Stuart Diggins Email and Phone Number

nem is one of Australasia’s leading consultancy firms, specialising in assisting businesses to achieve their objectives far quicker than they can be with their own resources. Stuart is an equity Partner. The firm was founded in 2001 by three former senior corporate executives and has grown to over 45 Partners with offices across Australia and New Zealand. Partners come from a diverse range of industries and disciplines, with the majority having run or owned substantial businesses.nem’s ability to create value is anchored by the firm’s innovative and proprietary consulting processes and the belief that the best solutions come from working collaboratively with clients, building long-term relationships, and leveraging collective skills and experiences of clients and the firm’s Partners.

Led the consumer value function in the Office of Safety and Quality in Health Care for the Western Australian Department of Health. The initial appointee to this role.Undertook key work in preparation of the 2013-2017 Western Australian Strategic Plan for Safety and Quality in Health Care. This involved extensive consultation with external and internal stakeholders to ensure a wide cross-section of views were considered as the strategic plan was formulated.A lead member of the team which developed and implemented the inaugural WA Safety and Quality Point Prevalence Survey. This face-to-face survey of 3,200 public hospital patients, of health system performance in relation to five national standards, was carried out in the month of May, 2014, at 20 metropolitan and regional hospitals. This major initiative in healthcare safety and quality monitoring won the WA Health 2014 Excellence Award.

Directed a policy-focussed umbrella directorate responsible for: Coronial liaison; clinical incident reporting and investigation for quality improvement; hand hygiene; strategic planning for safety and quality in health care; activity-based funding; development and implementation of national standards; informed consent of patients to treatment and medication safety.As this was an AMA-designated position for a doctor, I was only able to perform this work until a suitably qualified senior medical practitioner could be appointed.

Managed a team of 8 to provide Key Performance Indicator reporting of the activities of the whole of the Department of Health in Western Australia. Included constructing and negotiating an output-based management framework, formulating Health’s performance indicator submission to Treasury (covering services which in 2011/12 budgeted to spend in excess of $6.2 billion) and preparing WA Health’s three entity annual reports to Parliament and the community of Western Australia. The principal point of contact with the Office of the Auditor General for auditing of WA Health’s key performance indicators.Acting Director, Director General's Division (February - March 2011) - annual leave relief where I provided support to the Director General managing his personal office including liaison with the Minister and his office and various Commonwealth entities, and directing several Directorates of the Department.Member of the Outcome Structure Review Group (OSRG), chaired by the Department of Treasury and Finance and included members from the Department of the Premier and Cabinet and the Office of the Auditor General (in an advisory capacity). The OSRG reviewed and made recommendations on the outcome structures and KPIs sought by agencies of the State Government for their reporting.Acting Director, Analysis and Performance Reporting (August - September 2007) - directed the activities of my own Branch plus four other branches concerned with the collection and analysis of patient data, epidemiology and the whole of health cost model. WA Health representative to the National Health Performance Committee (NHPC) until its abolition in early 2008. The NHPC developed and refined a framework for health system performance reporting for use in all Australian States and Territories.WA member of the Health Working Group of the Productivity Commission's Review of Government Service Provision to prepare the annual 'Report on Government Services' health chapters.

Furthered the commercialization of a medical technology acquisition and medical equipment service and management arm of the Department of Health (responsible for in excess of 13,000 items of medical equipment located at some 101 sites throughout Western Australia). In addition to metropolitan hospitals, rural and remote hospitals and nursing posts, from Esperance to Wyndham and including Christmas Island and the Cocos Islands were part of this responsibility. Locations were up to 3,000 kilometres from the Perth base.Managed a team of 23 predominantly highly skilled individuals in the X-ray, medical imaging and electromedical equipment fields.Arrested the loss of senior staff to competitors and restored stability to the business unit through transformational leadership.Developed specifications for and led evaluation of many tenders for medical equipment with total value in millions of dollars per annum.Developed initial strategic business and marketing plans.Commissioned the first market research for this organization.Successfully restructured the organization to provide a career path for existing and potential employees and career development opportunities for employees.Initiated closer customer contact by personal visits to regional and remote areas to discuss challenges and issues in these areas with hospital staff and managers at their workplace.Provided advice to hospitals and the Department of Health on appropriate levels of technology and operational issues relating to medical equipment and its maintenance.Assisted other Australian States and overseas authorities with advice.Earnt revenue for BME by undertaking consulting roles to organizations such as AusAID.

