• Improve your IT Service

    with expert advice and assistance to your Service Architecture, Service Strategy, Service Design, Service Requirements, Financial Modelling, Procurement, Transition, Operations, and Continual Service Improvement – in complex multi vendor environments

    Common recurring themes: large enterprises, complexity, multiple suppliers, demanding customers, simplification and transformation, clarity, process and cost control, performance, cost reduction, implementing new systems, digitising and automating workflows


    Successful Customer Assignments: New Zealand Parliament (Elections 2020, ServiceNow, Operating Model, Cost to Serve Model, Technology Partner Procurement), Spark (Z Energy, GCSB, Corrections, Statistics, Police NGCC, ANZ, Conservation, Justice, Contact Energy), Ministry of Education, NZ Transport Agency, Vodafone (IRD & MBIE), Fronde, Gen-i (CBA Australia), ANZ Bank, Transpower, NZ Racing Board, ACC and others

  • Do these problems look similar to some of the issues your organisation is facing?

    IT Service Delivery, Service Management, Supplier Management, Performance Management, Current and Future State Operating Models, Requirements, Procurement, SLAs, Vendor Selection, Implementation, Transition, Handover to BAU, Process Improvement, Optimisation

    Examples of some real customer pain points I have helped with...

    • We have a business event of national significance, we need to scale-up and deliver VIP grade service in very compressed time-frames
    • We need to replace legacy systems and digitise our workflows
    • What are our costs, what are our services, who are our customers, which team is responsible for what   
    • Service delivery is not working for us, what should we do
    • We have two distinct service management models, how do we integrate them
    • We are moving to a new supplier, what should we want
    • We need to quickly establish credibility with a demanding new customer can you help us
    • We are negotiating a contract, we need someone who understands service management & procurement
    • Our service delivery needs improvement, can you perform a maturity assessment and help us improve
    • Our customer is in intensive care, can you help in recovery
    • Our auditors have identified process shortcomings; can you help us resolve them
    • We are rolling out new technical solutions to our clients all the time, every day, we need them to be handed over to BAU support in an orderly manner please !
    • Our customers satisfaction needs to be improved, can we look at our processes

  • My Mantra - A Service Catalog which encompasses all aspects of the Service Business Life Cycle

    Using this model as a guide to understand what needs addressing

    Service Business Life Cycle with the overall business philosophy, strategy & drivers in the centre, surrounded by business case, technology, people, customer, finance, operations, excellence through to mergers, acquisition & exit

    Working jointly with you to help you run an effective and successful service delivery & support organisation.


    0. The Why - Business Philosophy, strategy & drivers

    Business case, business plan, overall strategy & model


    1. Initiation - if you are starting off
    Location, hiring, infrastructure, core systems, processes

    2. Technology - the tools part of people, processes, tools & partners
    Tools, support platform, call logging, telephony, call routing, multi-channel support

    3. People - your own people; as well as suppliers and vendors
    Effective teams, appraisals, goal setting, compensation, incentives, rewards, rostering, career planning & growth, retention, succession planning, knowledge management, training & development, team dynamics & staff morale, energising, transforming & invigorating the team, internal comms

    4. Customer - the people you are serving
    Segmentation, relationship, key accounts, customer communications, new customer on-boarding, customer satisfaction bench-marking, measurement, improvement, proactive service, escalations, intensive care, reference customers, marketing communications, customer loyalty, user groups

    5. Finance - dollars and sense
    Billing, renewals, retention, budgeting, forecasting, new business dev, new offerings, support & service programs, service & support models, contracts, grand-fathering & retiring old versions and superseded contracts, (multi)-vendor & alliance management

    6. Operations - processes
    Reporting, KPIs, scorecards, capacity planning, escalations, critical situations, call flow models, service delivery, continual improvement, alliances, external providers, offshore providers, 3rd level support, organisational readiness for new products, versions & releases, 24 hr support

    7. Excellence - taking your operations to the next level 
    Customer satisfaction measurement, bench-marking & improvement, matrixed organisations, local vs global, ITIL, Lean, ISO 20000, frameworks, standards

    8. Mergers, Acquisition, Exit - completing the life cycle
    Integration of operations on account of mergers & acquisitions, divestitures & spin-offs, exits
  • Resulting in

