As Chief Operating Officer at McMillan LLP, I led firm-wide operations and strategic initiatives, driving operational excellence and innovation across one of Canada's premier law firms. Key achievements include:* Led the development and execution of the firm's five-year strategic growth plan, focusing on innovation, client service excellence, and sustainable growth* Enhanced operational efficiency through process optimization and strategic resource allocation, enabling the firm to better serve its diverse client base* Championed the firm's digital transformation, including the implementation of generative AI solutions to revolutionize legal service delivery* Established key strategic partnerships with technology leaders including BrainStation and Thomson Reuters to advance the firm's AI capabilities* Strengthened talent management programs and DEI initiatives, contributing to McMillan's recognition as one of Canada's Top 100 Employers* Successfully launched ASCENT by McMillan, an innovative initiative supporting Canada's startup ecosystem and fostering entrepreneurial growth

Engaged to support the repositioning of the Exchange, a subsidiary of State sovereign wealth fund ADQ. Responsible for providing executive cross functional expertise and advisory services to the CEO and Executive Leadership support during transition.As Chief Financial Officer (Interim) encompassing Finance, Human Resources, Procurement & Facilities Management ensured the launch, oversight and delivery of successive strategic projects that included new products and operational capabilities.Provided Executive Leadership as Chief Communications Officer (Interim) covering corporate communications, public relations, social media and events.

A member of the CBI Executive Committee, reporting to the CEO, this role requires the application of insight to the financial performance of the Bank and contribution to strategic and day to day commercial decision making, managing the accounting and finance function efficiently and effectively aligned with the Bank’s requirements and Central Bank guidelines. The role is significantly externally focused in order to build, and in some cases repair, meaningful relationships with Central Bank Regulators, external auditors, tax authorities and shareholders. Additionally, a collaborative consultative approach towards the development of strategic plans, business development and product roadmaps is required through financial analysis, investment decision hierarchies and product optimisation. Liquidity management, compliance, and risk management are a key feature of the role requiring an independent lens whose responsibilities extend ultimately to the shareholders and board of directors.

Consulting for a market-leading snowsports company who sought assistance in developing their Asia Pacific business in order to pursue and maximise the opportunities arising from two successive Winter Olympics held in the Asia region (Korea 2018, Beijing 2022). The company operates wholly-owned sales, marketing and distribution offices in Japan, China, South Korea and Australia. Reporting to the President and the VP of Finance the primary focus of the role was to identify, assess, vet and present a suitable business partner for the company in China either as a Joint Venture or as a Retail Distribution Partner. A suitable partner was presented and endorsed by the Board of Directors in June 2018. Additionally, it was required to assess market potential, prioritize business development opportunities and deliver actionable, strategic recommendations to the firm’s leadership. The mandate required in-depth market analysis and country-specific business strategy recommendations for China, South Korea and Australia & New Zealand. In the second half of the engagement I was appointed Interim Country Manager for the China business whilst also conducting the search for the permanent Country Manager.

Reported to the CFO of Institutional and International Banking, and member of the Senior Leadership Team. Introduced discipline, governance, and a commercial lens to the transformation agenda. Drove the strategy to simplify and streamline the finance function. Delivered the transformation agenda including investment decisions, defined and delivered key milestones, key processes and engagement models across finance, the recruitment process. Played a key role in delivering cost optimal growth. Developed and implemented an alternate delivery method moving away from the traditional shared service model, redesigned stakeholder engagement methods, enhanced the finance functions capability, with a focus on profitability and efficiency.

Member of the Divisional leadership team, reported to the CFO of Global Transaction Banking, and accountable for finance across APEA. Held a key seat at the leadership table in determining investment decisions, resource allocations and strategic direction setting. Responsible for finance business partnering, management reporting, provision of accounting guidance, forecasting and planning, revenue recognition treatment and Tax Transfer Pricing. Ensured sound financial governance, the provision of decision support and critical advice to senior management on product and country performance with a focus on forward looking recommendations. Managed divisional reorganisation changes including personnel rationalisation and redeployment.

Reported to the CFO of Institutional APEA . Responsible for detailed management reporting, strategic planning, and productivity improvement opportunities. Including providing analysis and recommendations on line-of-business and country performance, successfully identifying and implementing productivity opportunities allowing costs to remain significantly below plan, and developing tactical near-term forecasts along with longer range strategic plans. Implemented the standardisation and centralisation of reporting via off-shoring of production to regional shared service hubs, supervision of crucial finance processes, and the coordination of Institutional APEA finance teams across the region.

Reported to the CFO Markets Asia Pacific. Managed the stabilisation and building of a sound management reporting function, including the preparation of monthly reporting containing qualitative and quantitative insights for use by the leadership team and the design and maintenance of reporting structures on an ongoing bases across multiple interface systems (Murex, PSGL, Hyperion). Responsible for forecasting and budgeting, trend analysis, efficiency optimisation, along with the stakeholder coordination and management. of business matrix in a timely manner.

Responsible for the management of ANZ Capital Hedging incorporating both capital and revenue hedges, including designation of derivatives into hedging relationships, the production of the monthly P&L reports, measurement of mark-to-market volatility, and journal posting and reconciliations.

Responsible for the Group’s Software Capitalisation Accounting Policy and the Group’s Share Based Payments model along with group external reporting requirements and US regulator filing requirements.

Responsible for the day to day operations of a diverse group covering retail, hospitality and distribution businesses. This included business expansion to new locations, personnel management of 60 staff, and significant client relationship management to ensure quality in service, pricing structures and goods.In addition the role was responsible for budgeting and profitability of the hospitality and retail sectors. This was achieved through decisive decision making based on the sound financial reports and forecasts that this role was required to produce.A strong people management element existed as the role was responsible for hiring, coordination and scheduling, and the implementation of ongoing staff training.