Realise Outcomes Reduce Risks | Making Impossible Possibleconsult, mentor, teach, speak, facilitate, author• Governance | Significant reduction in delivery and operational risks, minimising surprises. Right decisions at the right time by the right roles.• Inspiration | Inspire all organisational levels to embrace the future vision, understanding the necessary steps and risks to achieve it.• Portfolio Mgmt | Alignment and prioritisation of outcomes to business goals, the right investments at the right time in the right way. • Delivery & Change | Clear communication, everyone aligned, informed and engaged, on-time delivery, budget adherence, quality improvements to whatever outcomes are the strategic intent; risk mitigations; optimisation of people and vendor allocation; effective plans, stakeholder engagement and satisfaction, delivery and change efficiencies, uplift capabilities, enhanced decision making, ethical conduct.• Value Realisation |Diverse value across $2.5B programs; cost reductions, improved customer experiences, principles and process improvements, enhanced growth opportunities. Portfolios realising greater value, realise outcomes more quickly for less operational cost. Empowered stakeholders with minimal surprises, ensuring satisfaction and confidence in outcomes.

Oversaw 10 projects in a complex Governance structure focused on integration, stability and digitisation enhancements, backfilling for a paternity leave position. Commenced and concluded an operating model design for a registry service.

Refresh operations of a centralised Technology PMO. Reported to: General Manager• Achievements: Transformed delivery practices, portfolio oversight, agility between and within programs and projects, implemented new frameworks, uplifted capability, implemented change management practices entwined with delivery. • Outcome: Delivery window increased from 9 mths to 11, budget reduced - value increased, decreased decision making timeframe, increased speed to value.

Australia is the top geography in the world for investment.Dealside was founded by Lisa Barry, CEO, in response to this market demand, proudly working with top private equity firms, mid-cap CEO’s, deal designers and corporate strategy teams. With decades of experience, we focus on the people dimensions of a portfolio, supporting our clients to buy well, grow and sell well. We do this by accurately predicting major people and change matters that affect deal viability and value. Plenty of pre-deal effort enables our clients to make bold choices with confidence.Good investments create honest wealth for more people

Lead change approach releasing Xero Product Framework (XPF) and implement change framework for future shared services practice releases. Reported to: EGM Shared Services AU/NZ • Achievements: Launched XPF which enabled product teams to apply consistency in common delivery and change practices. Co-designed a change framework for shared service to release future practices changes to product teams including firm wide launch for OKR practices. • Outcome: XPF: 100% utilisation by product teams, significant efficiencies in product teams ability to focus more on design, moving skills between product teams more efficient, and improved speed to value and improved sequencing of go to market releases. Shared Services Optimisation: Improved shared services release strategies and change pathways endorsed by executive for future practice improvements.

Delivery Director for regulatory compliance response to Prudential Review. A newly appointed EGM of business lending disbanded the prior team. Some scope was not to be redesigned but accelerated to completion, some scope was requested to redefine the problem and or redesign the solution. • Achievements: Resolved issues within 11 months. Precise communications, accountabilities, and defined action plans. Managed remote team of 80-110 roles, coordinating work packages and vendor data modelling during Victorian lock down periods. Transformed core B&PB lending practices driven by regulatory compliance requirements. This was much more than just a regulatory compliance program of work. • Outcome: Significant improvements for customer satisfaction (lending customers), regulatory compliance and banker satisfaction while managing operational costs. Full resolution of all APRA issues for Business & Private Bank Lending earning high satisfaction from NAB Board and Program Board Executives.

Brooke is in the business of making the world a better place. Our team wants you thinking differently about your business, through our innovative and creative approach. We help you articulate challenges, create solutions and act fast to achieve meaningful results. Your future demands new thinking, new approaches and new solutions.

Co Founder of Tiny Footprint Pty Ltd a design and construction company for tiny homes on wheels. One of our favourites was the FerneLea a home we designed and built for my 'more mature' mother of 84 years. It has (as of Sept 2020) 1.8M views on Living Big In a Tiny House channel sponsored by Bryce Langston. It profiles our wonderful design for comfortable and safe aged living in a smaller footprint. We closed the company in Sept2020 due to economic conditions and profit typically being driven from standardised designs vs bespoke specialised designs which we specialised, and loved doing. Its been a wonderful journey helping people achieve their dreams. But onto other new adventures now .. but will always advocate for tiny - smaller footprint living and tiny homes on wheels being one of those options.

One of the initial founders of Australian Tiny House Association with a goal to help influence our Government and Councils on what is possible - safely with the inclusion of tiny homes on wheels in consideration of single dwellings in Australia and act as an advocate for safe and informative - valueable information for those wishing to consider living a smaller footprint. I performed a roles as the strategic vice president in helping to shape and drive the journey which I did for its first 2 and a 1/2 years.

Refresh KPMG Australian Consulting strategy including draft action plans launched at Global partner event with a Future First theme. Reported to: Managing Partner, Management Consulting• Achievements: Successfully led a strategic refresh for management consulting that was well-received by KPMG executives and the market. Focused on translating strategy refresh into actionable steps tailored to the culture. • Outcome: Facilitated rapid execution of the strategy refresh, with action plans in place within 5 days. Business functions implemented objectives and progressive key results and action plans achieving quicker and more effective results than any previous strategy refresh.