    Current state evaluation, future state operating model, identification of gaps and overlaps, development of requirements, creation of RFI/RFP, vendor response evaluation & selection, contract negotiations, SLAs, project management, business analysis, implementation, transition, handover to BAU


    Meeting your business drivers; reduction in costs, improved customer satisfaction and higher staff engagement

    Consulting, Project Management, Business Analysis


    • Reviewing vendor service delivery & performance  
    • Developing future state models, strategy & options 
    • Procurement, creating requirements for RFI/RFP to go to market 
    • Evaluating responses & vendor selection 
    • Contract negotiations 
    • Project managing transitions & implementations 
    • Creating, reviewing, accepting, mapping, documenting & implementing new processes, plans & artefacts for successful handover to BAU

    Business Outcomes:

    • Reduction in costs from re-negotiated contracts
    • Business efficiencies on account of new service management models and processes
    • Very high supplier and process control
    • Meeting IT security, risk & compliance covenants
    • Remediation for successful audit
    • Supportability and handover to BAU
    • Customer satisfaction
    • Project, customer & business success 

    Typical Artifacts:

    • Maturity Assessment
    • Options & Recommendations
    • Improvement Road-map
    • Costing & Pricing
    • Requirements & RFI/RFP documents
    • SLAs
    • Lean Processes
    • Process Maps & Documentation 
    • Metrics, Measurements & Service Reporting
    • Service Catalog
    • Service Readiness Checklist
    • Roles & Responsibilities, Demarcations, Organisation Structure
    • Service Management Plan
    • Continual Improvement Register
  • 22 Proof Points

    List of project assignments with links for context 

    1. Parliamentary Service - RFI for Technology Partner; link
    Built on the work done previously with the "Cost to Serve" model, provided specialist consulting expertise to the RFI. Extract from the document:

    "PS currently outsources a number of technology services to third party service partners. PS is on a journey to reduce the amount of its resources devoted to managing commodity platforms to focus on technology services that support and transforms the business. We require technology partner(s) who can assist in this transformation and help us deliver operational excellence."

    Result: internal responsibilities agreed and allocated, new technology partner(s) selected, scene set for new operating model to be implemented.


    2. Parliamentary Service - ServiceNow ITSM Implementation
    Result: Successful implementation within 3 months, replacement of legacy systems for cost savings, digitisation of workflows, optimisation of subscription costs. In addition, led the upgrade to Quebec, acted as the defacto keeper of ServiceNow, kicked off ServiceNow HR Service Delivery implementation.

    3. Parliamentary Service - Cost to Serve Model
    Prepared the framework required to gain granularity of services and associated costs to deliver to internal and external customers.Prepared the framework required to gain granularity of services and associated costs to deliver to internal and external customers. Result: definitive visibility of costs previously not available for management control.

    4. Parliamentary Service - Elections 2020; link
    Project Managed multiple streams of work for IST program of work including working with complex and demanding stakeholders, embedding processes, upgrading tool-sets, managing partners for a series of high visibility events that comprise a typical election. Result: very successful program of work delivered, extreme credibility and confidence in IST.

    5. ServiceNow Partner Red Moki - VP Customer Success
    Led the efforts to ensure Red Moki delivered a super high quality ServiceNow initiatives consistent across customers regardless of type, size or geography. Led a team of talented Customer Success professionals for this rapidly growing organisation in startup mode.

    6. Spark - Enterprise Service Architect
    Reviewed service delivery & performance, mapped current state, created options, defined future state operating models, defined transition strategy, responded to RFIs & RFPs, project managed transitions & deployments, conducted workshops, created, reviewed, accepted & implemented new models, processes, plans, documentation & artefacts. Results: Generating customer confidence, successful implementations, and closing significant new business.


    List of Spark Assignments:
    a. Z Energy Managed Security Services Provider (MSSP)

    b. GCSB Service Management Design & Consulting

    c. Department of Corrections Cloud Digital Enablement Platform (CDEP)

    d. Department of Statistics Security Management Implementation

    e. Police Next Generation Critical Communication (NGCC) Response to RFI

    f. ANZ Response to Service Management RFP

    g. Department of Conservation Mobile Devices as a Service (MDaaS) &

    h. Ministry of Justice Service Mapping Network Services

    i. Contact Energy; link

    7. Ministry of Education - Service Management Specialist; link

    Service Strategy & Design - developed Service Catalog and the Service Management model to successfully on-board EPL (Novopay) infrastructure. On the success of this, translated the overall Digital Strategy into the Service Management Strategy, created a wider sector-wide Service Management Model, the Service Management Road-map, the Work Breakdown Structure and template cookie-cutter Project Plan. Result: successful onboarding of new customer.

