Bryce Redgwell Email & Phone Number

Auckland, New Zealand

• Responsible for managing and developing a team of project managers & product owners. The primary focus was on modernizing applications and reducing technical debt to ensure AirNZ could operate an efficient and reliable.
• Product owner a strategic program to deliver frictionless solutions for international travel (e.g., building digital tools for managing vaccine passes) and to support staff with reopening domestic travel and.
• Program lead to replace an aged in-house Loyalty application with a SaaS solution, this involved coordinating 6 agile teams and the vendor to ensure the solution was fit for purpose and delivered effectively.
• The day-to-day responsibilities included financial oversight, prioritisation of work and investment planning, optimization of resources and identification of improvement opportunities within the application estate.

• Program delivery responsibility for Kiwibank’s core banking replacement reporting to CTO, Including technology strategy, procurement, and customer experience for the strategic transformation program.
• Strategic selection of key technology platforms (Core banking, CRM, Digital Channels, Cards & Payments, Risk Management), establishing an engineering evaluation team and completing engineering due diligence prototyping.
• Established multiple 3rd party partnerships to support delivery and multiple RFP and system selections for the new technology platform, including core banking, CRM, payments and system integrator.
• Responsible for Board and Exco stakeholder and governance activity relating to the stream, including all financial, planning, resourcing, procurement and risk management activity.
• Successfully implemented changes to enable the bank to comply with multiple regulatory changes in the banking industry, including a significant conduct and culture program.

• Program management for various major programs of work and transformation. All the programs ran in a scaled agile model while looking at longer-term horizons, covering a full spectrum of customer needs, technology.
• 2018 – 2019 program delivery owner for remediation of Westpac’s BS11 obligations, separating all critical core banking and risk systems from Westpac Group in Australia.
• Full responsibility for operating model design, technology solution selection, resourcing, budgeting, governance, and performance.
• 2016 - 2017 Payments and Risk Program Lead running a Scaled Agile value stream, partnering with the business to deliver complex Bank-wide Business, Payments and Regulatory change programs.
• Key projects delivered include Payments Platform Replacements (Domestic and High-Value SWIFT), Common Reporting Standard, Credit Transformation, BS11, IFRS9, Payment Fraud Management, AML
• 2015 - Technology workstream lead for a Bank-wide Transformation Program. Established program to deliver opportunities of $50m annualised savings across technology from Data Centre optimization to establishing Agile.

• Managed outsourcing of core Data Centre services and migration, which simplified operations, reduced run costs and resulted in zero downtime for critical systems.
• Product Owner for data centre migration program with zero P1s experienced
• Operational management of Westpac’s two core data centers and multiple corporate server rooms.
• Accountable for vendor management and oversight of core suppliers - ~$10m p.a. operating budget
• Primary responsibility for transforming Disaster Recovery (DR) program at Westpac. Developed DR framework, including governance, roles, training, and testing.

• Management of Business Continuity Program for Fonterra Group Globally. In total, this encompasses 15000 staff across 30 countries. Performing program delivery, compliance and ongoing operations.
• Provided on-the-ground risk assessments of Fonterra sites, including manufacturing, distribution, farming and corporate operations.
• The role also included responsibility for running Fonterra Group Crisis Management Team. This included acting as Recovery Director for various incidents including the Christchurch earthquake and various natural.

• Business Continuity responsibility for all UBS offices in Australia and New Zealand. In total, this encompasses 1200 staff and 200 systems across five sites.
• Managed stakeholder relationships with Business Managers across all bank divisions to help identify business risks and requirements and develop BCM strategies.
• Worked as a conduit between the Business, Risk, Operations, IT and Infrastructure teams to ensure all facets of Business Continuity worked in unison and helped bring a broader understanding of upstream and downstream.
• Liaised with Regulators and Auditors to ensure the bank met all regulatory requirements.

London / Singapore / Sydney

• Established in-house 24x7 support team of 30 FTE in Sydney and transferred roles and capabilities from London, New York, Singapore
• Led team of Microsoft Exchange engineers responsible for delivery, migration and operations of the messaging platform (400 servers, 30,000 users, 30 countries)
• Lead ITIL Service Management and Project Delivery functions, including change, incident and problem management processes across all messaging and collaboration platforms.
• Responsible for management reporting and business analysis, including cost allocation reporting, to aid management decision-making.