Jane Macgregor Email & Phone Number

Johannesburg, Gp, Za

Johannesburg, Gauteng, South Africa

Gauteng, South Africa

Johannesburg Area, South Africa

Maestro Performance is a professional consulting, coaching and mentoring company, which combines the sciences of engineering and psychology with the art of human performance. We enable organisations and people to achieve enhanced purpose and meaning and increased resourcefulness and productivity, resulting in engaged and high achieving behaviours. Through proven methodologies, our clients optimise the capabilities and outputs of their human resources and deliver consistent, measurable results.Recent work includes team coaching in the personal care industry; helping entrepreneurs put more systems and processes into their businesses so that they can work more "on" the business rather than "in" it; helping schools deal with conflict.Mentoring individuals and small to medium size businesses resulting in significant growth e.g. mentored a woman during her first SAP project to now being the IT Director of the companyConsulting to a number of diverse organisations on improving business performance, change management, empowering and engaging people e.g. Murray and Roberts, Safe Blood for Africa Foundation, Babcock Engineering, GijimaWorking with businesses to improve their performance through measuring the right things to keep everyone focussed, engaged and delivering value.Lectured on the Middle Management Development Programme at GIBS for a large South African companyCurrently tutoring MBA and BBA students at the Regenesys Business School

Eikenhof

AGCH is a home to 80 children based at Eikenhof, south of Johannesburg. I spend time there each week to assist the home in becoming more operationally effective and ensuring the sustainability of the home.

Maestro Performance was contracted to do the Change Management for the programme to change Gijima from product centric to client centric. This involved the branches around the country as well as the staff based at clients' sites. The programme followed a standard Change Management programme including prepare for change, engage and enable the people to change,embed the change.

• Developed a programme for changing the operating model of the Personal and Business Bank (P&BB) from a product centric view to a customer centric view. The people, process and technology capabilities were translated into pragmatic, measurable deliverables for a 5 year programme. Developed a change management programme that started at the top of the organisation. I worked for the CEO of P&BB, Sim Tshabalala and my main customers were the HR Director and the rest of the Executive Team. • Created an IT Process department. Re-launched the SDLC ensuring that people and processes were included rather than just a purely technical view. Ensured that the change management roadmap was used. The new matrix management organisational structure meant that the RACI model had to be well defined, understood and followed.• Introduced the Prosci Change Management methodology into the Bank• Developed a Change Management Enablement Roadmap that was used in every project. This ensured that change agents were developed in all areas impacted and that the managers were trained on how to be effective change leaders.• Created a new department called Business Solution Design which housed all business analysts as well as change analysts – a new role that I introduced into the bank. This involved the centralisation of all the analysts throughout the P&BB.• Developed a course with University of Johannesburg that would allow staff to end up with a BCom in Business Analysis after 3-4 years study. • Worked for the CEO of the Bank, Jacko Maree, on two projects over and above my day-to-day responsibilities. The first one was to “operationalise” the Financial Sector Charter. This involved taking all the pillars of the Charter and ensuring that line management built them into their own running of their businesses. The second project was to create awareness throughout the Bank of the new values.• Formed the Personal and Business Banking Women’s Forum

Johanessburg

• Took a poorly controlled operation and turned it into an efficient operation within 2 years. An independent survey was conducted by Alexander Forbes in October 2001 and Nedcor Securities and Custodial Services was rated the top custodial business in South Africa. Restructured the department due to the new technology being introduced and reduced the head count from 240 to 120 with no staff made redundant• Introduced a new position, change agent, who reported directly to me. This person was the eyes and ears of the staff in monitoring the communication, attitude of the staff, behaviour of the staff, climate of the staff and ensured that the whole change was managed appropriately and successfully.• Successfully integrated the Nedcor Technology & Operations change initiative into the department. This involved defining a vision for the department as well as defining and measuring the Critical Success Factors needed to achieve this vision. Values were also defined to give guidelines to the staff as to what culture and associated behaviours were required in order to achieve the vision. The successes were videotaped and played before the Top 1000 managers in Nedcor.• Was part of a two person team that negotiated a R350 million, 5 year call centre contract with an outsourcing company. Was recognised as a Nedcor Gold, Going for Gold winner when the contract was signed.

Johannesburg Area, South Africa

• Responsible for the formation of a new division within TM that would be responsible for all aspects of Payphones viz. Sales and Support; Research and Development; Production; Materials Management and Finance. Staff complement of 208 reporting to the Managing Director. Budget for division was R94 million.• Increased product output by over 100% in some products with no increase in staff complement; reduced overseas debtors by 20%; introduced project management into Research and Development; introduced performance measurements for the salespeople based on forecasts and actual sales thereby negating unrealistic sales aspirations; ensured that a culture of "The Customer is Always Right" was created and maintained; ensured that the value of stock was closely monitored and a stock turn of 5 was achieved; three new markets were developed viz. Angola, India and a private operator in Russia.• Responsible for the Service and Support of public payphones, desktop payphones, agency meters and telephones in South Africa and 18 overseas countries. Staff complement of 20. Reporting to the Technical Executive.• Ensured that all tender submissions were correct; all customers were kept informed of status of their requirements; provided marketing information as to future requirements; travelled overseas to keep abreast of new markets; responsible for employees based in Eastern Europe.• Was involved in the winning tender submissions for South Africa; Namibia; Botswana; Nigeria; Lithuania; Czech Republic; Slovakia, Hungary, Rumania, Poland, Russia.• Introduced a Customer Complaint programme to track outstanding complaints; time to resolve complaints etc.• Computerised the PABX fault logging system to improve the quality and efficiency of service.• Seconded to GEC in the UK for software assignment on a distributed PABX system• Hardware and software design projects for PABXs, including implementing music on hold and call logging

Master Of Business Administration (Mba), Business Administration And Management, General

Finalist in Nedbank MBA student of the year

Bachelor Of Science (Bsc), Electrical And Electronics Engineering

Matric