Debbie Grieve

• Responsible for all UAL Online Design and Production capabilities from course validation to point of delivery.
• Developed the Design & Production strategy and annual objectives
• Growing a globally dispersed team from 7 to 24 people within 18 months developing a diverse, high performing and collaborative approach to our work.
• Responsible for setting up all core processes and working across the university to procure software and services as required to support the business.
• Leading the design and launch of the UAL Online learning experience within Moodle ensuring our needs were embedded in technology and UX roadmaps ensuring a world-class learning experience was developed.
• Establishing a project management team to manage a growing portfolio of course development and continuous improvement projects across the business.
• Identifying and implementing suitable project management tools to support with project scheduling, risk management, reporting and resource utilisation forecasting to support decision making.
• Fostered long-term partnerships with UAL's 6 colleges, Provosts, Deans and Program Directors through effective stakeholder management.
• Instrumental in the development of key college partnerships ensuring we were able to attract and retain key members of academic staff including Course and Pathway Leaders, Unit Leader and Senior Lecturers.
• Designed new academic contracting proposals for the UAL Online Board to support a more agile approach to resourcing academic roles supporting both cost reduction and process efficiency.
• Worked with UAL Online's and College HR Business Partner to manage individual complex performance management issues both in the D&P and academic teams.
• Led the sourcing, procurement and senior account management of selected suppliers to support business growth whilst keeping our permanent cost base low.
• Responsible for a £2.5 million annual operating budget (part of a £6.5 million department budget) as at 25/26.
• Championing and promoting UAL Online work as a pathway for other parts of the organisation encouraging less siloed ways of working and greater collaboration across the student experience.
• Establishing a culture of continuous improvement.
• Hosting quarterly Leadership Away Days to reflect on operational efficiency and identify ways to to improve.

• Responsible for the continuous improvement of the Learning Product and Services team's global activity with oversight of technology, process and systems that drive profitability, quality and speed.
• Championing a Change Agent mentality: demonstrating and modeling a proactive and positive attitude towards change and change initiatives.
• Working cross functionally applying change management principles, methodologies and best practices to drive and execute strategic initiatives to enhance product operations and foster business transformation across the Learning Product and Services team.
• Identifying opportunities for business transformation and leading initiatives to enhance product operations, streamline workflows, and drive operational excellence.
• Leading on establishing, maintaining and improving a global resource allocation and utilisation model that includes full time, fixed-term contract, and outsourced labour across multiple geographies.
• Establishing and leading a multi-stage technology-driven continuous improvement programme of change which aims to increase productivity, reduce costs, and ensure quality across the course design and development life cycle.
• Establishing key performance indicators (KPIs) and metrics to measure the effectiveness of change initiatives, monitoring progress, and identifying areas for improvement.
• Recruiting and leading internal and external SMEs to contribute to transformation projects
• Identifying, recruiting and leading relationships with external vendors who contribute to strategic activity and support the smooth operation and continuous improvement of the LPS team.

• Responsible for a large team (35) of learning designers, instructional designers, QA specialists and digital producers based in the UK, South Africa and India.
• Responsible for creation of online master's programmes for all OPM partnerships and Fee For Service (FFS) customers on time and to budget. 100% success rate.
• Responsible for a £2.2 million annual operations budget and opex and capex targets.
• Supported the design and creation of a programme of online executive education short courses for the B2C and B2B strategy.
• Worked closely with the project management office to ensure project delivery schedules were optimized to ensure on time and to budget delivery
• Worked in close collaboration with our UX designer and team to refine and enhance our approach to UX ensuring an optimal experience for learners.
• Restructured the team to reduce siloed working and avail of global operational synergies to increase efficiencies and reduce cost.
• Led the creation of the team strategy, annual and quarterly Objectives Key Results (OKRs) supported by a fully mapped out programme of change and continuous improvement.
• Identified and hired key roles to support strategy delivery.
• Established quarterly, in-person, team strategy days.
• Established a culture of continuous improvement and an infrastructure to support change ideas.
• Directed change management work streams through structured methodology to provide unified approach.
• Defined and measured success metrics to monitor change progress.
• Designed communication and training plans to deliver smooth implementation of strategy.
• Designed a program of change to deliver approx. 10% costs savings in 2023 (currently a third complete).
• Integrated the Learning Innovation team into the course design team, integrating processes and creating a programme of work to improve the workflow, increase efficiency and reduce handovers.
• Supported the functional transition to a new Private Equity owner (in progress) by leading on key work streams such as vendor migration and asset re-licensing saving approx. $70,000 against original budget through effective vendor negotiation.
• Ensured an effective communication and well-being plan was in place for the team during the transition.
• Negotiated with vendors and contractors to achieve quality service and value for money.

