Responsible for developing and delivering strategies to prevent, detect and respond to fraud and financial crime across HESTA's digital channels, administrative processes and Investment Execution functions as well as Technology and Information Security infrastructures. This role will drive transformation of the first line financial crime operating model and deliver a fraud financial crime risk and control framework that ensures HESTA complies with regulatory requirements.

Chair of the enterprise AML/CTF Governance Committee and leading a cross functional team of 25+ people with both first and second line financial crime risk management accountabilities.- Established risk management strategies and a delivery roadmap for financial crime to align with Bank Australia’s overall strategic direction, enterprise accountabilities and the evolving financial crime landscape. - Established and embedded governance, reporting and controls across the AML/CTF program and operations- Redesigned the bank’s AML/CTF Part A and Part B Programs and associated policies and procedures including ML/TF risk assessment, customer risk assessment methodology to align with AML/CTF landscape. - Delivered an new AML/CTF compliance technology platform (Napier AML Compliance platform) - Led regulatory responses for Bank Australia regarding proposed changes for AML/CTF and scam mandates. - Developed a third party performance and risk management framework for all financial crime partners and suppliers- Led the ASIC scam review and response for the bank- Coordinated an AUSTRAC engagement for the review of the Bank’s AML/CTF programs - Developed and implemented a comprehensive audit remediation plan for AML/CTF audit response- Active participant of the International Centre for Missing and Exploited Children (ICMEC) - Constantly evolved AML/CTF, fraud and scam monitoring, detection and prevention strategies in response to the changing typologies to protect the bank and customers. - Built a cross functional, high performing and highly engaged team that was able to manage a sustainable uplift in volume within capacity and improved fraud recovery customer response times- Developed a range of education and awareness campaigns through various channels include presenting to high-risk groups to help customers and community identify the ‘red flags’ of scam

Accountable for operational excellence, risk and compliance across a wide variety of payments and financial services products to deliver enhanced customer experience, innovation and growth in revenue. - Developed and implemented risk management frameworks including governance forums, risk appetite statements, risk assessments, risk indicators and reporting that aligned to the strategic objectives of the business and enabled oversight by the executive and board - Uplifted AML/CTF capability across people, procedures and technology. - Led the selection and deployment AML/CTF compliance technology platform that enabled Australia Post to achieve revenue objectives whilst meeting contractual and regulatory obligations- Designed and implemented a control testing framework which ensured adherence to risk appetite, compliance obligations and internal policies whilst fostering growth and innovation- Developed an operational roadmap and implemented processes and technical capability across the Australia Post retail network ~3500 outlets to ensure compliance AML/CTF reporting and remittance obligations - Led the Employee Due Diligence process of 30K employees across Australia - Provide risk management governance and oversight across Australia Post’s subsidiaries SecurePay an POLi payments (payment service providers) - End to end accountability for suppliers and partnerships including card schemes, banks, and financial services relationships achieving transformational change and innovation and delivered commercial outcomes and improved customer experience. This included leading vendor selection for Acquiring.- Led the collaboration with remittance partner, Western Union as well as regulator, AUSTRAC to implement a temporary legislative change to time frames surrounding the renewal of Western Union licenses. This resulted in ~ $740K savings every 3 years previous required to manage peaks Western Union renewal services

Responsible for strategically leading the customer contact across phone and digital channels as it relates to all Retention and Cover Review activity with a focus on growth and customer advocacy. Handling inbound and outbound interactions with at risk member. Developing and implementing initiatives to reduce cancellations, lapses and arrears, whilst improving the revenue position through cover reviews.

Support the Group Executive in achieving key operational and strategic objectives by influencing across Enterprise Services & Transformation (EST) and the wider NAB executive leadership team. EST is a division of NAB with approximately 10,000 employees across areas such as technology, procurement, logistics, payments processing, customer services, operational excellence, projects and transformation. A particular focus on the preparation and review of Executive and Board level reporting as well as designing and implementing key leadership events for senior leaders that focused on strategic priorities and recognising talent and performance.

Responsible for driving a customer service culture across a team of 100 that achieved performance targets in a dynamic environment using continuous improvement, risk framework and operational efficiencies to prevent, detect an remediate fraud events including card, acquiring, cheque, application and electronic banking fraud

Operational leadership of a team of 140 team members, driving a culture of Active Operations Management (AOM) and continuous improvement to achieve both financial and customer service targets to prevent, detect and remediate against financial crime events including credit cards, merchant acquiring, application, cheque and electronic fraud as well as anti-money laundering and sanctions related crime.

Implement transformational change to improve the financial and operational performance across a team of 150 employees that perform collections and loss mitigation activities via call centre and external agency channels.

Provide operational and strategic leadership with a focus on operational excellence and risk management to 120 team members in a range of diverse and complex functions including; credit card and electronic banking disputes, cash management operations, deceased estates, print room, cheque compliance and bank wide reconciliation functions.

Provided operational and strategic leadership to a team of over 50 working in credit card and electronic disputes as well as cheque fraud detection, electronic fraud. Led a business process offshoring initiative including the design and implementation of the future state operating models and training of offshore staff in addition to the negotiation of a robust service level agreement.

Delivered corporate internet banking functionality that provided role based security as well as payment payables and receivables capability. This involved facilitating workshops with corporate clients and technology to agree detailed business and technical requirements and deliver the corporate internet capability within budget and tight timeframes enabling NAB to remain competitive and meet the evolving needs of corporate transactional banking clients

Managed the Corporate and Institutional Transactional Banking Sales Support team that provided transactional banking service support to corporate clients and a key contact resolve any issues for corporate clients across the bank. Transformed Sales Support Team to focus on core service functions and agreed service levels to corporate clients for transactional, international and payment processing escalations. Supported the Business Development team in tender response and presentations to clients on service support.

Delivered a performance management framework that incorporated customer and operational metrics, training programs and a risk management framework to support the systems and processes for bank -wide payment processing operations. This resulted in standardised work across all sites and process improvement opportunities. Project managed the closure of 3 sites across Australia impacting over 100 individuals including managing redeployment and redundancy management whilst ensuring that service levels were maintained.

This role accounted for product revenue of approximately $130m and a cost base of $30m. The Aquiring product set including EFTPOS, internet acquiring and BPAY and provided businesses of all sizes the ability to collect and process payments from customers across a variety of channels. All revenue and cost targets were achieved. Strong relationships established with a variety of merchant acquiring vendors to ensure that product offering was competitive

Facilitated workshops with technology, regulators and business process partners, to deliver a business case that was approved for funding, completed detailed business requirements and managed vendor relationship. This project involved leveraging NAB's position as a trusted part utilising public key infrastructure technology to develop secure, authenticated payments and messaging to support Business-to-Business electronic commerce and identity management.

Responsible for delivering Operational and Capital Investment plans for Australian Payment Services area and also analysing the monthly performance variance for both revenue and expenditure in the Australian Payments business.

Developed marketing plans and sales material for new products in bill payment ( BPAY) and merchant payables and receivable transactional products