Responsible to the Chairman for the day-to-day operation of a 10 employee graphic design, digital printing and colour copying business;

A two person team with the General Manager to support joint revenue budgets of $15 million.Developed and implemented strategic plans.Inventory management - developed and implemented an inventory forecasting model to overcome 5 month supply lead times for multi-million dollar inventories. Achieved 20% inventory reduction.Developed and implemented sales productivity analysis tools.Prepared competitor analyses.Performed pricing analyses and developed and implemented new pricing formulae and procedures.Developed product promotion tools - both internal and external.Provided field support to Sales Managers / Salespeople throughout Australia and support to Papua New Guinea.Undertook technical liaison.Project manager and implementer of major national product releases.In this role, as a part of my activities, I led or played a significant role in successful sale of equipment and services, collectively worth in excess of $2.5 million per annum to Westpac Bank, State Bank of New South Wales and ANZ Bank (International Division). The ANZ Bank work involved a technical component to establish viability of a world-wide secure fax network.During this time I also worked as part of a cross functional team which refined an existing computerized service call-handling system to improve customer service and provide national reach for Australia. This project expanded to the creation of a full inbound and outbound national telemarketing centre for Pitney Bowes incorporating the service call handling function.

Transferred to a line management role with 10 sales, technical and support staff reporting.Carried out customer development work with large and small Commonwealth Government customers.Led field sales, training and customer support.Continued to perform many aspects of the previous national position in addition to this new role.

First person appointed to this role.Joint national responsibility with Director of Customer Service for $13 million per annum after sale service revenuePriced, positioned and promoted the service offering to obtain new business and retain existing business.Negotiated substantial subcontract agreements.Extensive due diligence work on three possible business acquisitions or joint ventures.Major contributor to the preparation of bids in response to Commonwealth, State and commercial tenders.

First person appointed to this position.Managed start-up of new Division.Sole Australian member of a five nation business management team developing and introducing a totally new software based product.Reported matrix style to the Australian Managing Director and a U.S.-based Vice President.Produced the Australian strategic business and operating plans and implemented these plans.Designed and managed low cost market research and inclusion of Australian specific requirements into the product.Forecast and managed inventory integrated from six overseas suppliers.Developed and maintained overseas hardware supplier relations.Managed orderly exit from the market when difficulties in on-going support of the software became evident, and preserved our company's reputation.

Specialized high technology sales of disc and tape subsystems for DEC and Data General mainframes.Together with one electronics engineer, provided 24 hour, 7 day per week support to major computer sites in Perth and surrounding regions.Responsible for sales and expense budgets.Significantly exceeded sales budgets while working within expense budgets.

Carried out all steps of the sale of major mail processing, vertical carousel storage and computer office automation systems.Achieved single sales of greater than $200,000.Prepared government and private sector tenders.

Managed twelve sales, technical and support staff covering two separate technologies.Won a major contract to supply Harris computer hardware to the Government of Western Australia.

Carried out complete sales process of computerized office automation systems with large and small organizations in the Government and private sectors.Prepared detailed tender responses.Sourced and interpreted highly technical information from U.S. based associated companies.Conducted presentations and negotiations to Ministerial level.

Prepared written representations to Ministers, senior public servants and other parties in response to problems brought to Peter Shack M.P. by his constituents.Researched possible solutions to constituents' problems by determining the appropriate Federal, State or Local Government or non-government body to contact.Acted as an advocate for the constituent.Liaised with local and national media by: providing background material on policy matters; initiating contact to gain exposure for Mr Shack within and outside his electorate; explaining Government policy to local journalists; preparing press releases.Managed production of advertising material from concept to delivery of final product.Researched material for incorporation in Parliamentary questions and speeches.Assisted Members of State Parliament with Federal matters.Arranged meetings for visiting Ministers with delegations from Local Government and other bodies.Liaised with local interest groups.