• Recruited and led a team of senior and freelance instructional designers to support the content development of online and blended learning solutions.
• Fostered a culture of collaboration and a sense of team, setting high performance expectations, coaching and mentoring and modelling a collaborative and solutions driven approach.
• Established a programme of lunch and learn sessions to promote cross team knowledge building.
• Established innovative sharing and learning opportunities for the team including monthly Research, Educate, and Discover (READ) sessions.
• Strengthened operational efficiencies by developing a culture of continuous improvement.
• Collaborated with Programme Delivery Managers and Heads of Partnerships to identify solutions and services in response to bespoke client requests.
• Coordinated the creation of a digital handbook for all projects to support a smoother onboarding process for new joiners.
• Initiated the business case for a technology pilot to streamline course review process which could see significant cost and efficiency savings once complete.
• Co-created a competency based framework to identify the development needs of the team in order to enhance performance.
• Recruited, hired and coordinated the onboarding of six high-achieving team members
• Employed outstanding communication and conflict-resolution abilities to resolve customer complaints.
• Initiated the creation of a spend analysis tool that allows comparative analysis of instructional design spend to identify pain points and develop solutions.
• Reviewed course design budgets periodically to analyse trends affecting budget needs.

• Worked with UK university partners to design, support and develop online Masters modules for a range of subject matter.
• Liaised with the project management team to determine ID resourcing needs within budget.
• Recruited, on-boarded, trained and developed a team of 20 instructional designers (within 5 weeks) to support a university partner institution to transform 25 face to face modules to online in response to Covid-19.
• Established a collaborative working environment of a large, geographically dispersed and remote ID team and successfully supported them to deliver to very aggressive timeframes.
• Worked with clients to develop storyboard templates that would work across faculties.
• Oversaw the storyboarding, review and amends process for all 25 modules prior to releasing for build.
• Worked closely with the academics to provide support and guidance with regard to content requirements and working with the ID team.
• Oversaw and managed the instructional design build review and feedback process between content development and the academics.

Consilience Online Services:

• Management of the ASB Online Academy (see below) with a yearly average of 98% pass rate across all High School online courses
• Creation and launch of Consilience Online Academy offering in excess of 50 online High School courses
• Planned and managed the design and development of the Consilience Academy website, booking and payment infrastructure
• Responsible for all client relationships resulting in 100% client retention over 3 years
• Responsible for partner and vendor recruitment and relationship management
• Responsible for the design and implementation of a Micro-credential program and supporting processes for all Consilience silos

Instructional Design Services:

• Facilitated the completion of multiple bids and proposals in response to client RFPs with the largest securing an initial design contract worth $154,000 with subsequent contracts totalling $266,500 won as a result of the success of the first project
• Responsible for the inception and creation of Consilience's instructional design service offering including design, documentation and implementation of all required processes for the new business including
• Creation of key client templates including Design Blueprint, Style Guides, Curriculum and Assessment Overviews
• Creation of the four instructional design service levels and price structure aligned with market standards
• Stakeholder and client liaison and management including SMEs
• Project management of all instructional design and course development across all clients ensuring delivery timelines met
• Creation and implementation of user acceptance testing of all courses – multi platform and device

General:

• Developed departmental systems and procedures that better aligned the work flow process
• Developed innovative programmes and activities based on analysis of client needs
• Served as the primary point for all member schools and clients

Following the success of the face-to-face parent technology curriculum in Mumbai, the ASB Online Academy was launched in April 2011 with an initial offering of digital literacy short courses. This expanded to include more than 80 online courses offered across four strands of learning.

Inception, creation and design of the ASB Online Academy including:

• Website planning and management of the design through to launch
• Creation of full digital literacy curriculum for parents
• Online course design and facilitation for entire digital literacy curriculum. Over 15 courses designed and delivered in 18 months.
• Recruitment, development and mentoring of ASB Online Academy SMEs and course designers
• Responsible for creation of quality assurance and review processes
• Responsible for critical review of all online courses prior to launch
• Responsible for all marketing - conference planning, social media sites and other mediums
• Responsible for all partner, stakeholder and vendor recruitment and relationship management
• Built and maintained relationships with member schools and the ASB community to understand changing learning needs in order to adapt and develop course offerings to establish long-term growth
• Served as the primary contact for the organization's accreditation process with AdvancED and coordinated all on-site meetings and documentation requirements
• Promptly resolved all customer requests, questions and complaints.

Volunteered at ASB as a member of the Technology Leadership Team (TLT) and as the Parent Tech Rep. One of our main responsibilities as the TLT included the task of drafting ASB's 2009-2010 Tech Integration Plan. In addition to this we were responsible for planning the 2nd of ASB's Unplugged conferences, hosted by ASB in conjunction with the Anytime Anywhere Learning Foundation (AALF), NESA and the Laptop Institute.

I also played a key role at the beginning of the year when the PTA and the Tech department rolled out an internal social Networking site for parents provided by ‘Ning'. I was responsible for the launch including the design, roll out and communication to all parents and faculty (including creating the communication guidelines and ‘How to use' documentation).

• TLT team member and team leader for individual projects (21st Century Collaboration and Cloud Computing)
• 1:1 Research team member
• Ning Administrator and roll out coordinator
• Chapter Author for ASB's 1:1 ebook.

Voluntary teaching position with a local NGO that works with local communities such as those living with HIV and AIDS, trafficked women and children and slum communities.

I was responsible for teaching English to members of the Oasis project team who were expected to communicate orally in English with their peers and superiors as well as write weekly reports. The groups were split between beginners, intermediates and the more advanced. I designed a Scheme of Work based on each groups needs after initial assessment and in accordance with what they needed for their roles with the organization. I also team taught at the Oasis India training days where we taught other NGOs how to use the TEFL based English study book designed by Oasis for use within the community.

1999 to 2002: Senior Management roles for ABN Amro Bank NV, Securities Operations.