James Greally Email & Phone Number

Sydney, Nsw, Au

Wellington, New Zealand

Project Manager for the migration of the organisation from Google to Microsoft. The aim of this project was to migrate the organisation to M365, and consolidate other software licences.Licences that were retired, and required migration activity beyond Google Workspace, included other document management systems, digital whiteboarding tools and project and task management tools.One month from project close, the financial benefit of the project was an estimated annual saving of $830k, or 25% of the software licence costs for Callaghan Innovation. The project's major milestones were completed on time and on budget.In July 2024, upon project close, I was extended to manage the IT integrations as part of the wider integrated programme. As part of this programme to introduce Workday and Pegasystems across the organisation, I oversaw the integrations between those systems and other components. This included testing, defect resolution, dependency management, vendor management and planning across multiple projects. As part of Go Live and Post-Go Live planning, I led the prioritisation of future programme activity such as residual change request resolution and future enhancements.Once Workday was deployed as part of programme activity, I was again extended to intervene in and project manage the Hiwa-i-te-Rangi project which was implementing a replacement Grants platform. Hiwa was approaching the deadline for launch and reporting as ‘Red’, largely due to a very much deteriorated relationship between the project team and the grants team customers. Within a week of being brought on board, I led a reset of the planned pre-Go Live work and prioritisation of known issues. This received instant agreement between all parties, and the project was quickly rated ‘Green’ by project governance. One and a half months after this reset, the product was successfully launched for both the administrating grants team and customers, on the planned launch date.

Wellington, Wellington Region, New Zealand

Project Manager for the design and implementation of the Ārohia Innovation Trailblazer and New to Research & Development grants.The process to design and implement New to R&D was a complex one. It required the project team to operationalise competing or conflicting needs and requirements - and in new roles within a recently refreshed organisational structure and operating model.The grant launched 4 months after the Ministerial Direction was finalised.A typical timeframe for a new grant is 6-9 months.The New to R&D Grant provided co-funding for R&D activities and fully funded capability development activities intended to support businesses build and maintain R&D capability long term. The funding cap for each recipient was 400k NZD.The Ārohia Grants aimed to help get novel, leading edge innovation to market by supporting activities from concept through to market readiness. The narrowing criteria for the grant was that innovations must have potential benefits to the innovation ecosystem, which makes each grant a potentially compounding investment.The Evidence Grant was designed to help prepare for a Trailblazer Grant application. It supported market validation, early-stage prototyping, professional advice to develop evidence of opportunity.The Trailblazer Grant was contestable, and supports activities helping to bring an innovation into market. Each application had the potential to receive up to 4 million NZD in co-funding (appropriation was 150 million NZD in total). The grant included a 6 month assessment cycle. Most contestable grants of this size take 1 to 2 years.The Ārohia Trailblazer Grant was the flagship funding product for Callaghan Innovation, and represented a significant change to how innovators are supported. The hype and excitement from the ecosystem was massive for this grant, and it saw huge demand from day one.

As a Programme Manager within the Ministry Strategy and Performance Team, I acted as a business partner and trusted advisor for various directorates and teams such as Health System Improvement and Innovation (HSII) and Mental Health and Addiction. The primary purpose of this role is was to enhance P3M capability, and help managers and teams to plan effectively and build and maintain momentum in their various initiatives.Since late 2021, I was committed to the Health and Disability System Reforms, providing support to the Ministry Change Programme in a programme management and operating model design capacity.

As a Project Manager within the Ministry's COVID Directorate, my role involved design, development and management of the Directorate Consolidated Programme Plan, turnaround of complex projects, such as leading the Managed Isolation Facility (MIF) Operations Framework from inception to adoption, and providing facilitation and ad hoc support to various teams. Key focusses in this role included ensuring that plans, activity and reporting encouraged forward thinking and an outcome focussed approach, and building capability internally.As Integration Lead within the Ministry's COVID-19 Hub, my responsibilities included ensuring that leadership have visibility of the moving parts of various programmes of work, that dependencies are identified and understood and that different business areas are collaborating effectively.My role also saw me leading projects that required urgent uplifting, fast turnaround, facilitation of collaborative working between business units and experts and a fit for purpose process for transition to BAU.During resurgences, I was involved as part of the Incident Management Team (IMT)Key competencies that were critical to this role include:- Project, programme and portfolio management- Capability development- Stakeholder management- Process design and improvement- Leadership- Workshop facilitation

Wellington & Wairarapa, New Zealand

At X4 Consulting, I made valuable contributions to internal capability and initiatives, and continued consulting engagements in government, primarily in education.Once I joined X4, I immediately conducted a range of business development activities including team training in Design Thinking, Customer Experience (CX) knowledge sharing, as well as significant and wide ranging improvements to internal and external publications such as sales collateral and encouraging new ways of working and marketing. Due to this, I was widely regarded as having brought valuable new energy to the team, leading the way regarding business development and innovative thinking.My work with clients during this time included project and portfolio management. I supported the Ministry Of Education, developing project portfolio views across the Education Conversation projects. The purpose of this was to illustrate the cumulative impact on key stakeholders over time, inform prioritisation of competing initiatives, and develop portfolio reporting.

While employed at KPMG, I supported and led a wide variety of engagements, the majority of which were within the public sector. Major clients I had engagements with included the New Zealand Defence Force, Ministry of Social Development, Ministry of Education, Health Promotion Agency, among others.These engagements ranged from strategy and roadmap development, operating model design, organisational change and performance measurement and monitoring.As a foremost adopter, I kickstarted and led Design Thinking training and capability internally, as well as led a number of client and community partner engagements where I provided an introduction to Design Thinking. This became my niche within the wider team and something I was able to pass on when I left my role.During my time at KPMG, I developed experience and knowledge in strategy and roadmap development, Customer Experience (CX), process design and improvement, stakeholder engagement and management, performance measurement and business development, among other generalist consulting skills and competencies.

I joined the New Zealand Army, into the 2nd Combat Service Support Batallion (2CSSB). This experience provided me with competencies and skills relevant to the military that have also helped me in my career.