Responsible for delivering the financial, customer, sales and other business objectives for the reporting customer centers and for providing the operational fulfillment to the wider business. This is achieved through leadership of business development, customer relationship management, operations management and the development of people capability.

Responsible for providing sales leadership, driving strong revenue growth and profitability, growth in target customer numbers and delivering service expected of New Zealand’s best bank. This is achieved by leading and implementing the agreed business unit strategy and providing strong leadership to the branch’s, including driving cultural change and embedding best practice sales and service disciplines to underpin performance and customer satisfaction results. Principal Accountabilities Maintain and grow the regions market share through formulating business plans and leading the delivery of growth initiatives for the region.  Effectively lead and implement business unit strategic objectives and plans. Manage the regions resources to optimize revenue return, growth opportunity and to achieve control of all areas of expenses including FTE management. Develop actions and initiatives to achieve new customer acquisition, customer retention and growth objectives. Ensure the desired customer experience for all customers is delivered and customer service standards are met and improved. Lead, develop and participate in community-based initiatives that positively contribute to the bank and business generation. Build the regional profile and manage key local relationships by working collaboratively and productively with regional management. Manage and deliver operational strategies for the region that align and support the achievement of business unit’s strategic objectives. Implement initiatives to drive continuous improvement across the business that contributes to growth and/or lower cost to serve. Build competitive advantage through the strategic development of people in the region. Ensure quality people management and bench strength. Drive a performance culture - Build the engagement, business acumen and leadership capability of the Branch Manager team to deliver results through people.

Responsible for both the sales results and service performance of reporting branches. This was achieved through implementing and supporting sales activities, coaching sales staff and actively developing business. Implementing sales action plans, formal and informal sales training and recognition programmes.Effective business development by establishing relationships with key customers and introducing and supporting branches with joint call programmes.Responsible for qualitative and quantitative sales reporting to both area branches and to the Regional Manager with quarterly market analysis and proactive development plans.Developing a sales, service and success culture within the Area, and to create an environment of desire to succeed. This included positive reinforcement of strategic goals and to achieve buy in and ownership of staff.Major achievements in role:Successfully implemented sales team coaching programme across all Branch Managers.Delivered a lift in performance across 11 out of 11 BranchesCustomer number growth at 117.5% of target.

Develop and grow the Branch through coaching, training and developing skills, building a motivating environment and facilitating goal accomplishment.Improve staff performance by setting and reviewing goals and objectives, systems and processes, and by conducting coaching meetings, competency reviews and formal one on ones.Responsible for recruitment of staff, effective performance management (including disciplinary action) and other generalist HR activities which reinforce effective leadership of the Branch.Develop and maintain a culture of excellent customer service, and ensure customers receive a high standard of support and service from all team members.Develop, implement, and achieve a Branch plan that contributes to regional (and in turn National) objectives. Contribute to the development of regional business plans.Actively develop relationships within the local community that promote the Bank’s brand and values and lead to growth in the Branch book. Manage costs, productivity and performance, to ensure all are at agreed levels, through analysing information and reporting.Major achievements:Auckland University BranchFunds Under Management (FUM) growth of 18.34%Customer number growth 311.73% vs. targetSuccessfully developed 9 local influencers.Branch performance 134% of target year end 2007.Auckland BranchFunds under Management (FUM) growth of 10.61% ($57.8 mil) in 6 months.Due to decreasing interest income, implemented strategies to increase revenue through over doubling life insurance sales across branch.Lifted branch sales performance from YTD 80% to 106% over 3 months (2008). Branch performance 125% of target as at 31 March 2009.Reduction of FTE from 21 to 11 through redeployment and natural attrition, in line with business needs.Lower Queen Street BranchAchieved 120% of FUM targetBranch performance 156% of target year end 2009, 134% of target year end 2010.

Consumer Resourcing Unit Co-ordinator Utilise forecasting software to determine optimal staffing levels in branches based on customer flows.Coaching of branch managers and area managers on Westpac’s workforce management tool (Click2Staff)Recommending efficient FTE models for the branch network.Assisting with the implementation of FTE reductions across the consumer banking channel.Analysis of Auckland/Northland/Waikato payroll vs. approved FTEManagement of annual and sick leave across Auckland, Northland & Waikato.Managing the recruitment process on behalf of branch managers.Major achievements in roleSuccessfully implemented an FTE saving of 30 FTE across the branch networkReduced excessive accrued leave balances to less than 15 days (average) per person in the branch network – Auckland/Northland/Waikato.Facilitated the training nationally for the implementation of Westpac’s customer resourcing and forecasting tool.Achieved “Top Gun” award – Top 10% of performers in the bank.

Major achievements in role 16% growth in home loan book Increased internal customer service monitor to 82% (increase of 14%) 260% growth in life insurance sales. Facilitated the introduction of the Bank of New Zealand’s multi-million dollar tellers system. Coached and trained Auckland’s Service Managers on a new computer system introduced and achieved a 100% pass rate. Branch sales vs. target 154% (2003), 140% (2004) Spent 6 weeks relieving as the Area Sales Manager. Succeeded in exceeding target every week in the role.