AUTHENTIC LEADERSHIP/ STRATEGIST / INNOVATOR / TRANSFORMATION / PROBLEM SOLVER / ELIMINATING PROBLEMS AND EXECUTING / PEOPLE BUILDER/ VALUES DRIVEN / KEY STAKEHOLDER ENGAGEMENT AND INFLUENCER At Super SA Dascia combined her 25 years of leadership and management experience in the commercial and non-profit to transform and modernise the organisation - successfully taking the Fund into a competitive environment.Das's passion for people combined with authentic leadership created a remarkable customer centric culture, leading over 250 staff to deliver significant business transformation.Combined her very strong track record in effective leadership across various functions, including: Strategic Planning, Finance, Operations, Brand and Communication's, Insurance, Advice, Technology and Target Operating Models, Investment and Product Management and Governance - to deliver exceptional outcomes.Das utilised her highly developed communications and influencing skills at Super SA to gain key stakeholder support to transform Super SA in a very complex environment.Passion for people combined with a strong values approach to decision making contributed to Das success.

Responsible for leading the overall Customer strategy and experience at NGS Super. Align internal and external parties to deliver a consistent, proactive and intimate customer experience. Build retention, acquisition and development of customers. Manage the strategic growth opportunities for the Fund and spearhead the employer and member client service channel.

Key areas of Responsibilities include: Leading the marketing and communication distribution channel; Spearheading the employer and member client servicing channel, including financial planning services; Orchestrating product development and insurance activities; Managing the strategic positioning of the company and fund growth. •Conducted large-scale projects management•Developed new strategic operational plans•Developing and ensuring the alignment of staff position descriptions and KPIs to operational plans.•Implementing a training scheme for all staff•Orchestrating the creation and presentation of a three-year strategic plan to APRA•Lead the development of EISS My Super strategy•Collaborating with the Board, CEO and the Executive Team

Managed the growth of REST and Acumen.Developed strategic position for Acumen Corporate Super.Strategic projects.•Spearheaded the generation of a National Business Development plan.•Engaged with the Board, all business units, key service providers and independent consultants in the development of a new Acumen (Corporate) and industry growth strategy•Increased Fund competitiveness through the redevelopment of the Differential Service Model. •Managed the integration of a range of strategic projects.•Set up full project planning, budgeting and coordination•Lead and developed an insurance strategy review to align with offering including an operational review

This role involved: the leadership and Management of the Business Development and Client Services team across Australia, ensuring the delivery of services to the stakeholder’s membership base; providing support and direction to Mobile Banking Managers, facilitating the maximisation of portfolio growth; the management, coaching, mentoring and training of staff on a national basis in the completion of business realignment and associated change management activities; the control of the National Business Development budget and sponsorship arrangements, including the audit of development budgets; and the development of strategic communication and marketing opportunities at a national level. • Heightened the engagement of industry superannuation funds by 10-15% through the development and implementation of successful workplace marketing models.• Leading the design and delivery of a NSW-based Business Model and engaged with all industry superannuation funds in the generation of an understanding of individual client service models.• Developed a range of protocols and plans which aligned with individual Fund distribution areas.• Trained internal staff in all service plans and leveraged workplace engagement.• Developed and introduced a range of innovative marketing activities which increased the profile of the Bank. Enhanced staff accountability and provided additional training to underperforming staff members.