Developing NZGP Supplier Relationship programmes (SRM) and Strategic Supplier Partners

Working with NZGP Procurement, focusing on Strategic Supply Partners supported by SRM programmes

Scope: Reporting to MD Retail and Business BankingStrategic insights for Performance of Digital Sales: Establishing performance benchmarks and align current performance to identify growth opportunitiesCustomer Segmentation: Identify key customer segments that display higher conversion rates from application to solution to help drive a better customer experience and process efficiencies Culture for Digital First to deliver a great customer experience: (Test and Learn) Drive… Show more Scope: Reporting to MD Retail and Business BankingStrategic insights for Performance of Digital Sales: Establishing performance benchmarks and align current performance to identify growth opportunitiesCustomer Segmentation: Identify key customer segments that display higher conversion rates from application to solution to help drive a better customer experience and process efficiencies Culture for Digital First to deliver a great customer experience: (Test and Learn) Drive change management through educating customers how to leverage benefits of Internet and Mobile Banking Show less

Scope: Reporting to MD Retail & Business Banking (R&BB) Total FTE composition ~400. Part of the R&BB Leadership Team contributing to the development of our strategic intent, culture and business planning of ANZ R&BB. I am a Member of the R&BB Credit Risk, Operational Risk and Conduct & Culture risk forums.Key Achievements: Cultural Transformation: Most significant aspects has been Diversity, Inclusion and Speak Up. This has been leader lead through engagement programmes… Show more Scope: Reporting to MD Retail & Business Banking (R&BB) Total FTE composition ~400. Part of the R&BB Leadership Team contributing to the development of our strategic intent, culture and business planning of ANZ R&BB. I am a Member of the R&BB Credit Risk, Operational Risk and Conduct & Culture risk forums.Key Achievements: Cultural Transformation: Most significant aspects has been Diversity, Inclusion and Speak Up. This has been leader lead through engagement programmes, behavioural change through shared clarity, connecting the teams with our Purpose, Values and attributes of authenticity (NWOL)Restructure of the Leadership Team: Simplified and restructured the Leadership Team to enabled greater diversity within the leadership team that promoted a growth mindset to learn from one another.Strong Business Performance: Achieved strong Asset and Liability growth and maintained high Market Share through capacity planning, resource allocation and business development. Show less

Scope: As reference above: ~400 FTE, 9 FTESignificant cultural transformation bring Retail and Business Banking into one business unit in addition to 4 key performance pillarsKey Achievements: Strong Cultural alignment: Bring together the Personal Segment and Business Banking Segment as new regional operating model that was historically two very different cultures to form a newly aligned business. Selecting a new leadership team and restructuring where necessary to… Show more Scope: As reference above: ~400 FTE, 9 FTESignificant cultural transformation bring Retail and Business Banking into one business unit in addition to 4 key performance pillarsKey Achievements: Strong Cultural alignment: Bring together the Personal Segment and Business Banking Segment as new regional operating model that was historically two very different cultures to form a newly aligned business. Selecting a new leadership team and restructuring where necessary to enable collaboration and shared clarity. Established an outstanding Leadership Team and a super-regional culture that other business units would seek out to work with and pilot new initiatives.Strong Business Performance: Achieved through role clarity and business development programmes and building profile in our local markets. Engagement for Operating Model Change: Business Banking operating model change was the first significant change to the business for many years. This required clear articulation of the intent behind the change and the impacts on the operating rhythm for customers and staff. Show less