Nathan Grieve Email & Phone Number

Sydney, New South Wales, Australia

NSW Health has transitioned to a new centralised data warehouse called EDWARD.• EDWARD is an acronym for Enterprise Data Warehouse for Analysis, Reporting and Decision support. • EDWARD is now NSW Health’s single source of truth for Commonwealth and State Mandatory Reporting, as well as performance monitoring and other key functions. • EDWARD replaces the previous system, which had been in service for over 20 years.As EDWARD is a centralised development for the State of NSW, there's a need to support a large range of diverse stakeholders across all NSW Local Health Districts & Specialty Health Networks, Ministry of Health Branches, Pillar organisations and eHealth NSW.I deliver a range of project and change management initiatives that directly support all of these stakeholders in transitioning to and successfully using EDWARD including:• Acting as Secretariat of key governance forums such as various State-wide Steering Committees• Leading/participating in various testing and end-user working groups, including the EDWARD Community of Practice• Leading on communication activities including producing monthly newsletters and presentation packs for executive presentations• Leading on corporate reporting including drafting and reporting on business plans and high-level roadmaps• Leading on the delivery of a program of training comprised of 45 different topics delivered by a range of different stakeholders• Leading on the organisation of the content of the Annual State-wide Forum, as well as post-forum analysis of outcomes and follow-on actions, and• Progressing many adhoc projects, as required in support of the team.

Sydney, New South Wales, Australia

The People Experience Branch supports, grows, nurtures and develops the 29,000 people across TfNSW - always living our values by putting our customers at the centre; people at the heart; and working for the greater good.Today’s people are central to tomorrow’s outcomes, and so to deliver the 2056 Transport Strategy which connects communities and helps build a strong economy, we need the right people.I joined the newly formed People Experience Branch at the start of the first COVID lockdown and established the Office of the Executive Director. I became a member of the branch’s Leadership Team where I directly supported the Executive Director, five Directors and the wider branch of over 250 amazing people. I delivered all business management functions (such as business planning, budgeting, corporate governance, managing correspondence including Briefing Notes). But more than that, I loved my leading role in helping to build and shape the culture and identity of the branch… having a central role in bringing people together, helping them to understand their roles and linking this to the new ways of working of the branch. I led on branch communications including delivering hybrid town-hall meetings (initially fortnightly, later monthly); wrote regular newsletters and Microsoft Teams’ posts; and took the initiative on other staff connection and well-being opportunities (e.g. running trivia sessions; making short connection videos).I was a central contact point for all branch queries, provided advice and support to the Branch Leadership Team; developed and mentored Executive Support staff; and lead on managing (and enhancing) internal and external stakeholder relationships.

Sydney, Australia

I was invited to join the Office of the Coordinator-General (OCG) to establish a new division called Environment, Energy and Science (EES) following Machinery of Government changes on 1 July 2019. The Coordinator-General led five Deputy Secretaries and 4,000 staff across 150 locations.I worked in a small, agile team, directly supporting an Executive Director, in the OCG’s Operations and Transformation Unit. The Unit delivered standardised, business-critical information and analytics to enable strategic decision-making via a Finance and Investment Committee.An achievement of note was acting as the Secretariat of Financal Information Committee, which was chaired by the Coordinator General and attended by all EES Deputy Secretaries.

Sydney, Australia

The Portfolio Transformation Office (PTO) led on delivering a range of the Secretary's priority, strategically important and sensitive projects. This included a Change Management Office.Key achievements:• Coordinated whole-of-cluster responses for: the INSW State Infrastructure Strategy; DPE Grants and Rebates Review; The Kaldas Review of the NSW Planning System; and the implementation of the Government’s Housing Affordability Strategy (whole-of-Government response). • Project managed a high-priority change project, the ‘Year of Communication’ (YOC). I developed and managed a project schedule, budget, risk and issues log, stakeholder map and supported implementation of the communications plan. I also acted as Secretariat to its Steering Committee. • Led on developing an Enterprise View of change projects across the Department. Supported development of training materials and artefacts to deliver appropriate support according to change needs.• End-to-end project delivery of DPE's inaugural float in the 2019 Sydney Mardi Gras. Managed high-profile stakeholders by providing consistent, clear and coordinated communications including weekly status updates to the three lead Executive Directors; regular, targeted communications to both float participants and the wider Department (non-participants); and delivered promotional events.

