I currently hold a L3 Delegated Commitment Authority. This sees me act as the second line of defence in Credit Decisioning outside of the Managers authority, as well administering the Bank’s Policies, Processes and safeguards for lending submissions and proposals.This role requires quality and a timely review of lending submissions, including negotiation of terms and conditions that meet all stake-holder’s requirements. Timeliness is an important aspect of the role, to both meet customer expectations and competitor activity within the market. In addition, ensuring that Regulatory and Code of Banking Practice requirements are adhered to and within the Organisation’s own Risk appetite for each individual proposal.As a part of the decision-making process, I am also responsible for the coaching, developing and providing of feedback to Managers and their associated staff on the quality, structure and credit worthiness of their submission, with the measurement being an overall uplift in the quality of proposals being put forward for consideration.I attend Business Banking Centre’s and internal departmental meetings on a weekly basis, to share experience, feedback, provide support and advise on how to better manage the end to end lending process. This requires a well-rounded knowledge of both process and Policy. These visits also enhance and build a solid rapport between the various internal stakeholders within the lending process, with ultimate delivery to our customers’ expectations, while meeting the Organisation risk requirements.

Credit Consultant as a second line of defence in the credit decisioning process. Quality of files, compliance to Policy and regulatory requirements were key features of the role. In addition, regular coaching and facilitation of Policy and process changes to our front line Bankers was a key feature.

This role required me to form strong business relationships with external community and business groups such as Chamber of Commerce, Accountancy & Legal practices, Local Government Authorities, Business Brokers and Real Estate Agents. Over the 3 years in this role and through the provision of a superior level of understanding, negotiation and beneficial outcome for all stakeholders, I established myself as the first port of call for a large percentage of these key influencers in the local area. Through this network, I was instrumental in seeing NAB grow our share of business in the area to greater than 50% of the market. On a national basis, NAB held approximately 24% of the SME Market at that time.

I was responsible for the Nab Retail Branch network throughout the NT and E. Kimberley, employing 61 staff across 6 branches. The role included employment, engagement, up-skilling, increasing capability with improved efficiencies and expense budget management. It included implementation of best practices and innovations suitable for the local environment. This involved transforming behaviour to a full retail sales culture within NAB’s operating policies and compliance and service standards.A key achievement in this role occurred soon after my appointment. The region had not been meeting expectations. Key personnel did not hold the necessary internal qualifications to enable a robust growth strategy. Morale was low and there was a considerable turnover of staff (51% in 9 months). I set in place a program of engagement staff by developing individual training programs to enable the team. Several personnel deficiencies were addressed and I identified those Team members that had the qualities to be resilient and effective. This robust program, saw NT/Kimberley Region move from poor performance of Home Lending at 0.25% pa to Home Lending Growth of 18% exceeding target by some 3.5%. Our internal Engagement, Customer Service Expectations and general business and revenue growth also turned in a similar period over that time, and saw the NT/Kimberley region become the leading Region for SA/NT and one of the highest growth Regions in the nation.Working with a team of 6 Branch Managers and my Retail Executive Assistant (REA) to ensure customer service standards, sales culture, assurance and compliance, staff engagement and continuity was maintained at a high standard. In addition, the development and strengthening of external business partners such a Brokers, Real Estate Agents, Defence and Local Government Authorities were key to the ability to grow the business in a strong and sustainable manner.