• Set up and managed Legal Day 1 logistics, operations and associated processes for the 100+ resources involved in the merger activities for Taiwan.

ANZ - RBS Merger Integration Program, Retail & Wealth Design, Singapore• Before ANZ had acquired RBS assets and liabilities in 6 countries across Asia, I worked in parallel during the due diligence phase to pre-emptively set up and define the processes, reporting and structure of the Project Management Office that would support the technology and operations team once the deal had been finalised. • During the analysis phase I managed a team of resources from ANZ business, technology and marketing supported by Accenture resources to create a Legal Day 1 Target Operating Model (TOM) for the newly acquired retail and wealth business. • TOMs were formulated individually for Singapore, Hong Kong, Taiwan and Indonesia in preparation for the legal handover that covered functions of the bank from products & services being offered, the overall technology landscape, processes required to be in place and the over arcing marketing and rebranding strategy. • During the design phase I was responsible for managing the team that was producing the functional and technical specification for technology changes required for Legal Day 1 as a result of the approach agreed in the TOMs

• Role focused on designing the Singapore Civil Service HR Operating Model and prototype HR Organisation Structures for 15 Ministries and 9 Organs of State, defining the target HR transformation value and business case• Created content for design focus groups with clients on organisational design prototypes to be customised across Ministries and Organs of State• Developed an “Employee Experience Blueprint” that captured key touchpoints across the employee lifecycle for various workforce segments and proposed recommendations for differentiated handling• Managed orientation and critical skills development sessions for the client

• Managed 56 DSL Helpdesk outsourced vendor agents (Philippines), monitoring process flow compliance and investigating improvement opportunities• Created templates and focus group structure for the researched and collation of the eventual 130 process improvement initiatives that were derived from the study• Produced and presented a deck on 20 key initiatives that would improve agent metrics with recommendations and suggested next steps for development to the project sponsors• Designed, obtained client buy in and presented the custom “Pay 4 Performance” incentive scheme for agents, teams and coaches that was rolled out as part of the study• Set up and chaired the weekly project Risk & Issue log sessions and monitoring documentation and key resource for creation of project templates and development of deliverable structureAward:Celebrating Performance Sponsored by Project Manager“Maximizes coordinator's team performance through knowledge sharing”

• With the program currently in the build phase and I was part of the design governance team which has been formed to provide end to end solutions for design related issues. The role ranges from reviewing, analysing and resolving design related defects to the estimation and eventual implementation and sign-off of resulting change requests. • Leading the functional area team for Fixed Deposits and Teller functions working on all aspects of design as well as assisting a senior consultant with 2 other areas; Current/Saving Accounts and Common Processing modules. • My team worked directly with a both client and vendor to devise optimal solutions to the multitude of items highlighted by both the build team and client design team. Where necessary issues were escalated to higher management and design architects to assess and provide overriding decision making based on our provided guidance. • Working on items that impact cross-track I provide content and leadership support to ensure comprehensive answers to the challenges we face. • As an analyst I was the most junior of all members that made up the leadership of the design governance team.