    List of Education Assignments:

    a. Digital Service Strategy (Education Sector-wide) Service Architecture & Strategy

    b. Education Payroll Limited (Novopay) - Service Design & Transition

    8. Voco – eTOM Consultant, Requirements Analysis
    Analysed over 1,200 requirements against the eTOM framework (privileged & confidential).

    9. NZ Transport Agency – Service Designer
    Created Minimum Viable Service Design in a very compressed time-frames to support a new road toll solution.

    10. Vodafone NZ (Inland Revenue & MBIE) – Enterprise Service Designer
    Service Design & Transition - crafted over 17 Service Catalogs to successfully transition solutions into Vodafone’s largest and commercially critical customers. Scope included: Contact Centres, Communications, Connectivity, Wi-Fi, Security, Mobility.

    11. Telecom NZ – Project Manager
    Successfully managed complex migrations in the mobile & broadband space. Scope included pre-paid, post-paid, 4G LTE call plans, hardware infrastructure & broadband throttle policy. Result: 6 successful migrations.

    12. Fronde – ITIL Consultant, Service Operations, Road-map for Continual Service
    Service Strategy, Operations & Continual Service Improvement - commenced with CMMI Process Maturity Assessment and culminated with a pragmatic road-map to future state. Result: 7 actionable deliverables to improve service delivery.

    13. Gen-i (Commonwealth Bank of Australia, Sydney) - Lead Business Analyst, Service Transition; link
    Service Transition - established rock solid Service Management credentials with CBA for Gen-i on the “Nortel to Genesys Contact Centre migration” (Direct Banking STEP project); developed High Level Service Management Plan. Business Services in scope: Channels, Retail, Contact Centres, Telephony, Connectivity.

    14. ANZ National - Service Management Work Stream Lead, Service Strategy, Design & Transition; link
    Service Strategy, Design, Transition - increased first call resolution to 75% from 30%), transitioned 4 Service Desks (no service degradation), harmonised 2 disparate service models. Result: maintained the #1 customer satisfaction ranking of the ANZ Technical Service Desk within the ANZ Financial Group globally, at a time of significant transformation.

    15. Meridian Energy - Service Management Consultant
    Created Future State IT Service Operating Model

    16. Beca - Service Management Consultant
    Requirements, Procurement and Future State IT Service Model. Result: new suppliers selected

    17. Contact Energy - Service Management Consultant
    Service Improvement and Service Improvement

    18. Flute Network (Dunedin) - Service Management Consultant Flute Network (Dunedin) - Service Management Consultant
    Created Future State IT Service Management Model

    19. NZ Racing Board - Service Management Consultant; link

    Requirements, Procurement, Service Operations. Performed CMMI Process Maturity Assessment, addressed audit shortcomings, developed requirements, assisted in RFI response evaluation, SME for contract negotiations, reviewed proposed new processes. Resuts: Audit findings addressed, transitioned services to new network provider.

    20. Opus - Service Management Consultant
    Requirements, Procurement and Future State IT Service Model

    21. Transpower - Service Management Consultant, Service Design, Operating Model
    Service Design, Future State Operating Model, Requirements, Risk Analysis - created 18 Service Catalogs for voice, data & telecommunication services. Developed Future State Model, documented requirements, assisted in commercial options & risk analysis (ISO 31000).

    22. Accident Compensation Corporation - Service Management Consultant, Service Transition
    Service Transition - 33 internal & external resolver groups coordinated to migrate seamlessly from Unisys to Gen-i.

  • SERVICE 2: LeanIT Operations

    If you are already using Agile & Scrum, you may want to improve your BAU IT Processes using Lean Principles


    Training & Coaching for organisations interested in applying Lean Principles to improve their operations


    Lean – LeanIT – LeanITSM – ISO 20000 – ISO/IEC20000 – ITIL – ITSM – Training – Lean Training – Quality – Improvement – Customer Satisfaction – Continual Service Improvement

    Improve your Customer Satisfaction.


