Adrian Iaiza Email & Phone Number

Sydney, Nsw, Au

Australia

Sydney, New South Wales, Australia

Fulfilling the liquidity needs of Australian businesses in a fast, safe, secure and competitive manner

Program ManagementChange ManagementIntegrationLeadership DevelopmentOrganisational Design

Sydney, New South Wales, Australia

Responsible for the co-design, set up, operation, and Customer Success of its digital asset capability, and the design, approval, delivery, and benefits realisation of Monoova's strategic project portfolio.

Sydney, New South Wales, Australia

Responsible for the design, approval, delivery, change and realisation of benefits of the Groups Strategic project portfolio encompassing strategy, systems, operations, communication, risk and compliance

Sydney, New South Wales, Australia

Sydney, Australia

Sydney, Australia

• Reporting line into COO, pioneering the implementation of Macquarie’s first Robotic Process Automation initiative - delivering BluePrism automation technology within the Service & Operations business. • Currently reviewing other technologies in the automation space (e.g. IPSoft’s Amelia, Flamingo etc), driving significant improvements in both client experience and operating margins.• Business Process Improvement (BPI) interventions using Lean and other approaches• Remodelling Business Process Management (BPM) backbone using BPM technology• Practitioner and member of BFS Business Architecture Guild

Asset Management - Outsourcer - Operations (Institutional & Retail)Business TransformationOrganisation DesignProgram Management

Replacement of the Retail Risk product suite, underpinned by new processes and technology platform• Won Insurance Product of the Year-2007• 70% increase in sales, skyrocketing to leading the industry in inflows. Current inflows equal the combined total of all competitors• Successfully co-ordinated and balanced interests across Product, Marketing, Sales, IT, Operations and Shared Services Business Units• Solution acceptance was rated a 4 out of a possible 5• Creation and rollout of an Australia wide leadership and management programme underpinning the systems acceptance, enhancing the capacity of the Business to embrace change• Pioneered a new RFP selection and contract negotiation methodology into ING• Completed data cleansing and scrubbing on existing legacy systems• Introduced industry leading practises (V Model, Automated Load and Regression Testing, Online Training, fuzzy data scrubbing/cleansing)

Head of Operations, Super, Retirement & Investments (240 staff)• Restructured the group. Creation of a centralised pool of resources to be used across the group. Established a key event team managing key regulatory, and distribution milestones• Stabilised service levels - Eliminated 14 week backlogs and distribution errors and delays.• Implemented the FSRA compliance framework. Elimination of all outstanding reconciliation issues.• Realised a 37% improvement of skills levels, and 24% improvement in accuracy through the establishment of embedded training teams.• 26% improvement in productivity set against a 10% budget cut and 15% growth.• Reengineered the Corporate Super Tender and acquisition process, significantly reducing errors and cutting cycle time by 40%.• Implemented a balanced scorecard management operating system identifying, forecasting key metrics enabling robust planning and execution.

Head of Operations, Life Risk (120 staff)• Restructured Operations, Underwriting and Claims groups. Established a new Leadership team.• Achieved a 4.1 Million Net reduction in retail claims reserves as well as meeting all inflow sales targets. • Reduced new business suspense from 30% to a new benchmark of 15% new business premiums held in suspense over 60 days.• Improved underwriting turnaround from 72 to 24 hours.• Reduced of Group debtors balances to less than 5% of inforce premium (from 28%) greater than 90 days. The most pleasing aspect of this assignment was seeing ING Life:• Exceeded Profit targets in 2003 and 2004 and well as winning the Life Company of the Year in 2003;• The continued improved profitability resulted in a 40M cash injection in 2005.

• Developed a major Change Management/Leadership ingraining agility and accountability behaviours.• Transition from a 3 day to a same day processing paradigm.• 23% reduction in error rates, 10% cut in budgets set against growth of 10%.• Achieved the inaugural “Highly Commended” (2nd place) award for our Call Centre’s with the Customer Service Institute of Australia (CSIA).• Improved staff cultural surveys results by 10 – 15%.• Increased completion rates from the industry’s worst result of 55% to 84%. From worst to best practice.• Reduced underwriting turnaround from 6 days to 2. Cut cases in suspense over 60 days from 25% to 8%.