Deliver defined outcomes to impact two key strategic pillars of the World’s Best Business bank and in the top three priority initiatives for the Board: Alignment of the right banker to the right customer via data analytics and segmentation including workload models. Also in scope was a transformed operating model impacting the B&PB Executive team through to banker and operational roles. Reported to: EGM Transformation, Business & Private Bank. Partnered with Snr Banking Executive and External Vendor for Segmentation Expertise.• Achievements: Big bang of the customer segmentation, banker alignment and operating model changes over a 12-week timeframe across all geographies in Australia. Over 4,000 roles engaged in changes. Developed and implemented a robust delivery and change structure, aligned with strategic outcomes. Introduced hybrid agile and waterfall approach with a product team mindset and visually engaging material for stakeholder and team conversations. Managed governances, providing timely and informed decision needs with transparency over change, delivery and operational risks. Managed transitioning experiences to business. Engaged experts in transformation of operating model design and execution. Coordinated dependencies across multiple enterprise-wide programs. • Outcomes. The value of these changes generated approximately 40% of the group’s cash earnings. Accelerated future customer improvement programs for Business and Private Bank through effective segmentation. Improved banker workloads and banker-to-customer ratios, resulting in improved customer experience, reduced turnover of customers and bankers. Enabled significant future growth opportunities with the new operating model.

Establish services with a new business unit in NAB for portfolio prioritisation, change management, metric and insights analysis and programme management services. This was established to also compliment other enabling functions within this business unit and align to NABs strategic portfolio prioritisation and delivery methods. This entailed agreeing requirements, services fit (size / complexity / risk), creation of those services and core outputs. Working with leadership on organisational design to fit, then alignment and knowledge transfer of newly assigned roles. 12 week contract assignment.

Risk Role working with the COO of BEGOC• Various roles from minus 18 months to games time, similar size to a Commonwealth Games.Risk Director for the COO of the Baku European Games Operating Committee. COO reported to the Government (Sports Minister), the Azerbaijan Royal Family (as Sponsor) and the European Olympic Committee (EOC). Ferne’s role centred on mitigating critical risks within the COO. Reported to: COO of Games Operating Committee• The event, Baku European Games was held 2015 and broadcasted to 145 countries, 20 sports over 17 days of competition, 253 medal events, 50 competing nations, 6,000 approx athletes, 3,000 officials, 18 venues, 11 training venues. Based in Baku, Azerbaijan, Europe, the first ever European Games and first large international event for Azerbaijan. • Achievements: Risk Reduction: managed critical risks in the COO portfolio, as assigned. Stakeholder Coordination: Worked closely via COO with the Sports Minister, Azerbaijan Royal Family, and EOC aligning strategies and ensure transparent communication. Strategic Planning: Developed and executed strategies for communications, and marketing leading to an appointment of a Head Of, development and facilitation of future games ambassador program and management of dissolution. Governance: Established governance practices for complex budget approvals managing a $1B allocation. Vendor Management: Management of vendors appointed by the Royal Family outside of BEGOC procurement practices, specifically way finding signage contract.

• Director of investment and growth initiatives for Deloitte Australia across all lines of business. Establish and lead a National Initiatives office to support Executive to make the right investment decisions while inspiring innovation and growth and managing operations and maintenance of core practices. Reported to COO, CIO and CSO. Investment Decision Committee was made up of the CEO and National Executive. • Achievements: Enabled executive team to make the right decisions on the right things and then executed in the right way providing the right data and insights. Shortening the time of idea generation to investment decisions of yes / no / defer. Managed a large portfolio involving 14 projects to transform operational capabilities to deal with the projected growth that had not yet occurred. Lead 25+ merger and acquisitions planning and execution from due diligence to day one readiness and post integration plans. Developed a consistent way to embed themes of change vs individual projects for the business not to feel change fatigue. Contributed to framework and ways of working for the first offshore shared services functions for Deloitte Australia. • Outcome: Deloitte moved from 225m annual revenue to over 1B revenue with double digit growth pre and post GFC and flat line through GFC. Much of this was attributed to granularity of growth practices and investment decisions while managing the right operational and maintenance activities.

Delivered many complex programs and projects to clients as a professional services consultant, primarily in the ERP space and process improvements. Established an APAC delivery and change expert team to deal to reducing delivery risks for nominated projects across APAC.Reported to: Global Head of Risk; Asia Pacific Africa consulting managing partner, Australian Partner of Major Projects• Achievements: Contributed to development of a global competency for project controls, Ferne was the APAC leader with colleagues in UK, US and Canada. Lead a diverse skill, culture and geographically spread team of 40 project managers and controllers across APAC focused on reducing risks for Deloitte delivery partners and clients. As a consultant delivered large complex ERP implementations including global tours with clients and vendors for selection experiences. Also delivered process improvement projects. • Outcome: Managing Partners in each geographical region were able to make informed decisions of the high risk projects. Global Head of Risk and Asia Pacific Africa consulting partner were able to more accurately forecast and directly influence mitigations in time to make a difference. Trusted relationships were created where regional managing partners were requesting engagement vs instructed to engage

various:• QA and gap analysis of a portfolio of 75+ projects against a risk and program framework• Project managed a successful bid across five corporate service lines for an audit client with recurring fees of Aus4M+• Project managed an integration of a 600 strong firm into an Australian 2,500 employee base, detailed management infrastructure and people integration. This was a global program of work with many complex stakeholders.• Asia Pacific Africa (APA) regional lead for a global consulting firm, project controller service line. 45 staff Japan, Australia, Korea, China, Taiwan, South East Asia and South Africa. Responsible for ongoing management and strategies for continual project profitability