Participant in the YBF Startup Immersion Program: Building Australia’s New Economy Growth - a pilot program that immerses experienced, corporate talent in an accelerated program to build entrepreneurial capability. It is a first-of-its-kind program in Australia

Key strategic program to expand / establish offices in UK and US to facilitate international investment and reduce costs by internalizing investment activity, hence providing improved retirement outcomes to Fund members.Responsibility across both technology and business functions to ensure physical, technical and regulatory / compliance requirements met and controls established, e.g. NY office construction through to London guest Wi Fi. Reported into Investments Executives.

Responsible for the technology delivery for a Management Board strategic Property programme for a new Head Office building. Delivery spans full range of Technology from desk monitors, audio visual, networks, and Data Centre installs, to innovative software solutions to enhance employee experience. Relocation of staff and specialist technology functions (eg Investment Bank trading room) is in scope. I report to the Group Technology Executive, control a significant budget, and lead a team of c. 40 internal and external technology experts, I have formed a high performing team which is delivering to plan and budget with delivery methods adapted to each project rather than one size fits all. ANZ has commissioned a new 26k sqm Head Office building in Melbourne and is consolidating its property foot print in the city.

Created and led a new function with responsibility to deliver Technology solutions to support 18 countries across APEA. I had responsibility for a pool of BAs (Business Analyst) supporting wider Technology department and led a global team of c. 30. • Introduced standardised delivery approach to encourage use of common applications across countries and reduce technology costs• Facilitated removal of manual processing through introduction of automation tools and ‘straight through processing’• Maintained BA team at 100% utilization, improving training and opportunities

Responsible for implementing Technology to enable UPI card acceptance. Delivery was across Australia, New Zealand and Asia Pacific (18 countries) through ATM and POS (Point of Sale) devices.Budget responsibility of $16m, led global team of direct reports and matrix management of > 100 peopleUPI is a Chinese card payment organisation with volumes greater than Visa and MasterCard

Reporting into the Executive team, with budget of +$100m, responsible for embedding new resourcing model for global software delivery. Led a global team of 15, changes effected 2500 onshore people across multiple countries and provided efficiency savings• Transformed dysfunctional team and struggling programme team• Accelerated delivery by streamlining the transition methodology• Introduced Change Management function to help embed the new model

Reporting into the Director, responsible for reducing onshore costs for > 3,000 software delivery people globally. Built of 5 people, with delivery augmented by senior management team. Budget £20m• Led organisation redesign process, meeting policy and legal requirements• Assisted in setup of regional hubs (UK and India) and closure of non-strategic site (Ireland).

Responsible for the upgrade, testing and implementation of new currency account platform into Ulster Bank. Led team of 20, including offshore vendor. Budget of £5m. Ulster Bank is a subsidiary of the RBS Group

Fast track management scheme completing variety of roles across multiple departments and UK locations, including Technology and Business Project Management for payments, data-migrations, website development, Credit Scoring, HR and Lending systems