    Apply Lean Principles & Techniques to your IT Processes and bring the ITIL Framework, the ISO/IEC 20000 Standard & Continual Service Improvement together.

    These courses are easily translated to meet your requirements particularly if you are providing services in sectors such as banking & finance, utilities, telecommunications, healthcare or government


    Courses can be modified to suit your particular industry or requirements. Course 3 is best run as a workshop. Course durations indicative.


    Many organisations well down the path of having “done” ITIL are still wondering why the benefits they sought are still not delivered.


    ITIL provides a framework of processes and functions that need to be in place. These need to be applied pragmatically depending on the maturity of the organisation.


    This series of courses will introduce you to the origins of Lean Thinking, introduce you to Lean Principles and Concepts, will go into Lean Techniques, will show you how to use them in real life, will outline the steps you and your organisation need to take to undertake the Lean Journey, and show you how to bring the ITIL Framework, the ISO 20000 Standard and Continual Service Improvement together – to improve your processes, to improve your customer satisfaction, and improve your staff engagement.


    The course will provide you time to think about who your customers are, what are the touch points, identify problem areas and take away enough knowledge, tools & techniques to go back to your work place to start on your journey.

    • Course 1: Introduction to Lean
    • Course 2: Hands-On Application of Lean Techniques to IT Service Management Processes
    • Course 3: Leading & Implementing Lean to Improve Customer Satisfaction – Lean Techniques to bring together the ITIL Framework, ISO 20000 and Continual Service Improvement to Improve Customer Satisfaction

    Download course details here

  • Blog: Steps to becoming a Successful IT Service Provider


  • In the Press

    Selection of published articles and guest blogs including CIO NZ, Institute of IT Professionals Techblog, NZ Institute of Director's BoardRoom, ComputerWorld, Reseller News & the Dominion IT Weekly

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    New: The Story of Indian IT Professionals in New Zealand

    From Yesterday to Tomorrow: 60 Years of Tech in New Zealand

    Co-authored with Lalita Kasanji


    India is a global IT powerhouse, and we know its tech professionals have contributed to developed nations since at least the 1970s. New Zealand too has been a beneficiary of this immense talent, and from the development of its earliest systems and infrastructure, through to the current fibre rollout, Indian IT professionals have played a significant role.

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    Letters from India

    Or the Street Where I Live

    IT Professionals Tech Blog, Sunit Prakash, Guest Post. 09 March 2020, 5:00 am


    Originally published in CIO NZ


    On my sometimes annual sojourn to Mumbai, I am always struck by the changes and adaptation of technology and its impact on life and human behaviour.

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    Tackling the digital skills gap? Look at the kiwi fruit industry

    Applying classic product inventory management models and principles to the digital technology sector.

    CIO NZ 09 January, 2018 07:00
    “We need to know as much as we can about the size, scale and nature of the digital skills shortage in the digital technology sector, and across New Zealand” - Communications Minister Clare Curran


    Click here to open the pdf for the full article.


    Summary of the 7 steps to measuring the digital skills inventory
    1. Demand - form a view of employers’ HR related trends
    2. Supply - get a perspective from a resource perspective
    3. Data, information, reports & systems
    4. Add imports - validate from the larger ecosystem
    5. Subtract exports - the brain drain
    6. Diversity - under utilisation & under employment in the workforce
    7. Learn - from countries who are exporters (and successful importers of talent)

    Not very different from the kiwifruit industry and its inventory management systems I suspect !

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    IT boot-camp

    I recently ran a couple of sessions to help skilled migrants find jobs in Wellington.


    The experience highlighted key challenges the ICT sector needs to tackle as it prepares the workforce for unceasing change

    CIO NZ: 09 January, 2018 07:00


    I have been mentoring ICT professionals - new graduates, migrants - for years.


    And, with apologies to the original Kiwi Landing Pad based in San Francisco which helps New Zealand companies gain a toehold in the US market, I raised the idea of transposing this concept for skilled migrants.


    I called it the Wellington-based Kiwi Landing Pad for skilled migrants.


    Click here to open the pdf for the full article.

