Glen Mccloy Email & Phone Number

Wellington, Nz

Wellington, Wellington Region, New Zealand

As Business Specialist I am assigned to different areas of the branch that require my operational expertise and leadership to deliver critical and complex initiatives. My current assignment is -MANAGER FOG CANNON SUBSIDY SCHEME /December 2022 – presentThis scheme provides eligible small business retailers a subsidy to have a fog cannon installed in their premises. The fog cannon provides a deterrent to retail crime. The scheme is a Ministerial priority, set up under urgency. I led the implementation and now manage its operation.

Wellington, Wellington Region, New Zealand

The group was responsible for fee waiver, exemption and emergency allocation applications. As Business Manager I was responsible for leading the corporate accountability functions and leading a team that supported continuous improvement. In this role I:• Led the development of the MIQ Readiness Plan which provides step by step details on how to re-implement a MIQ capability, if required. Minister acceptance of this plan was a pre-requisite for closing the remaining MIQ facilities in NZ• Developed a workforce planning model that forecast declining resourcing requirements for the branch as MIQ facilities were decommissioned. This tool was used as the foundation for the people change process as the Branch was disestablished• Led a team of Business Advisors, Business Analysts and Data Analysts as we supported a diverse work programme that included process improvement, standard operating procedures creation, legislative advice and forecasting information for facility capacity utilisation

Wellington, Wellington Region, New Zealand

Business Manager for two key groups within Toitū Te Whenua Land Information New Zealand (LINZ); Business Transformation and Corporate. The Business Transformation group is responsible for rebuilding and modernising the Land Registry System. The Corporate group leads enterprise shared services such as Finance, Procurement, Human Resources and Risk and Assurance. As a member of both senior leadership teams I have:• Led a cultural overhaul within the Business Transformation group to embrace the adoption of a flexible working model. This included both staff behavioural change and implementing structure change. • Led the development of an internal organisational policies framework.• Implemented a sourcing strategy to successfully recruit over 30 specialist roles critical to the delivery of the Business Transformation programme.• Supported the two Deputy Chief Executives of Business Transformation and Corporate groups as trusted advisor on emerging strategic and operational issues.• Provided advice and mentoring to Group Managers on business processes and activities. • Been accountable for the annual business plans, internal audit responses, quarterly reporting to the Executive Leadership Team, contract management, resource planning and continuous improvement processes.• Ensured that the Business Transformation group functioned in an agile wherever possible and performed the role of Agile Flow Manager for the Senior Leadership team.• Identified, supported, and developed the strengths of my team.

Wellington, Wellington Region, New Zealand

The Overseas Investment (Urgent Measures) Amendment Bill 2020 introduced a reform package in response to the Covid-19 pandemic. I was responsible for ensuring the successful implementation of operational changes. I achieved this through:• Devising a programme leadership structure & delivery workstreams to oversee operational policy, communication, finance, and IT changes. • Running weekly programme leadership & workstream stand ups to remove roadblocks, assess progress and communicate change.• Providing tailored governance board reporting that highlighted the critical information required to make effective decisions in quick time.• Using established relationships & negotiation skills to address resource challenges.• Creating an implementation plan based on what was most viable to meet policy intent within the tight timeframes.• Developing an operational readiness plan and & supervised day one implementation activities.

I provided strategic leadership to an organisational change programme designed to transform how LINZ improved its customer centricity, collective leadership, and collaboration with process partners. I achieved the following: • Programme leadership of six priority projects. Working with project leads to ensure delivery of changes and the education and upskilling of LINZ staff in new disciplines and techniques.• Communicating to the organisation progress on the change programme through roadshows, news articles and video updates• The design, implementation and facilitation of Innovation Labs to derive future change goals that would continue to progress the organisation. This was something that LINZ had never tried before and produced a scaled version format to bring innovation to any issue. • Leading the simplification of our strategy set to provide alignment and clarity on LINZ priorities. LINZ had many strategic artifacts that contributed to a cluttered strategic landscape. I was tasked with reducing this and providing a clear line of sight to LINZ employees on their contribution to our outcomes.• The role reported to the CE of LINZ. They were new to the organisation and asked me to develop options for a future Operating model that would enable the delivery of our strategy set.• Ultimately the programme created a culture of innovation, continuous improvement and ongoing development and made a positive contribution to the organisation’s overall performance.

