Meet some Strategic Advisers – Bryan Gregory

“I was attracted by the challenge of working for change at the interface between the public and private sector.”

What were your key motivations to join the SIB?

There were a number of reasons. Because of my background I recognised the importance of its strategic long term planning horizon to improving infrastructure delivery. I was attracted by the challenge of working for change at the interface between the public and private sector. And given past underinvestment in Northern Ireland, implementing what the Executive wants is important for the future of everyone here. In short, it offered me the opportunity to influence for the better.

What influence have you had since you joined?

In terms of work complexity and profile, I’m involved in the ‘Titanic Signature Project’ which is one of Northern Ireland’s five key tourism projects.

I’m leading on a number of key areas including: managing specialist consultancy inputs, for example on the updating of the Green Book Economic Appraisal; advising on procurement, planning and project delivery, all of which feed into the decision-making processes.

I’ve been very impressed by the commitment to the project of both private sector organisations (Titanic Quarter Ltd, Harcourt and Belfast Harbour Commissioners) and public bodies (the Department for Enterprise Trade and Investment, the Northern Ireland Tourist Board and Belfast City Council). My role is shaped by the quality of advice offered, so I appreciate the fact that I’m being listened to by all the parties involved.

I hope in some small way that I have brought a focus to the project, recognising the programme critical nature of the decision-making process and helped to re-establish the momentum needed to ensure it is delivered in time for the centenary of the Titanic’s final fateful voyage and sinking in April 2012.

What are the key challenges for you to tackle over the next 12 months?

The Titanic Signature Project is a unique scheme that brings its own issues and challenges. For example Titanic Quarter Ltd, who are developing the whole site, have exercised their exclusive rights over the land to insist that an associated company construct the building.

Funding is being sought from both the public and private sectors, and the construction contract is due to be signed before the end of the year with work starting on site early in 2009.

As well as negotiating the procurement process with the contractor (a design and build type contract with open book accounting), by the autumn we need to set up a legal agreement between funders and reach a design freeze so that the government knows what it will get for its money.

What is crucial is to ensure that the project can be delivered both within the cost envelope and on time. Late delivery is not an option. That would be like turning up for the 2012 Olympics in 2013!

I also have to engage with a range of stakeholders to ensure consensus is reached on various aspects from the hard technical issues to softer planning and social considerations.

My job is to maintain focus, acting in that space between the public sector funders and the contractor/developer. The relationships I establish between all of the players will be important in building and maintaining the necessary momentum for delivery.

How would you describe the culture within SIB?

The commitment to deliver on behalf of the people of Northern Ireland means that everyone – and we have a huge range of experience and skills – has a strong focus on the key issues. There’s no rigid hierarchical structure and you are empowered to act.

It’s a vibrant, dynamic and responsive environment in which there’s an ethos of teamwork and mutual support, but also of challenging accepted wisdom. You learn from each other and, importantly, have a bit of fun along the way. What’s also refreshing is that we all believe in telling it like it is, not saying what people want to hear.

What was your background before you joined?

I am a chartered civil engineer with more than 25 years’ experience, for the last ten of which I have been a partner/director in a firm of consulting engineers. Leading multi-disciplinary teams, I have been involved in a range of infrastructure and regeneration projects both here in Northern Ireland and other parts of the world.