Sonia Stojanovic Email and Phone Number

As a Senior Practice Expert at McKinsey and Company I was charged with codifying the approach to culture transformation that was initiated and led by myself at the ANZ Bank. My role was as an advisor to Client Services Teams who were working with their clients on shifting and creating high performance cultures. Including working with top teams, and the whole system to engage people in new ways of relating and working. Clients included Anglo American; Sasol ; Du Pont ; Bank of Montreal ; Bombadier Aerospace ; Bank Itau, Unibanco, Department of Labour - Bahrain, Unilever, Royal Mail, Transnet, Lion Nathan Breweries ; National Petroleum Company of Nigeria and was McKinsey faculty on ESM Development at Cambridge University ; Coach on Firm Learning Associate Principal Training ; and Dean of Faculty for the development of Facilitators of Transformation

Reporting to John McFarlane CEO at ANZ bank, based in Melbourne Australia, I lead the revolutionary 'Breakout Journey' that turned around the culture of the bank from one mired in underperformance, low morale and stagnation to a values based culture centred around the aspiration to be 'The Bank with the Human Face' .The design of the four year journey attended to elements of mindsets, process, meaning and purpose along with two other elements that shifted the banks performance. 'Perform' which was the focus on delivering on promises to the market and 'Grow' that looked to investment and innovation to growth new markets and products, and ensure the sustainability of the bank. The ANZ is still recognized as the benchmark for rapid and dramatic turn around in the culture and the bank's performance. With the share price tripling over four years, the bank moving from the least preferred employer in financial services to preferred employer, and an acknowledged culture of boldness, difference and connection. Prior to being invited by the CEO to lead 'Breakout' I was the Head of HR, Communications and Corporate Affairs for ANZ International Bank, and oversaw the devolvement of the people elements of the business when the Grindlay's franchise was sold to Standard Chartered bank. I also worked on the due diligence team for the creation of the ANZ Funds Management JV with ING Bank. The role oversaw 5 regions ; Pacific Islands, Middle East, India, Asia and Private Banking centred in Switzerland and the Channel Islands.

This role was newly created as part of a separate Asia Region which was established to grow the HJ Heinz footprint in South East, North Asia and the Chinese mainland. Based in Melbourne I was accountable for establishing from scratch, the HR protocols and recruitment of expatriate staffing across 9 countries. I supported the due diligence teams from an HR perspective when we established JVs in Indonesia ; Thailand ; Guangzhou China, and also the establishment of a green fields babyfood factory in Chengdu. I oversaw the closure and redundancy process for the Heinz factory in Japan and transferred key technical personnel and their families to the Heinz-Watties plant in the Hawkes Bay, New Zealand.

I oversaw the HR Function for the Heinz operations in Australia. As part of the Executive committee I facilitated the closure of the main factory in Melbourne and the transfer of it's production to Heinz-Wattie in Hawkes Bay, New Zealand. I also dealt with the people implications of the closure the Eden Tuna factory on the south coast of New South Wales and was part of the due diligence and purchasing of Meat processing factory and Tomato paste factories in New South Wales. From an expatriate perspective I also managed personnel in PNG