Executive-level role accountable for a wide range of operational functions including finance, legal and analytics related to investor and board reporting.

Executive-level role accountable for all revenue lines and partnerships, as well as a wide range of operational functions including finance, legal and analytics at various points in this role. Chair of the Revenue Working Group, which has directors from the account management, performance marketing, product and data and analytics teams. Part of the Executive Leadership Team of Future Plc Australia.Key achievements:• Grew and led the high-performing account management team (X4) and its relationships with over 120+ financial services, energy, and insurance clients;• Achieved revenue growth of 13% (CAGR) over 4 years;• Part of an international working group to take the successful Australia model for Data Services and replicate it in the UK;• Tripled the revenue for the B2B offering including awards and Marketview SaaS;• Streamlined HR processes via Xero and Account management processes via Salesforce and Adobe Sign delivering efficiencies across the business; and,• In partnership with the MD, prepared Mozo for acquisition –including management of the data room. Mozo was sold to Future Plc in Feb 2020.

Mozo’s first point of contact for partnerships, analytics, legal or finance related queries. Oversaw the implementation of Tableau and democratization of data so that it was used as the primary decision-making tool within the business. Key achievements:• Reduced wasteful marketing spend by ~30% while maintaining revenue growth;• Lead the development of the Credit Score tool for Mozo;• Developed the Business Case for international expansion into New Zealand;• Worked with a wide-ranging stakeholder group to deliver executive level dashboards used in the business to date; and,• Was the only non-director on the weekly Executive Leadership Team meeting setting the direction of the business.

Hired as Mozo's first Analytics specialist to set up a KPI and reporting structure for the business and be the lead analyst for the businessKey achievements:• Set up the first reporting and analytics framework for key business functions with buy in from all BU Directors; and• Conducted a feasibility study and vendor assessment on the Analytical tool (Tableau) that Mozo still uses

As a management consultant I have been privileged to work across a diverse range of industries and companies. Most of my projects have involved a heavy element of data management and business case development. I was the go-to person at Capgemini for Business Case development given my passion for data and my innate ability to synthesise large volumes of financial data into insights that could be acted upon.A select list of companies I have worked for are Westpac, NAB, Virgin Australia, Jetstar, ATO, Department of Defence, TAL, NSW Department of Justice

This project, with an investment of approximately $1.1b, is one of the largest core banking systems implementations in Australia and is being implemented across multiple releases. The objective of my stream is to develop the bottom-up business case to estimate the benefits that would flow through to the bank as a result of this release. My responsibilities for the engagement were:• To plan and develop the approach of this stream;• To identify the potential benefits that could be attributed to this release;• To lead the development of the benefits model and the associated documentation;• To lead the stakeholder engagement for the benefits;• To provide weekly updates to a senior level steering committee weekly; and• To manage guide and be responsible for subordinates assigned to this stream.Achievements and results:• The work done by my team and I has been presented and approved by the programme steering committee;• Our work has also highlighted discrepancies between the top-down and bottom-up business case which has been endorsed; and• This thorough and detailed work has led to me being the first point of contact for benefits related to this stream.

The objective of this project was to implement a reporting solution across the business. The model of this reporting solution was based on the previous phase of work that I had designed and implemented. After an organisation wide system change the airline required a consolidated view across the business to track its current performance in comparison to its historical performance. At the time, reporting could only be performed disparately between departments as data visibility was limited across departments. Reports were generated manually by team members upon request My responsibilities for the engagement were:• To project manage the delivery of this reporting solution. I had a team of 7 resources reporting to me. This included off-shore resources;• To co-ordinate multiple project streams to ensure that the timelines were met; and to mitigate risks and issues as they occurred • Escalate as appropriate, key risks and issues that would impede the delivery of the project• To create a reliable reporting structure which can be used organisation wide• To create and manage a process by which these streams of work provide data to the project• To facilitate the gathering of key metrics across 14 streams within the business to identify metrics relevant to the CFO and General Managers. In all 50 such metrics were identifiedAchievements and results:• This report is still sent out daily to the senior leadership of this airline• This reporting solution is now the bedrock on which all future reporting solutions will be based within this airline• We delivered this project on time and above client expectations

The objective of the Customer Risk Assessment (CRA) project was to redesign and redevelop bank’s customer risk assessment model. The goal was to create a sustainable and single model for all subsidiaries of the bank to improve the effectiveness and the accuracy of the current risk assessment model and process.My responsibilities for the engagement were:• To manage the delivery of the Business requirements document, the As-Is and the To-Be document which set the basis for the development of the model• Liaise with stakeholders across the bank (over 40) to ensure that each group knew what was required and what they were to expect• Conduct workshops to elicit the potential pitfalls of the proposed solution and to derive suitable workarounds for system constraints• To be the single point of contact (SME) for clarification on the expected functionality of the model• Act as the Project Manager (PM) when the PM was on leaveAchievements and results:• I designed and delivered the Business Requirements document on time and to the high standards expected from the client and the project manager• I was known as the SME on the project and was trusted by the client to make decisions on behalf of the AML team of the bank

I was the Project Advisor for an MBA group for the Management Consulting subject run by the University of Technology, Sydney. My role was to guide the project group in the development of their key deliverables for a charity based in Sydney.