Programme Director – Master Custody Sale / Integration Manager • Managed the Sales process ( Information Memorandum, establishment of the dataroom, etc ).• Secured an outsourcing agreement and rate card. Novated all Third party contracts and clients • Migrated and integrated Fund Accounting, Unit Pricing, Domestic and International Custody, Technology, Settlements across to JP Morgan, incl the Transfer of legal ownership and the relocation – Dec 2001.• Transferred all logistical functions across ( such as payroll, accounts payable/receivables, budgets, compliance, email, network segmentation, standardisation of HR terms and conditions, etc ) – Dec 2001.• Finalised Completion Accounts and Transferred Domestic Assets to JP Morgan – March 2001.

IPAC Transition Programme Manager• Recovered from a nine month delay. Fund Accounting, Unit Pricing, Technology, Operations and the conversion completed without incident. recognised as one most successful of transitions ever undertaken.Head of Wrap Operations • Restored service standards against a compound 30% monthly rate of growth - the fastest growing product in the history of Bankers Trust.• Restructured Operations and Training organisational structure to reflect the products cross-functional nature into a model flexible enough to deal with rapid growth in a shallow Adelaide labour market. Integration Manager – National Registry Services (NRS) Integration The project consisted of managing both the pre (phase1) and post acquisition activities. National Registry Services was the third largest registry provider with offices across both Australia and New Zealand.• Using the GE model, finalised the cultural, operational and technological integration within 100 days.

Integration Project Director • Project managed the transition of Registry, Fund Accounting, Operations and Performance and Attribution from Rothschild to Perpetual Fund Services.• Established of a single management team across both organisations.• Ensured that the existing operations and technology capability did not suffer during the transition period.• Transitioned Perpetual and Rothschild staff to new premises

Project Director – AIPS Compliant Performance and Attribution systemProject managed Australia’s first fully accredited AIPMPS project with data spanning back a full five years. Accreditation was supplied by Price Waterhouse after a full accounting and systems audit.• The project was the first object orientated development embarked upon within the organisation. • The project, although originally late, was brought in on time and on budget.

Y2K Practise Development: • Developed the Y2K practise, methodology & technical capability and secured GPR’s first client Programme Manager : Workflow Implementation - Rothschild• A workflow solution was implemented into the Superannuation area within a three and a half month period after the Client had spent over 18 months in development of a workflow solution without success• Managed staff acceptance of the new business processes and technology.• Project Managed the Implementation and managed the backscanning effort in Hong Kong.

Programme Manager : Automated Management Operating System – Norwich• Re-engineered Unit Trust and Super processes to a one stop processing model.• Reduced processing time from an average of 50 to 15 minutes.• Reduced non-productive time by over 70%.• Significant improvement (80%) in key event attainment, and non-productive time (70%).• Managed a mix of client and vendor staff, development staff were situated in Kansas City, USA.• Managed the implementation and acceptance of the new business processes.• Managed the conversion of archived documents (Hong Kong).Re-engineering the Commission System - Norwich• Reduced the commission cycle from 20 to 5 days.• Moved the function away from a stand alone process to one integrated into the operational area.• Re-engineered the statement process and developed new reports

Reengineering the Personal Insurance Claims Department: • The restructure into autonomous teams;• Establishment of “fast track” claims process for low value claims.• Streamlining of processes alongside improving claim management procedure Eleven months later the claim service was rated third overall by Choice magazine Creation of a New Domestic Property Rating Structure• Creation of a new householders rating system on a portfolio of 70 Million. Introduction of a Natural Peril zone determined from claims and meteorological experience remains unique in the industry.• Rates set on a sliding scale aimed at attracting profitable business while discouraging others.The net affect was a turnaround in the net loss ratio from 150% to 55% in three years with a reduction in premium levels of around 12% - reversing losses of 12M, returning the group to profitability.

Msc

Education record

Grad Cert

Bsc

Diploma Of Education