Sydney, Australia

The HSPO PMO was created to report on the Government’s Housing Affordability Strategy, launched in June 2017Key achievements:• Managed internal stakeholders (Policy Officers) to collate standardised project plan information and managed a key external supplier (an IT solution provider).• Created a ‘Program-Portfolio View’ of DPE’s housing delivery pipeline and, using this project plan information, led cross-Government reporting on the implementation of the Housing Affordability Strategy.• Developed and managed the project schedule and project documentation such as the project charter, requirements documentation, stakeholder register, change control register, activity list, risk register, issues log, and vendor contract delivery• Created and maintained a stakeholder map and provided stakeholders with targeted communications and customised levels of support to maintain engagement with the project.

Sydney, Australia

Primary role: Delivered business management functions to the Group to cover a 3-month period of annual leave whilst also delivering the Premier’s Priority Dashboard (as explained below).Key achievement:• Directly supported the Deputy Secretary and Social Policy Group, which was comprised of four Executive Directors and their teams.

Sydney, Australia

Primary role: Project managed delivery of a dashboard to report to the NSW Premier on the ‘12 Premier’s Priorities’.The dashboard contained over 600 components, had 59 data feeds from 10 agencies and was delivered on mobile and tablet platforms. Key achievements:• Delivered the project on-time and on-budget, receiving positive feedback from the Premier and other Deputy Secretaries.• Received DPC Secretary’s Award (Excellence and Innovation finalist).• Managed a large number of stakeholders, which was the key to the success of this project. Stakeholders included 10 government agencies and an external IT supplier of Tableau software.• Developed the project schedule and monitored against it.• Chaired a cross-agency Internal Project Group; prepared briefing notes for the Premier’s Office, PIU’s Deputy Secretary and other senior stakeholders.• Used PRINCE2, Agile SCRUM and the UKs ‘Deliverology’ methodologies to achieve project outcomes.

Sydney Area, Australia

Primary role: Implemented an Integrated Planning and Reporting Framework across the FACS cluster working in the Business Strategy Unit of the Corporate Governance & Performance Directorate.Key achievements:• Developed a Project Implementation Plan.• Designed the structure of a Business Plan Template and delivered supporting products.• Worked with stakeholders including NSW Treasury, the FACS Executive Board and FACS Districts.• Produced an instructional guide for end users.

South America And South East Asia

In the process of relocating to Australia, I travelled far and wide; taught English in three different countries and volunteered. I saw opportunities to influence and be influenced. I positively impacted on the lives of vulnerable people. • For six months, I travelled around South America and South East Asia• For three months, I lived in Thailand. I initially studied full-time for five-weeks for a TEFL qualification (Teaching English as a Foreign Language). I spent the following seven-weeks teaching English.• For six months, I did volunteer work in homeless shelters in Buenos Aires with the charity L.I.F.E. - Luchemos por una Infancia Feliz y con Esperanza – ‘Fighting for a happy childhood with peace’. • For six months, I was a full-time English teacher in Brazil. I taught to two distinct groups – students at an introductory level (group class) and Doctors at an advanced level (1:1 sessions).I had never previously taught English. It is not my vocation. However, I did it as a means of engaging with local communities and with the hope and intention of 'enabling'​ people... I.e. knowing basic English is essentially a 'life skill'​ and which could be the difference between a disadvantaged person getting a job and missing out... the difference between putting food on the table or going hungry. I know that I directly impacted on and improved people's lives. It was a highly rewarding experience. These experiences exposed me to new languages, cultures and challenges. As a result, I’m more confident, a better problem-solver, lateral thinker and communicator. I’m also a better listener. I was constantly required to embrace change; to thrive in a strange environment; and to negotiate with and influence others. So it was a sabbatical, but one with a twist. I.e. it was one of activity, of teaching, of learning, and of personal growth and development.

London, United Kingdom

Primary role: Directly supported an interim Executive Director and, with overview of key projects, delivered all business management functions. Key achievements:• Managed the successful transition/change of Executive Directors. • In doing so, I was praised for making appropriate interventions, problem-solving, providing appropriate constructive challenge, managing-up and for my influencing abilities.• Monitored and reported on the outcomes and impacts of the first six-months of our team’s activity against the corporate business plan.• Managed a phased recruitment programme to a new organisational structure comprising 30 posts.

