi (Te Tiriti). Meeting our commitment to Te Tiriti will contribute towards us realising the overall aims of Te Ara Amiorangi – Our Path, Our Direction, and achieve the outcome of Growing New Zealand for All. The principles of Te Tiriti - including partnership, good faith, and active protection – are at the core of our work. MBIE is committed to delivering on our obligations as a Treaty partner with authenticity and integrity and to enable Māori interests. We are committed to ensuring that MBIE is well placed to meet our obligations under the Public Service Act 2020 (Te Ao Tūmatanui) to support the Crown in strengthening the Māori/Crown Relationship under the Treaty and to build MBIE’s capability, capacity and cultural intelligence to deliver this.

Mahi i roto i te Ratonga Tūmatanui – Working in the public service

Ka mahitahi mātou o te ratonga tūmatanui kia hei painga mō ngā tāngata o Aotearoa i āianei, ā, hei ngā rā ki tua hoki. He kawenga tino whaitake tā mātou hei tautoko i te Karauna i runga i āna hononga ki a ngāi Māori i raro i te Tiriti o Waitangi. Ka tautoko mātou i te kāwanatanga manapori. Ka whakakotahingia mātou e te wairua whakarato ki ō mātou hapori, ā, e arahina ana mātou e ngā mātāpono me ngā tikanga matua o te ratonga tūmatanui i roto i ā mātou mahi.

In the public service we work collectively to make a meaningful difference for New Zealanders now and in the future. We have an important role in supporting the Crown in its relationships with Māori under the Treaty of Waitangi. We support democratic government. We are unified by a spirit of service to our communities and guided by the core principles and values of the public service in our work.

What does it mean to work in Aotearoa New Zealand’s Public Service?(external link) — Te Kawa Mataaho The Public Service Commission