Jun 2023 – Dec 2025 · 2 yrs 6 mos

• Key Challenges:
• Ways of Working: Driving capability uplift across 1500 staff through agile ways of working across Digital, Financial Crime, Fraud, Customer On-boarding and Data Mastery teams globally,
• Finance and Workforce Strategy: Development and ownership of the 3-year Workforce strategy and managing related budgets for 1500+ staff globally,
• Commercial: Simplifying Technology Procurement Challenges – get the best deal whilst aligning with key tech partners, and
• Front Door - Development and implementation of appropriate front door / prioritisation processes to ensure the alignment and effectiveness of DCET delivery.
• Selected Achievements
• Key Delivery objectives achieved across Digital, Financial Crime Enforceable Undertaking, Fraud and Customer On-Boarding building confidence for business and technology stakeholders,
• For FY25 Significant uplift in Committed v Delivered work, much improved sprint / forward Planning, Capacity Planning, Features delivered on time across 100+ squads in 3 delivery locations,
• Finance: All productivity targets met, and actionable insights provided to meet targets. Workforce plan meeting start and end of year workforce targets as well as achieving recruitment, conversions, exits, and right shoring target to support DCET technology, and
• Colleague Engagement score in industry top quartile.

Apr 2019 – Jun 2023 · 4 yrs 2 mos

• Key Challanges:
• Taking over the Financial Crime Program from a variety of external consultants and contractors so it could be led and directed by a NAB “staffed” team, and
• Regulatory Scrutiny - Address confidence issues with Program Delivery from Program Sponsor, Bank Executives, Internal Audit, Financial Crime Risk and Regulators.
• Selected Achievements:
• Secured funding for FY21 / FY22 / FY23 and FY24 through demonstrating much improved delivery success and year on year business outcomes delivered,
• Successful Delivery of 100+ Financial crime and Fraud initiatives (FY19 - FY24) focusing on meeting regulatory commitments, risk reduction and capability development,
• Delivered the Financial Crime Narrative / Strategy and Control Room used to educate internal to bank and external stakeholders,
• Much improved confidence / engagement with regulators from a delivery and governance perspective,
• Established regular rhythm of delivery, appropriate “Ways of Working” agile / waterfall, in order to accelerate delivery, and
• Using network to attract talent to cover key gaps in delivery, in order to reduce cost, sharpen delivery and a reduced reliance on external consultants.

Nov 2016 – Apr 2019 · 2 yrs 5 mos · On-site

• Key Challenges:
• Delivery of Institutional lending programs whilst updating the delivery model / organisation structure from a SDLC to a new Agile delivery approach,
• Organisational Change / recruitment of talent to support key institutional banking initiatives,
• Coordinating divisional and group technology demand for document and knowledge management platforms, and
• Translating the document and knowledge management strategy into an executable delivery plan.
• Selected Achievements:
• Established the agile delivery function for ANZ core Banking Initiatives (5 key Lending programs with 30+ squads) across the business and technology teams,
• Implemented Lending products at ANZ through a digitizing lending solution (ANZ’s Transactive Institutional Customer Portal),
• Aligned delivery and outcomes of institutional CRM, Lending, Risk Assessment and User Workflow,
• Extensive stakeholder management with regular dialogue with Regulators, the ANZ Board and its Committee’s, Group Executive Committee and Executives and their teams across the Bank,
• Significant levels of leadership, influencing, organisational and communication skills,
• Established a Business Automation and Integration vendor delivery panel covering Document and Knowledge management, Workflow, Automation and Integration capabilities across ANZ, and
• Established ECM capabilities on site and via Cloud Services to provide flexible technologies across ANZ.