London, United Kingdom

Primary role: Led a small Business Support team (managed two x Executive Assistants and one x Personal Assistant) in delivering the corporate functions of the Communications Division. The Communications Division comprised 20 staff and a £1.5m budget. Worked directly with the Executive Director, supporting them on all management issues and also delivered a discrete portfolio of projects. Key achievements:• Received a (rarely given) Performance Award from the Ombudsman.• Delivered processes, new ways of working and other direct support to the Director that resulted in them feeling well managed, supported, and organised; and the Division’s reputation enhanced.• Developed and reported a range of metrics and dashboards on the Outcomes & Impacts of the Division’s work to the Ombudsman and her Executive Board.• Led on internal audits including one of our Press Office, which was the first completely clean audit the lead auditor had given in her 12 year career.• Delivered a Value For Money and a Quality Framework that fed into local business planning that resulted in better quality submissions to the Director.• Improved the performance of the Director’s support team. This involved confronting poor performance and dealing fairly with complex staff issue involving the disability of a vulnerable person.• Completed a 1-day-per-week three-month work placement at GlaxoSmithKlein (GSK) working with senior managers on strategic planning; corporate reporting (dashboards) and improving internal communications.

Primary roles: Project managed the finalisation, distribution and public responses arising from the UK Parliamentary Ombudsman’s Investigation Report into ‘The prudential regulation of the Equitable Life Assurance Society’. (The report was 3,000 pages in length, in five volumes, and which was the culmination of a four-year investigation involving a team of up to 18 people and costing approximately £2.5million.)Also led on stakeholder engagement, including managed high profile and diverse submissions from the public, the UK Parliament, academic institutions and lobby-groups.Key achievements:• Redesigned the Investigation Unit’s data warehouse and project managed delivery of a bespoke Customer Database.• Managed the customer service and stakeholder liaison interface of the Unit, managing customers’ expectations and diffusing difficult situations.• Produced one volume (over 1,000 pages) of the investigation report which involved working to deadlines and resolving issues involving report layout, style, proofing and quality.• Developed and successfully implemented a project plan for the complex distribution of the investigation report. This involved obtaining and recording thousands of stakeholder preferences, issuing different versions of the report in various mediums, each with personalised and, in some cases, customised covering letters and personalised annexes, both internationally and in the U.K.• Designed and implemented a post-publication information management process to risk assess, manage & respond to high volumes of incoming correspondence within agreed service standards.• Effectively managed the Unit’s £2.5m budget, including working with the National Audit Office.

An Independent Complaint Advocacy Service (ICAS) was launched through Citizen Advice in response to a statutory requirement placed on the UK Government, which required rapid deployment.Primary role: delivered primary support, maintenance and development of a customised database to 172 staff located in 36 independent bureaux across England.Key Achievements: • Delivered all management information of this £13m Government contract and led on contract compliance.• Produced key update reports such as Quarterly Regional Performance Reports and an Annual Report.• During project closure, I designed and implemented processes to transfer 5,000+ clients to three separate entities in accordance with contractual and legal requirements (i.e. Data Protection Act).• Produced modelling information which informed a bid for a new ICAS contract worth £50m.

London, United Kingdom

Primary roles: Designed, tested, implemented and managed all aspects of the project’s information systems as part of a Central Project Management (Contract) Team. Post launch/implementation, the role developed into one of delivering database support and further development, customised report generation (using SQL), process design, educating and training staff.Key Achievements:• Produced an information specification for developers and worked as part of a small team to test and implement bespoke software.• Created all processes, procedures and user documentation used in conjunction with the database.• Produced publicity materials such as internal and external newsletters, leaflets, and posters.• Produced translated leaflets and posters into five languages - Arabic, Chinese, Hindu, Turkish and Urdu.

Primary role: Directly supported the Project Manager by managing key deliverablesKey Achievements:• Designed, implemented and managed the project's information systems.• Established six ‘0845’ call-switching telephone networks.• Created a customer-facing key support document - the Self Help Information Pack.• Produced regular Communication Bulletins for bureau, staff and project teams during project start-up.

Melbourne Area, Australia

Primary role: Managed the Telstra Wholesale Facilities Access T.E.B.A. Business Unit. The Unit provided wholesale carrier access to Telstra’s facilities, exchange network and telecommunications infrastructure. Stringent legal and technical conditions applied. Key Achievements:• Developed and implemented new procedures to improve overall end-to-end service delivery.• Delivered monthly wholesale billing of $500,000 in new capital works.• Worked with a colleague to recover in excess of $4million in back-billing expenses. • Developed integrity reporting procedures that improved the accuracy of completed capital works and minimised billing disputes.