Wellington & Wairarapa, New Zealand

Supporting the group through applying best practice business disciplines to improve efficiency, comply with policy and process, and provide insight on the groups’ alignment in delivery of its strategic objectives· Providing a coordinated approach in planning and effectual execution of Overseas Investment Office Quality Programme initiatives· Developing investment proposals and funding applications for Policy and Overseas Investment projects· Providing support in the delivery of analysis, monitoring and reporting on key performance indicators· Leading the collective and collegial creation of group and team business plans that established the group strategic goals for the year· Managing the development of the groups multiple cost centre budgets· Preparing quarterly and annual review reports covering key messaging on achievements, progress against milestones and financial and risk management· Advising the Deputy Chief Executive on strategic and operational issues impacting the group· Preparing and facilitating of group planning workshops to further develop the culture and engagement within this newly formed business group

Wellington & Wairarapa, New Zealand

Leading the Project Delivery practice, consisting of Project Managers, Business Analysts and Project Coordinators, to partner with the business to deliver the LINZ change programme.• Driving results in all aspects of projects (people, process and technology) to successful completion• Shaping team capability through coaching, mentoring, development planning and actively sharing knowledge and expertise• Determining and managing the work programme through capacity planning and resource allocation. This includes the deployment of permanent LINZ staff and the procurement and contract management of an outsourced workforce• Provide quality assurance and advice on approach and methodology supporting consistency• Monitor projects overall progress, resolving issues and initiating corrective action as appropriate• Development and implementation of a vision and strategy for Project Delivery the aligned to industry trends and the future needs of LINZ

Manager of twenty three Business Analysts and two Technical Advisors. Responsible for ensuring they use best practice and have optimal performance to successfully deliver innovative systems, products and servicesResource Management of a pool of sixty Business Analysts. Managing the supply of Business Analysts to Inland Revenue projects through skill based deploymentBuilding future capability through identification of training and development opportunitiesIdentifying individuals’ career and performance goals and providing coaching and mentoring to attain theseLeading the recruitment process to meet resource demandDealing with staff performance and behavioural issues in accordance with organisational policyRelationship Management with external recruitment and supply agenciesRegular facilitation of an internal training course for emerging leaders within Inland Revenue

Leading a multidisciplinary design team on a project within Inland Revenue’s transformational programme. Setting the direction and managing the process of creating high level concepts and detailed designs that informed the business case to TreasuryLead for the Budget 2011 policy team. Defining the organisational impacts and costs associated with the changes for reporting back to MinistersResponsible for delivering the implementation plans for legislative changePartnering with Ministry of Economic Development counterparts to determine the feasibility of a unique identifier for New Zealand businessesFacilitator of Service Design trainingFacilitated workshops utilising design techniques for problem definition and concept generation

Developed detailed policy proposals for KiwiSaver amendments that were enacted through the Taxation (GST & Remedial Matters) Act 2010. These amendments included allowing scheme providers and Inland Revenue to share informationComposed the documentation that supported KiwiSaver reforms such as new rules for the enrolment of under eighteen year olds as they went through the Generic Tax Policy ProcessManaged the consultation processProduced recommendations on future KiwiSaver policy change detailing revenue impact, compliance and administrative costs, and social objectivesWorked on all aspects of the legislative cycle from reports to Minister, bill commentaries, officials' reports to the Finance and Expenditure Committee, and draft Tax Information Bulletin items Responded to OECD information requests and handled ministerial correspondence Collaborated with Housing New Zealand on the development of the first home deposit subsidy

Managed a work programme of over twenty KiwiSaver initiativesCreation of new processes that provided significant organisational savings through the reduction of paper outputs and manual interventionsLed the implementation of the 2009 Budget change of repealing ‘mortgage diversion’Produced a design for the trans-Tasman portability of retirement savingsGovernance reporting to steering groups and management teamsResource management of a team of eight Design AdvisorsCoaching of service design best practiceChange management of team through a restructuring processEffective relationship management internally within Inland Revenue and externally with other agencies including Treasury, Ministry of Economic Development and Housing New Zealand

Created innovative customer centric services for small businesses & debt customers, enhancing their experience and encouraging complianceBusiness partnering to establish problem statements and key stakeholder requirementsProficient in prototype, storyboard and wireframe techniquesResearched key customer insights

Designed a foundational outbound calling methodology for Inland Revenue contact centresDeveloped a promotional Working for Families outbound calling campaignManaged the implementation of I.T. and business tasks for successful delivery of the projectRelationship management and governance reportingExperienced in Microsoft ProjectCo-ordinated organisational communication through detailed planning

Coached, developed and trained a team of 14 staff to achieve contact centre targetsSupervision of staff allocations and roster adherence to ensure call volumes were metMonitoring and reporting on performance (individual & team)Creating and maintaining an environment that encouraged team developmentFacilitated the fraud & ethics programme