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.

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.
• 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.
• 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.
• 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.

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.
• 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.

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.
• 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.

• 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.
• 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.
• 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.
• 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.

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.

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

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.

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.

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.

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.

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.

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