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    Development of New International Education Strategy - inputs to EducationNZ

    “We are setting out to challenge and be challenged – we encourage all interested parties to be involved in strategy development.” - 9 Recommendations; October 2016

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    NZX Consultation - Diversity on Boards

    Submission to NZX on its Consultation Paper to do with Ethnic Diversity on Boards; September 2016

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    7 Lessons in Customer Engagement from Australasia's Most Profitable Airline

    Guest Blog: Astute Solutions, July 2014


    Social media and brands: for big companies this can often cause panic, fear, and stress because they worry about a negative post going viral, or having no social customer strategy at all. We’ve posted about the negative effects of social media too, but how about turning it on its head and focussing on positive customer engagement instead?

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    Reaping India's Demographic Dividend

    Guestblog, Institute of IT Professionals Techblog, Dec 2011


    Laurence Millar kicked off a whole chain of thoughts when I attended his NZCS session "Agenda for the Digital Economy". He inspired me to write this article, about Indian students coming to study in New Zealand, Indian organisations servicing New Zealand, New Zealand organisations exploring India - and the challenges and opportunities this presents to New Zealand.

    Click here: IITP Techblog

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    Opinion: Toyota's 'lean' model tackles IT complexity

    ComputerWorld, October 2007


    Many IT companies have learnt that to succeed in business you can not save your way to success - you need to add value to prosper and grow

    Click here: ComputerWorld

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    Role of the Indian Diaspora in Building Bridges between New Zealand and India

    The Independent, Aug 2008


    India may well prove to be a more accessible and rewarding market than China for New Zealand's export driven businesses.

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    Free Trade Agreement with India; opportunities for New Zealand companies

    NZ Institute of Director's BoardRoom Magazine, July 2008


    Can the lessons from New Zealand's FTA with China be applied to India ?

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    Value Proposition of Support – Supporting the solutions Sales People Sell

    Guest Editorial in the New Zealand Reseller News, October 2007


    The business model of Nasdaq listed ERP vendors, and the business of support.


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    Satellite TV Revolution in India – Time to join the “global village” people

    Guest article on changes in India; The Dominion IT Weekly; September 1994

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    PatelNet: The future of IT enabled corner dairies – Corner diary options with PatelNet;

    Guest article on e-enabling and connecting corner dairies with a common infrastructure and network; The Dominion IT Weekly; October 1994

  • IT Service Management - Strategy, Design, Architecture, Requirements, Procurement, Transition, Implementation & Measurement

    Who did Spark Digital, Ministry of Education, Vodafone, Gen-i, ANZ, ACC, Transpower & Racing Board turn to when they needed a hard-hitter to assist in their IT Service Management initiatives !

    Large enterprises, complexity, multiple suppliers, demanding customers, simplification, transformation, clarity, control, performance, cost service, new systems

    Common themes:

    • Large enterprises  
    • With inherently complex inter-related solutions
    • Comprising multiple internal & external suppliers 
    • Servicing many, enterprise (& retail) customers, all  demanding better service (or else)
    • Heading down the path of simplification & transformation
    • Wanting further clarity & demonstrable control 
    • Mandated to improve performance, reduce cost and of course improve service at the same time 
    • Governed by stringent industry and government covenants and regulations
    • And implementing new systems at the same time
  • SERVICE 3: Growth Hacking, Disruption, Innovation & Lean Startup


    Using Lean Startup Principles, the Lean Startup Canvas, and some real life business experience to drive business growth


    Here are some of the accelerators & start-ups I work with;

    Question: is your enterprise ready for growth hacking ?


    Business Innovation Strategies, business startup advice, entrepreneur, ideas for business growth strategies, lean innovation thinking, lean startup business model, Lean startup methodologies, Lean Startup Methodology, lean thinking, lean training nz, minimal viable product, Minimum viable product, new business innovation, New Zealand startup, startups

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    R9 Accelerator is a govtech accelerator. Teams of innovators develop products and services that make it easier for people to interact with New Zealand government.

    Problem: Simplify the final affair(Department of Internal Affairs) - Help reduce the administrative burden and stress placed on others when a loved one dies.

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    A three-month business growth programme powered by New Zealand’s premier startup accelerator brand, Lightning Lab.


    This programme is designed to help FinTech companies compete on a global scale.

    Eight teams have been accepted, gaining access to NZ’s largest network of financial services experts and a high-quality pool of startup mentors.


