Brendan See Email & Phone Number

Sydney, New South Wales, Australia

Sydney, Australia

Compare Club Limited is an Australian owned public company providing online comparisons for household expenses across insurance, home loans, personal financing, credit cards and more. I joined the team in 2016 as Chief Operations Officer while the company was still in early stage development to accelerate operations at scale. I was responsible for overseeing day to day business operations, and managing all aspects of the company including executing strategic business, financial and operations plans to capture market share while promoting a culture of collaboration and continuous improvement across on and offshore locations in order to maximise business performance. For the last 6 years, I have made significant contributions to the business through providing ongoing executive leadership, driving innovation and keeping operations at the forefront of cutting-edge technology which has resulted in consistent double digit growth with 20%+ operating margin.

Parramatta

Founded in 1951, CBHS Health fund is a not-for-profit, restricted access health fund exclusively for current and former employees of the Commonwealth Bank Group, as well as their immediate family members. Within 9 months of joining CBHS I was recognised for bringing innovation and driving bottom line success to the company and was respectively promoted Executive reponsible for Strategy & Marketing. Reporting to CEO, I was responsible for conceptualising and developing strategic marketing initiatives to promoting brand and product awareness to further maximise new and existing market opportunities while overseeing all aspects of Strategy, Marketing, Distribution and Program office functions. I executed a multi-channel strategy by re-evaluating and administering all sales and marketing efforts to meet increasing competition, expanding market presence and exceeding targeted growth by 20%.

Parramatta Sydney

As the Executive – Planning & Strategy, I worked directly with the executive management team, key stakeholders and the board of directors to define a 5-year operational strategy across marketing & distribution, digital and self-service and claims leakage. In this role, I optimised business performance by taking ambiguous and complex problems using customer analytics, market research and business intelligence to create new business opportunities to support organisational growth.

Sydney, Australia

Overall responsibility to deliver a portfolio of projects in Woolworth's supermarkets to improve productivity (excl. Store labour) and improve our sustainability- Designed and implemented a new above store operations model across Woolworth supermarkets

Sydney, Australia

Various strategy roles at QBE- Global BPO & ITO (Offshoring) across 16,800 FTE and 44 countries including-decision framework for executive, FTE & transition costs and assessment of locations and transition- Lead the development of the 5-year transformation strategy (involving 35 GMs) including review of macro trends for future consumer impact, market segmentation, industry scenario analysis, product architecture, core system replacement evaluation and operational model impacts- Developed the business case for the acquisition of an occupational rehabilitation supplier (~20 FTE). Resulted in purchase and integration- Assessed synergy valuation of significant corporate merger opportunity ($11b premium). Synergies included target market penetration by state, pricing strategy, product portfolio rationalisation, target operating model and over-arching IT strategy and architecture for potential benefits of $250 - 300m within 12 months- Developed an organisational wide capability development roadmap (~$30-100m spend) for the transformation of core underwriting system replacement (incl. capability definition, application & architecture review and priortisation). Program implemented 7 commercial insurance products through e-business channel over 4 years- Assessed product portfolio (over 1000 variants) to understand the value in migration to a modular product architecture for general insurance. Identified profit uplift opportunities of $50 - $70m from improved product development process, product bundling and cross sell opportunities and cost reductions in claims payments- Defined corporate transformation strategy program to integrate 17 business units to a consolidated distribution / manufacture model. Resulted in approval of strategy program by board to increase profit before tax by $100m p.a. within 5 years. Strategy was successfully implemented over 5 years, resulting in organic profitable growth $2.4bn to $3.6bn GWP, National Insurer of the year all 5 years

Sydney, Australia

Responsible for actuarial pricing/ calculation reviews of life/ wealth management products

Advanced Development Program - Executive, Management

M.Qf, Quantitative Finance

Business, Finance

B.Com / B.Sc, Accounting, Finance, Mathematics

High School/Secondary Diplomas And Certificates