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Image of Bruno Zinghini at ELMP event
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Next level project leadership in the health sector

Sharing lessons learned for project success
Bruno Zinghini, part of Health Infrastructure’s Executive Team, leads the largest health capital portfolio in Australia. He recently built his leadership skills through studies with the John Grill Centre and shares the daily benefits of his learnings.

The scale and complexity of the portfolio Bruno leads for the Western Region is immense. From billion-dollar precinct redevelopments to new hospitals, community health facilities, and ambulance stations, these projects are transforming the shape of healthcare across the state of NSW.

Established over a decade ago, Health Infrastructure oversees the planning, design, procurement and construction of health capital works in NSW. Health Infrastructure is a diverse and complex arm of NSW Health, bringing together experts in health planning, architecture, engineering, building, town planning, construction, surveying, assets, communications and change management.

Focusing on collaboration between teams

With a career spanning over 30 years, Bruno has a long history of delivering infrastructure projects to benefit the community. During his time with Health Infrastructure, he has developed a reputation for a client and community focussed approach to project management.

Bruno has led multiple complex major health facility redevelopments in partnership with Local Health District stakeholders, and has acquired an in-depth knowledge of our health service requirements, and a focus on fostering and growing a strong team environment.

Bruno acknowledges strong collaborative teams are fundamental to running these projects and emphasises how the Executive Leadership in Major Projects (ELMP) program helped him understand his own leadership style and highlighted the value of sharing his experiences and lessons learned with the team regularly to help them with their own development journey "I'm more conscious of what people are expecting of me, so now I can tailor things differently”, Bruno said.

After undertaking full team and self-diagnostic reviews at the beginning of the ELMP program, and reviewing and reflecting on that feedback with a John Grill Centre executive coach Bruno reflected on what his team revealed about his leadership qualities and it was clear that, 

taking the time to share my own lessons and experience is by far the most important thing I can do for my team.

Bruno recognises how people's working life is "all a learning curve, none of us can pick the skills we need up off the shelf", noting it is an accumulation of shared experiences and learnings from current and past projects.

Within his own organisation, which is going through a change in the structure of their portfolios, there has been an even greater emphasis on collaboration and sharing information to not only build knowledge but to avoid siloed teams. Team meetings are encouraged to be self-managed rather than led by the senior leaders. This is already having an impact and Bruno reflected that it has brought about a sense of openness and collaboration where staff can talk amongst themselves, without the hierarchy in the room everyone gets to talk and feel free to share opposing views.

Learning from the wisdom of others

During his ELMP studies, Bruno had the opportunity to learn from a mentor. He reached out to the Chair of the NSW Health Infrastructure board to work with him throughout the year of the program and the insights shared has given him a deeper understanding of how the organisation works as a whole. Bruno has a continuing dialogue with his mentor which is supporting his ongoing work.

Working alongside a senior group of project peers from industry and government is an invaluable experience as part of the ELMP program, which allows participants to learn from leaders from a range of industries including mining, infrastructure, oil & gas, construction, telecommunications and, banking and finance. Bruno notes "it was amazing to see the different perspectives of the different people. You find regardless of what you're delivering the underlying issues are very similar". A lot of the learning during the program is drawn from the reflections of others in the ELMP cohort through activities including presenting to a mock board or conducting media stand-up interviews.

Building better project practices

Bruno worked with his team recently on reviewing project controls and putting in place better ways of communicating across all levels of their teams. They created better reporting tools to support transparency on the status of the projects. Bruno notes the reporting, "highlights serious early indicators so if any projects have stalled at a certain point because of complexity, or a particular issue with stakeholders, or an issue with a resource, you can see how the team are tackling these challenges and it helps the project lead take the appropriate proactive action whether that is to support a resource to remove a bottleneck or bring in specialist in that areas to push the project through to the next gate". When project reviews are required the teams' comments are clear and there is transparency that the project has progressed to the next level of detail.

These reports are used all the way up to board level. They are now working to have the whole system automated, meanwhile, the team is using the reports to support their current status updates as well as future planning. Bruno is delighted to see now "when walking around the office copies of the report are sitting on three or four peoples' desks, which is great to see it working in practice".

This project was instigated as part of his ELMP program in-organisation project where participants work on a current challenge they are experiencing and devise solutions back in the business with their team.The scale and complexity of the portfolio Bruno leads for the Western Region is immense. From billion-dollar precinct redevelopments to new hospitals, community health facilities, and ambulance stations, these projects are transforming the shape of health care across the state of NSW

Established over a decade ago, Health Infrastructure oversees the planning, design, procurement and construction of health capital works in NSW. Health Infrastructure are a diverse and complex arm of NSW Health, bringing together experts in health planning, architecture, engineering, building, town planning, construction, surveying, assets, communications and change management.


Bruno Zinghini commenced the ELMP program in 2017 in the role of Director Planning, NSW Health Infrastructure and is now Executive Director, Western Region. Prior to those roles, he worked in Senior Project Leader roles with Health Infrastructure and the NSW Department of Public Works and Services.

The ELMP program applications close late April for August commencement.