Sarah Griggs
Sarah Griggs
ASSOCIATE
Sarah has over 25 years’ experience in innovative leadership, operations and solution design in the higher education sector in Australia. She has held Executive roles at the University of Melbourne and was the Principal and Practice Lead of Strategy and Planning in a consulting firm. Her approach to solution design is informed by an experiential understanding of the intersection of strategy and operations within universities. Her expertise spans strategic planning, business operations and major transformational change programs with a focus on planning, governance, leadership and management, organisational operations, functional reviews, admissions, performance and operations management.
Sarah has led strategic reviews focused on course design and viability at major universities including, the University of Tasmania, La Trobe University, ANU, QUT and the University of Melbourne, resulting in improved processes and frameworks around the interconnectedness of academic and management decisions. She has also led large-scale roots and branch operational reviews for faculties including the Melbourne Graduate School of Education, the Faculty of Humanities and Social Sciences and the Faculty of Arts.
Sarah’s extensive experience includes the development and execution of major transformative projects for impact in areas including strategic and business planning, service design and delivery, marketing and recruitment, workforce management and operations. She also has expertise in building capabilities for BI and analytics in universities. She designed and launched the University of Melbourne’s inaugural executive reporting platform, systematising the governance, content, frequency and content of reporting and analytics across all information domains.
Her extensive experience in strategic planning and budgeting, gained through her leadership of the Annual Strategic Planning and Performance Cycle at the University of Melbourne, has resulted in strategic planning and design advice for a range of universities and organsations including ANU, Swinburne and VTAC to improve the development of operational strategies and frameworks for measuring performance and impact.