Part of the Executive Team with accountabilities to sharpen and align the delivery of compelling products and propositions for current and future customers, as well as using data as a critical enabler of enhanced customer service. Responsibilities for:- Data Engineering, Insights & Analytics, Artificial Intelligence - Digital Technology & Digital Workplace- Product and payments strategy and development - Open Banking

I have driven forward the execution of P&N Groups Data & Analytics Strategy via the "Modern Data Platform Program" including the delivery of significant foundations (Snowflake, Informatica, Operating Model, Governance Uplift) and tangible business outcomes. Launched the "Mymo" App (Personal Financial Management Tool), developed an enterprise strategic approach for Open Banking along with keeping the group compliant. Expanded my portfolio in this role to include Digital Technology and Digital Workplace teams, ensuring continuity and renewed approaches in this space. Parallel, I have built a high performing team along with contributing at the enterprise level.

RESPONSIBILITIES:Reported to Group CFO. Member of CFO Leadership Team. Accountable for leading and owning a multi-million-dollar technology transformation program delivering a compliance response and strategic enterprise foundations. This was the 2nd largest program of work in Great Southern Banks history to ensure compliance with this new industry regime, along with delivering significant next phase data and technology strategic capabilities for Great Southern Bank. • Business Owner of a $33m transformation program • Led a Program Director and a team of 50 (onshore and offshore) to deliver the program • Deliver a Strategic response in the context of corporate strategy • Regulatory engagement and liaison • Financial Oversite KEY CHALLENGES:• Respond to a brand-new industry initiative which was a once in lifetime environmental change • Meet key compliance deadlines while delivering significant strategic data, technical foundations in line with Technology and Data strategies • Manage ambiguity of constant scope change by the regulator and re-orientate as relevant• Design of ongoing Target Operating Model• Source a broad range of skills and expertise in a competitive market to deliver on technically complex requirements SELECTED ACHIEVEMENTS:• Crafted a response, secured funding, formed a high performing team, and partnered with technology providers • Successfully met all key compliance milestones along with significantly advancing strategic technology and data capabilities • Successfully received an exemption from the regulator to combine 2 compliance releases, one of very few banks to secure this, along with approved change requests to deliver on revised regulator scope• Brought enterprise thinking by identifying, embedding & executing significant enterprise strategic foundational investments across people, data, digital and technology• Formed a highly engaged team that performed to deliver successfully and meet management’s expectations

RESPONSIBILITIES:Reported to the Group CFO, Member of CFO Leadership Team. Accountability for Group Data and Analytics. Formed and lead a high performing team across data governance, engineering, platforms, reporting, analytic, delivery and architecture. Creation and execution of Enterprise Data Strategy with transformational change. • Annual operating budget of $7m• Transformation investment of $10m • Up to 45 staff KEY CHALLENGES:• Data approach, operating model couldn't meet expectations to successfully execute corporate strategy ambitions, no enterprise data strategy • Replication, inefficiency & inconsistent approaches across many disconnected & decentralised teams leading to inconsistent reporting, metrics, numbers & low trust in data • Very low data maturity, literacy - no connection to prioritised business outcomes, resource allocation plus no data governance • Balancing existing capability & technology with transformational change • Low morale in data teams & data “blamed” for lack of delivery of business outcomes • Business problems across sales reporting maturity, retention & regulatory reportingSELECTED ACHIEVEMENTS:• Created & delivered Great Southern Banks first ever Enterprise Data Strategy, alignment to Corporate Strategy. Executed• Recalibrated Data Op Model, created “Enterprise Data & Analytics Office” structure, brought consistency & “this is how we do it” approach • Created a data governance function and roadmap, significantly advanced fit for purpose governance & process, plus data quality improvements for key data sets. Aligned functional activities & transformed approach to investment via Engagement & Prioritisation Frameworks to ensure the right business outcomes were being delivered• Created a motivated & energized a high performing team along with alignment from business outcome owners to ensure shared accountability for data & analytics outcomes. Team nominated me for “Jack Harvey Values Award”, finalist

RESPONSIBILITIES:Reported to the CCO. Member of CCO Leadership Team. Enhancement Customer Analytics and data driven marketing to deliver tangle business across retention, next best buy, customer trends and data driven marketing. With the support of my Customer Insights Team key focus areas were:• Leveraging the organizations data to know our customers• Propensity modelling and gathering detailed insights for action • Deliver leads for, cross sell opportunities, retention initiatives and customer trends along with the arresting or fertilizing of these. • Execution of data-driven targeted marketing, automated and trigger-based customer contact activity leading to significant sales KEY CHALLENGES:• Disengaged and unempowered team members • No data driven marketing platform • Disconnection with internal customers leading to low consumption and usage of propensity modeling outputs • No enterprise approach to data, replication and competition across the business “doing business with ourselves” • Lack of process, direction and future of customer analytics SELECTED ACHIEVEMENTS:• Re-engagement & turnaround of key personnel via created a team purpose, vision and direction • Implemented a new data driven marketing platform delivering quicker response time for campaigns thus increasing sales and retention outcomes • Forged relationships with key users of outputs from this team, formed a regular cadence to ensure we were working as “one team” across divisions• Formation of a “coalition of the willing” across the bank to start gaining momentum for an enterprise approach to data – lead to my next role• Spent time designing fit for purpose governance and process to ensure safely of data, along with what the division stood for and created an internal brand

