Areas Of Expertise:

• Change Management
• Stakeholder Management
• Transformation
• Strategic Planning
• Financial Management and Budgeting
• Leadership
• Organisational Development

Education:

• Doctor of Philosophy (PhD), Industrial-Organisational Psychology, Alliant International University
• Master of Science (MSc), Organisational Behaviour, Alliant International University
• Bachelor of Arts (BA), Psychology, Loyola Marymount University

About Temre Green

Temre has designed, planned and delivered change programs – with budgets in the hundreds of millions of dollars – that were driven by a range of factors, such as digital innovation, growth, compliance, regulations, restructures and economic downturns. Temre has built and led robust in-house Change Management functions (managing 50 CMs) in the past, and she launched the Change Management Practice at Seven Consulting. Her background spans organisational psychology, change management, management consulting and general management.

What Temre brings

• Innovative change planning and management practices that result in high adoption rates, business benefits and commercial outcomes.
• Strong communication and relationship-building skills that enable effective engagement across all levels of an organisation.
• Calm and focus during periods of ambiguity or uncertainty to deliver desirable customer and employee results.
• Authentic leadership style, emotional intelligence, an appreciation of diversity and growth mindset.

Key Clients:

• Department of Employment and Workplace Relations (DEWR)
• Australian Securities Exchange (ASX) 
• City of Melbourne 
• Westpac Bank  
• St George Bank  
• NSW Health  
• NSW Department of Education 
• Facilitators Heaven  
• Human Performance Technology 

Key Achievements:

As Change Director at DEWR within the DSD, Temre established the overarching Change Strategy and workstream Change Plans for the IT PMO Uplift to improve governance and oversight of DSD’s portfolio of over 60 projects being delivered to DEWR and 5 other Commonwealth agencies. Over six months (tranche 1) with the Seven team, this effort included interviewing stakeholders, contributing to the as-is report and recommendations, extensive engagement and co-design, rollout and tracking lead and lag indicators related to communications and knowledge transfer sessions. 

As Change Director at ASX, Temre undertook the Quality Assurance role for the Change Management team’s analysis and strategy for the 2023 Clearing House Electronic Subregister System (CHESS) Replacement Business Case. Temre and the CM team shaped the early thinking and CM input for the business case with in-depth consultation with over 15 business groups to understand and analyse the planned changes across people, process, technology and customer lenses. This was used to complete a detailed Change Canvas and Impact Analysis for each business group. Those formed the basis for a Change Strategy and Approach with proposed resourcing, associated cost estimates and a 12-month CM activity plan. All deliverables underwent a rigorous assurance process with minimal findings before being included in the business case. 

As Change Lead for the City of Melbourne, Temre and the Seven Consulting team were engaged by Technology, Innovation and Data division (annual spend of $20M) to review the maturity of the EPMO and the Change Management function, which was spread thin with limited consistency and impact on benefits realisation. Temre reviewed artefacts, interviewed key members of the division, reviewed active change projects, and identified opportunities to uplift the Change Management capability. The primary areas of uplift pertained to establishing a community of practice, creating a Change Director role to lead the function, managing frontline capacity in portfolio planning, measurement throughout projects, updated frameworks for traditional and Agile methods, and alignment to new ways of working.   

As Change Director at Westpac Bank, Temre led a team of 45 across Business Bank Transformation ($150M investment in 2019) with national responsibility for Digital, Products, Services, Platforms and Operating Model portfolios. She managed the team’s operational expenses (OPEX) greater than $9M. Temre directed the national launch of multiple changes across 35-40 projects each year, including the strategy and execution plans that resulted in reaching ROI targets of $80M in 2018.  

As Senior Change Manager at Westpac Bank, Temre executed the $20M Merchant Transformation Program, a complex multi-year, Group-wide effort to decrease customer attrition and increase sales in payments. She led team of 5+ Change Managers with a separate budget of $1.32M. Temre launched two market-leading payments products, EFTPOS1 and EFTPOS1i, as well as a new onboarding platform, AcquireNow, leading to reduced customer attrition and increased sales.  

As a Senior Consultant at Capital Insight Pty Ltd, Temre planned and delivered the change management program for the $250M Orange Hospital and Associated Health Services. She implemented phases 1 and 2 over two years, with an effective handover to the Local Health District. She further managed the planning of the $110M Campbelltown Mental Health Hospital. Temre worked closely with multiple stakeholder groups and maintained relationships with the client, NSW Health.

As the Head of Consulting, ANZ at Human Performance Technology, Temre led the 2021 rebrand of the firm and set the FY 21-22 consulting strategy and introduced new offerings such as change management. She was distinguished as a published author, highly sought-after speaker and well-regarded consultant in organisational change and industrial-organisational psychology. Her recent whitepaper, Safeguarding Mental Health During Change, was published and distributed in 71 countries. She was a speaker at VID21 with 10,000+ attendees from 30+ countries.

As Head of Growth at Facilitators Heaven, Temre launched two new change management products in six months, including the development and execution of go-to-market plans. The launches resulted in 2600 products sold within the targeted review period. She developed a content strategy in line with the flywheel marketing method that was in response to customer success targets. Highest open rate of 30% and click-through rate of 31%. Temre adapted the business strategy quickly to respond to market changes and focused on domestic growth resulting in 184% increase of application users in one month.