    Teams will work directly with Kiwibank, Xero and other financial industry partners.

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    R9 Accelerator v2.0

    Problem: People new to the country often don’t have access to networks. MiBiz is a platform to help New Zealanders overcome common hurdles when starting a business by assessing where they’re at and linking them with appropriate local industry experts and service providers.

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    Startup Weekend is where startup enthusiasts get together to form new businesses in a 54-hour marathon of inspiration, perspiration, collaboration, and fun


    What can you do in 54 hours? Share ideas, meet a team, and be mentored by the industry's finest at Startup Weekend Wellington; where you’ll find the tools to design and build a new product, service or business in the space of a single, fast-paced weekend.


    Tap into Wellington’s startup community for a high-energy weekend you won’t forget.

  • Course 1: Introduction to Lean

    Duration: 1 Day

    Course Contents:

    • Introduction to Lean, its history and origins
    • Concept of Waste
    • Lean Toolsets
    • Lean Techniques
    • Understanding the Lean vocabulary
  • Course 2: Hands-On Application of Lean Techniques to IT Service Management Processes

    Duration: 1 Day

    Course Contents:

    • Value Stream Mapping
    • Kaizens
    • The Ishikawa Fishbone Diagram to perform root cause analysis
    • 5 Whys
    • Law of Pareto
    • Kanban
    • FIFO
    • Takt Time
  • Course 3: Leading & Implementing Lean to Improve Customer Satisfaction

    Lean Techniques to bring together the ITIL Framework, ISO 20000 and Continual Service Improvement to Improve Customer Satisfaction

    Duration: 1 Day

    Course Contents:

    • Identifying the Customer, Customer Touch Points, Moments of Truth
    • Customer Satisfaction
    • Customer Complaints
    • Service Catalogue
    • Process Maturity Assessment
    • Continual Improvement Register
    • Steps to implement and drive the change

    Courses can be modified to suit your particular industry or requirements. Course 3 is best run as a workshop. Course durations are indicative.

  • BOOK: Strategic Lean Service

    ... a business case study of how a global IT service delivery organisation used Lean to drive organisational transformation and achieve customer satisfaction

  • ITIL | ITSM | ISO 20000 | TOGAF | COBIT | Strategy | Architecture | Design | Transition | Implementation | Lean | India | New Zealand | Australia

    Sunit Prakash

  • Outside Work - Coaching, Guiding & Mentoring, Royal Enfield Bullet, 4WD and all things Indian...

    CSR, Corporate Social REsponsibility, Coaching, Guiding & Mentoring Skilled Migrants

    Coaching, Guiding & Mentoring New Skilled Immigrants

    Someone gave me a leg up when I first arrived in New Zealand, many were kind and generous to a fault.


    Now in a position to pay if forward, I find myself coaching, guiding & mentoring skilled new immigrants to New Zealand - with very "deep-down-inside" satisfying results.


    Currently documenting their stories and successes as case studies; and finding & connecting with like-minded people and organisations.

    Around Outback Australia 4WD

    Gone Walkabouts: 4WD & Travel

    As a family we decided to pull our son out of school for a term and see some of Australia before we headed home to Wellington.


    The result was an epic 80 day, 21,000 km 4WD trip through the centre of Australia from Sydney to Broome, and then back again the long way.


    We have seen more of Australia than most Australians and are so much the richer for it.


    Here is a link to a clip if you are interested !


    Around Oz in 80 Days

    Royal Enfield Bullet Motorbike

    Quality Thinking Time: Royal Enfield Bullet

    ... and for quality thinking and to find my peace of mind, I ride my Royal Enfield Bullet motorbike.


    Link to article in KiwiRider.

    India NZ Connections

    India-NZ Connections

    I believe people like myself who are local in Australia, New Zealand & India have a role to play in building bridges between the countries... I play my small part by informally guiding businesses interested in these markets.

  • My 6 Points for New Zealand's new CTO to consider

    Click here to download and make sure you also have your voices heard by making your own submission

  • Clarity of Thought, Speed of Execution


    1. Hone in on key concerns

    2. Develop a pragmatic strategy

    3. See it through to execution

    Guaranteed two insights as they apply to your situation, or the coffee is on me


    Have the quality conversation

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    +64 21 144 8181 

    +61 415 32 82 72 

    +91 98207 09945 

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