RESPONSIBILITIES:Reported to Group CEO. Associate of Group Executive Committee.Executive support and advice to the CEO and Executive Committee Members. Board liaison and leadership of strategic initiatives. Provide executive activity support and advice to the CEO to ensure time is best spent on appropriate organizational priorities. Ensure CEO and organizational priorities are aligned via oversight and direction to the executive assistant functions. Work directly and indirectly with all Executive Committee Members to maximize outcomes efficiently, including service levels and productivity to committee members. Lead Strategic Project and initiatives. KEY CHALLENGES:• First time the role had been created in the organisation, thus creating and embedding • Stakeholder management of Executives, Senior Leaders and Board • No structure or process relating to the role and more broadly matters lead and managed SELECTED ACHIEVEMENTS:• Coaching and advising to Senior Leaders on ExCo & Board matters • Delivery of CUA’s Payments Strategy – alignment to Group Strategy and target segment through to 2019• Attend all Executive meetings, give guidance and input as required and appropriate. Drive the implementation of actions and accountabilities• Review and feedback of all Executive and Board submissions to ensure the correct messaging, accuracy, alignment to strategy and Board directions/requests• Support the CEO – CEO report, Board and Executive papers, enhancement, structure and other relevant matters• Work with the Company Secretary to ensure efficiency through to Board• Coaching and advising to Senior Leaders on ExCo and Board related matters• Support and lead strategic initiatives from time to time including merger and industry scale opportunities

RESPONSIBILITES:Reported to the Group General Manager - Distribution. Member of Senior Leadership Team. Operational and financial management, first line risk and compliance framework and commercial management within distribution division. Responsibility for operational and financial management, first line risk and compliance framework and commercial management within the CUA Distribution division.SELECTED ACHIEVEMENTS:• Accountability for $70m P&L• Compliance framework implemented. Commercial rigor resulting in $7m per annum ongoing cost savings• Led a team that provides advice, guidance and support to all departments within GSB’s Distribution/Sales business• Specific areas of delivery included customer delivery, operational and financial performance, process and policy improvement, compliance ownership• Initiate, create, design and implement continuous improvement in the productivity, process, procedural effectiveness, and overall management of these areas of the business operation• Ownership of Distribution operations and risk and compliance framework• Accountable for annual budgeting and planning for Distribution• Distribution representative on Enterprise Risk Steering Committee, Credit Risk Committee, and relevant Steering Committees for key strategic projects• Board paper compilation for key Distribution strategic initiatives, inclusive of presenting to Exco and Board

RESPONSIBILITIES:Reported to the Head of Strategy.Responsible to actively seek out, support and bring to fruition Merger, Alliance, joint venture and Acquisition opportunities. Key Stakeholder in strategy development and business planning process at the corporate level. Full accountability for the merger integration process inclusive of liaison with, submission to and approval from the Australia Prudential Regulatory Authority (APRA)SELECTED ACHIEVEMENTS:• Executed two Mutual Bank Mergers with successful implementation • Executed joint venture to expand deposit base • Establishment of superannuation product alliance from initial market assessment, business case development and product development including contract negotiation. CUA Super is now distributed through CUA’s Distribution channels• Procurement and Execution of Alliance with largest Independent Financial Planning Group in Australia for the distribution of CUA deposit products (1st time CUA has had a B2B relationship on the deposit side of the balance sheet)• Review of transactional banking services (2011) resulting in the awarding of multiyear contract for provision of services to CUA and driving a multimillion dollar saving• Led the review of ATM business (2011) leading to divestment for CUA’s ATM fleet• Recognized as living CUA’s values (Create, care, contribute) 3 times while in this role• Finalist in the CUA Values “Jack Harvey Award”

RESPONSIBILITIES:Reported to the Head of Sales.A leadership role in the development of an offering for the Superannuation industry (Cards & Payments, employer contributions, rollovers). Contribution to the development of the products and the business lead of new business acquisition within this new segment for Cuscal. • Accountable for the development of a new service offering with technology partner and drove new business take up (employer contributions and rollover solutions – Click Super)• Responsible for the development of a plan to target newly identified segments (Superannuation and Payroll Segments for Employer Contributions and Rollovers) • The establishment of a customer implementation and service delivery for ongoing continuity • SME on the Superannuation sector within Cuscal• Trained sales and services teams once product take up commenced• Responding to detailed Tender, RFI’s and EOI’sSELECTED ACHIEVEMENTS:• Exceeded FY08, FY09 and FY10 sales targets• Formation and implementation with Technology Partner to successfully develop ClickSuper• Formation and implementation of E-commerce Rollover Pilot Group• Penetration into Payroll segment – 3 large payroll companies won• Penetration into Superannuation Funds with ClickSupers’ Contributions Solution