Management Consulting, PMO & Programme/Project Advisory Services- P3M3 accredited services- Performance/process improvement- PMO improvement roadmaps- IQA

HARRISON GRIERSON: Greg Rozen Technical Lead-Advisory Services. A specialist programme manager with over 20 years’ experience in both the UK and NZ. Services provided include PMO establishment and systems and processes tailored to client's requirements.National role servicing clients across the State and private sectors across New Zealand.

Greg led the business line for Beca Ltd (NZ) Programme Management Services.Programmes included - Kaikoura District Council - Insurance Programme Advisory ServicesDunedin City Council - Programme Advisory ServicesCivil Aviation Authority of New Zealand - Programme Advisory ServicesChristchurch City Council - Wellhead Security Improvements Project (WHSIP)Christchurch City Council (CCC) Insurance Programme ManagerFor Christchurch City Council, Greg as Programme Manager, led the management of preparing and presentation of Council's earthquake claim. Australasia's largest insurance claim by both value & number of assets. The claim has been brought to a successful conclusion, with settlement also attaining the largest single claim settlement in Australasia. Greg's role has been extended to provide advisory services to Council around the P.I Claim for brokered services - the high value claim mirrors the value Council's initial claim. Medical Assurance Society (MAS) Earthquake Reinstatement PMOGreg established the Programme Management Office (PMO) for MAS.

Technical Director/Principal for Beca Ltd - Programme Management

Christchurch City Council, Programme Manager (Programme of $139m)The role encompassed the delivery of major transport projects for the Christchurch City Council’s (CCC) capital programme. Reporting to: the Head of Project Manager Unit/ General Manager Capital Programme/ General Manager Greenspace/ General Manager Strategy and Planning and CEO.  This programme had high visibility both from Councillor overview, Executive Team overview and public interest which required a strong focus on the relationship management of: Councillors, via various seminars including the preparation and presentation of Council reports for the purpose of informing and seeking approvals. NZTA, as co funder, funding applications and jointly commissioned studies. Environment Canterbury as the public transport operator. Monthly briefings and participation in the design teams. Adjacent landowners, via regular one to one meetings and information briefings. Other stakeholders, such as disability groups, pedestrian and cycling lobbies, central city business association and businesses affected by either acquisition or the project’s design implications.

Norwich Union General Insurance (NUI) UK (renamed AVIVA from 2009) Norwich basedGreg was the Managing Consultant, aligned to ‘Business Change’, incorporating business process and IT changes/ development and asset renewals. A member of a 200 strong team with an annual budget of £117 million. One programme - Motor Insurance Database 2 (MID 2) Nov 2005 - December 2007. Overall Project/ Programme ManagerThe EU passed the EU 4th Directive that placed a requirement on all UK insurers to submit details of motor insurance policies (both personal lines and commercial) and the subsequent vehicle details to a newly created central database. The UK Ministry of Transport charged the Motor Insurance Bureau (MIB) with the task of establishing the UK database, ensuring all members submit data and comply with the timeliness requirements, via the imposition of financial sanctions, to commence in January 2008.The CEO of NUI UK was also the Chairman of the MIB and therefore retained a vested interest in the companies’ success of delivering MID compliance.The NUI Executive confirmed a commitment to the MIB to achieve compliancy targets to both avoid the financial penalties and likely brand damage resulting from failure. The Project is to deliver compliancy ahead of the sanctions date. The project scope included- IT coding changes to three platforms - Writing the Business Requirements Document (BRD) which formed the basis of defining the I.T changes. - Writing ‘Process Guides’ used across the business- Communciations across the NUI network- Enagaement of external service providers - Role included managing the external relationship with the Regulator, the Motor Insures Bureau (MIB). In this capacity Greg chaired Bi monthly performance reviews with the CEO of the MIB, presenting updated project plans and advising areas causing delays. - Appointed as consultant to the MIB, helping them to gain market awareness over the issues facing insurers achieving compliancy.