Darrel Thomas Email & Phone Number

Due to the vast growth and increasing complexity of the company, I was sought after to help develop a new first and second line risk structure.This includes staffing strategies, responding to regulatory requirements, connecting risk to business deliverables across Judo, project risk methodolgies, compliance flow management as well as guiding businesses through the risk profiling and mitigation frameworks.In building a new team from scratch, I ensured that risk and the culture were aligned and front of mind through core leadership principles.The operational risk team has become a team that people across the company actively want to come and work for, which is highly unusual in this type of field.

Reporting to the CEO, I set up Judo's first Project Management Office and create the organisational structures and teams across the company to ultimately deliver the Judo strategy.This required the alignment of Judo's Management Board on a newly developed delivery model, strategic priorities, investment funding and core resources. As part of this role I led the replacement of Judo's core lending application systems and the realignment of processes to support the new system.

Melbourne, Australia

As one of the first two employees, I bought the Judo investment memorandum to life. This included the creation, design and implementation of the founding processes, policies and procedures as well as designing the customer and employee vlaue propositions and many of the supporting cultural constructs that continue to be upheld in the company to this day. I also led the major body of work to gain Judo's first regulatory licences. These were paramount in ensuring Judo survived the tumultuous early days of any start up. As part of the lifeblood of the company I was able to present to many of our prospective investors to secure funding and our long term success. Additionally, I defined, selected and implemented key outsource provider services and helped design the future organisational structures. Ultimately I was handpicked and trusted to build a bank from scratch due to my previous broad range of experiences in cultural and process transformations.

Led a team of 250 people onshore and offshore to originate over 400,000 consumer lending products per annum. This included driving the culture of the team, the organisational set up including rewards and recognition, hiring and staff structure strategies, retention of talent and how the team could influence the wider culture of the Personal Bank.A particular focus was on flow optimisation to create a seamless customer experience at low cost. Paramount to this was the transfer of knowledge to members of the team and consistent communication of the operational strategies. A careful balance of empowerment and direction lead to highly engaged management teams that reported to me which ultimately flowed through to the teams and people leaders below them.Led and implemented Robotic Process Automation across secured and unsecured lending processes

Based on my experience in leading large, complex teams to high levels of engagement and performance, I was asked to lead the 600 person Mortgage Servicing function.The servicing function performed over 300 discrete activities for every division of NAB. Success included increasing process efficiency, working on people and leadership strategies as well as engaging senior leaders across the organisation to align our work with their business directives.

Melbourne

Leading the operational functions of the Retail Bank. This included change management, risk management, operational efficiency, people strategies, workforce planning, fraud, communications, continuous improvement, audit and regulatory body engagement for the 700 Branches across the network.I implemented a people and process led strategy to ultimately increase engagement, customer advocacy and performance across the Retail Bank.

Led 650 people across 2 locations to deliver on BNZ's customer contact strategies. Through innovative leadership practices based on psychology and efficiency principles, I created highly engaged teams. This delivered a 30 point increase to NPS, 8% reduction to abandonment and 21% increase to first point resolution. I'm most proud that instead of achieving this through asking for monetary investment, it was done via utilising the power of people and their innate talents.A secondary outcome was a reduction in cost and staff attrition. Whilst this was purposely not a focus, there was a strong belief that doing the right things by customers and staff would ultimately lead to lower cost.

Auckland

Auckland, North Shore

Leading the sales performance across 12 Branches on the North Shore of Auckland

Branch Management, Small Business management, Banker, Broker Unit Manager, Level 1 investment advisor

M.Mgt, Organisational Efficiency, With Distinction

Pg.Dip.Bank, Bank Efficiency

B.Soc.Sc (Hons), Behavioral And Clinical Psychology