Aug 2013 – Oct 2016 · 3 yrs 2 mos · On-site

• Key Challenges:
• Aligning a delivery portfolio which was previous disparate, poor performing and expensive,
• Multiple 3rd party vendors that had previously been negotiated on a case-by-case basis, and
• Poor delivery track record and un-met expectations from Business and Technology stakeholders.
• Selected Achievements:
• Leading the security and infrastructure change for a significant Regulatory Engagement across key Asian locations, enabling the bank to remain compliant with 90+ remediation projects delivered over 8 months,
• Achieved Staff Engagement Score that was above global high-performing norm,
• Refine and consolidate vendor engagement, delivery and support across all Corporate centre technologies, Risk, Security, Compliance, HR, and Finance, establishing a vendor panel with saving of over $XXM,
• Established a global Risk and Security delivery partner panel (13 vendors down to 2 key integration partners), delivering significant cost saving and operational efficiency,
• Re-aligned offshore delivery centres across India, China and Singapore to reduce duplication, develop skills/centres of excellence and ultimately improve delivery efficiencies reducing operational costs, moving resources from high costs to low-cost locations,
• Delivering two factor authentication solutions for ANZ internet banking / “Go Money” (ANZ Shield App), and
• Re-structured the delivery teams accountable for Tax, Sanctions, Anti-Money Laundry, and Counter Terrorism Screening to better align to business functions.

Oct 2009 – Jul 2013 · 3 yrs 9 mos · On-site

• Key Challenges:
• Managing an increasing risk profile in the face of an ageing, and a highly complex legacy technologies and operating environment.
• Reliance on multiple vendors for delivery of service with very few credible partnership agreements in place.
• Selected Achievements:
• Security Strategy: completed and approved by ANZ Board, Security Enterprise Architecture roadmaps established, Security Policy and Standards establishment / Refresh, Tech Risk controls establishment, Audit /Risk management process established,
• Governance: Established group information security governance forums and divisional forums, regulator and compliance engagement mechanism / processes established, Security policies and standards, security roadmaps and patterns established, and
• Programs delivered include Security Operations Centre, Event Monitoring, Threat Management – Security log on-boarding (ArcSight), secure coding (Fortify), security analytics (RSA), externally hosted website security governance, Data Security: ATM Remote Key Loading, remote HSM, (DLP) Data Loss Protection (McAfee), Electronic Board Portal (Boardvantage), and Staff Access Management - Access provisioning (Oracle / HP), access Management for UNIX (Quest), and Access Review / Provisioning– (Sailpoint IIQ).

Jun 2003 – Oct 2009 · 6 yrs 4 mos · On-site

• Role: Management Consulting Director
• Management Consultant in the Program Management, Process Improvement and Risk Management teams working across a number of locations, industries and program types.
• Selected Achievements:
• Telstra - Program management of an organisation wide HR Talent Program design, development and piloting for all front line leaders.
• BHP - Program management of a global project to deploy a new HR Global Mobility operating model into a large number of business units across US, EMEA, and Asia.
• Worldvision - Requirements gathering, package selection and vendor evaluation activity to support the implementation of an organisation wide HR and Payroll system.,
• Mazda - Requirements analysis for a General Ledger implementation. Requiring assessment of both Microsoft Dynamics AX and Sun GL functionality.
• ANZ Bank - Program management of a Cognos Enterprise Planning (Finance planning / forecasting) application implementation. This involved day to day project management of the implementation, working with client lead, managing finance function and IT function staff in support of the implementation.
• National Express Group - Program management of a Hyperion Enterprise Financial Consolidation Reporting Application) Implementation, (Rail, Coach, Bus and Tram) across group, divisions and operating companies in the UK, US and Australia.

Dec 1999 – Jun 2003 · 3 yrs 6 mos · On-site

• Role: Senior Manager, Consulting and Outsourcing
• Selected Achievements:
• Program Remediation and Change Management activities across a number of organisations – Client engagements included: Telstra, STA Travel, Amcor, ANZ Bank, Department of Education, Department of Justice, Met Fire Service, Country Fire Authority, Mission Australia.
• Outsourcing: Nortel Networks - Outsourcing of Technology, Finance and HR functions - Delivery of the technical and operational due diligence, process analysis and staff re-deployment activities to support outsourcing for a global telecoms and networking organisation, across the UK, Europe, US and the Asia Pacific region.