Senior manager driving end to end reporting transformation at AMP Bank. My responsibility includes leading the bank towards a Self-Service model exposing end users to conformed data to manage their own reporting. This is supported by a new data model that integrates our new Bank Data Warehouse with Power BI as our data visualisation platform.The transformation of AMP Bank reporting saw my team become the business facing area for all reporting needs across the bank, a responsibility previously owned by IT. This helped drive a robust data and reporting operating model using trusted data that easily accessible and automated allowing the elimination of manual reporting.

Senior manager driving strategy and execution to a major transformation program dealing to the separation of the Financial Advice from BTFG. My responsibility was to work across the program to provide thought leadership to different program streams/verticals to execute key project milestones such as decisioning on the timing of our market announcement, re-engineering of the new distribution model and fail safes to mitigate any major program disruption. In addition, my role involved managing initiatives driven by Board and executive decision committees. For example, the investigation and recommendation on strategic action for the realignment of remediation activity across 6 disparate programs, and the establishment of a risk framework for a spin off program involving the reset of Westpac’s wealth strategy.

Core responsibility to the role was the creation and ownership of the operational risk profile for a business unit involving a national team of BDMs. This included working with business partners to establish the risk and control framework for the business as well as managing remediation responsibilities through the incident management process. Other risk management deliverables included business unit auditing, ownership of the quarterly risk forum, responsibility over the customer quality forum between BTFG and Westpac and the incident/control management framework as well as providing ongoing guidance to business operations regarding risk related matters.From an operations perspective I was responsible for running the monthly Operations Forum which involved, performance reporting, campaign development/analysis, process optimisation initiatives, development and maintenance of coaching tools, and tracking of key risk/control metrics.Another part of my responsibilities was the ownership of all reporting and insights relating to the retail wealth performance of Westpac group. Specifically, this involved BT’s retail super, general and life insurance products and financial advice distributed through the Group’s branch network. Reporting spanned across various BI tools and vendor relationships including; Qlik, Tableau and Microsoft Dynamics, as well as data management via internal warehouses (eg. data cubes) and Roy Morgan/DBM subscriptions.Key highlight of the role was the disruption of the BDM coaching model that led to the creation of a centralised virtual based coaching framework triggered through individually tailored coaching plans for each front line banker. The resulting outcome was recognised across the organisation with the design being executed by cross functional business units.

My role was to manage operations for a national distribution team of 40+ BDMs and optimise performance reporting and on the ground activity. In addition, I was responsible for the business forum outputs that involved weekly, monthly and quarterly key stakeholder meetings across 4 retail banking brands as well as divisional BT forums

Working for the executive team for BTFG’s Super, Digital and Marketing business unit my role was to establish, coordinate and manage business reporting to stakeholders across BTFG with a primary focus on Retail and Corporate Super performance. Reporting metrics included front-book sales performance, funds under management, revenue and redemption reporting as well as ongoing competitor analysis. In addition I was a key lead for the business across programs and forums for the provision of analysis, insights, projections and forecasts. This included product performance and trends that influence fact based decision making as well as the development of yearly and seasonal targets specific to the Superannuation business across a range of acquisition channels (Online/Direct, Phone and Branch).As the owner and facilitator of the Superannuation monthly Sales Forum, my role was to bring together the Heads of Distribution, Product, Marketing, Digital, Finance, Customer Relations and Scaled Advice to discuss business performance, growth and development.Lastly, embedding deep relations with the different areas of the business, I led the development of a single view of reporting across disciplines to establish consistency around metrics as well as visibility and accountability over performance.

Key responsibility for the role was to identify, lead and implement process improvement initiatives for a 300+ FTE customer service centre. In addition, I was responsible for all legislative, product or process enhancements that impacted service areas with particular focus on the Asgard solutions set and managing the change delivered to phone operators. Other duties included financial modelling, change management, business insights and process mapping/analysis.

Specialising in the documenting of end to end process enhancements and financial modeling of small business cases (<$200k)

Responsible for staff development and advocacy within a wealth Contact Centre environment. This included building technical and service skills with context to superannuation and investments.