-Joined the company in November 2022 to lead the key strategic project for Equip Super. The project had already been established for five months and was rounding out discovery phase. The project was focused on reducing to one MySuper license, with the realignment on investment options, fees, operational processes and decommissioning of old brands. Members were migrated in the source systems at Mercer.-Redesigned the project structure across all workstreams (42 stakeholders across the business) to align accountabilities for the delivery phase.-Setting up the foundations for a Steering Group with the administrator (Mercer), including steering group reporting, roles and responsibilities and escalation processes. -Managing the outsourced administrator to critical deadlines of the projects, including the build, testing and change activities. Kept the administrator accountable on all actions and deliverables.-Further continuous improvement of the PMO framework and processes.-Managed a team of one Project Manager and two Business Analysts.-Commenced new projects to how data is managed across the business, and review of other operational technology systenms.

-Selected to project manage, and support in a consulting role for the merger between HESTA and Mercy Super.-Focal point for all interactions with the other party (Mercy Super) through the negotiation and implementation process.-Setup structure for the workstreams to manage key deliverables in a short time request.-Managed the due diligence requests from the other party, and HESTA's requirements with external counsel review.-Creation of project documentation to support option analysis on criticial areas of the merger.-Oversaw the management of the impacts to the risk profile of the business based on the risk HESTA risk framework.-Ran and managed three workstreams (Finance & Tax, Technology and Operations) to ensure all deliverables were completed on time, and all risks mitigated.-Successfully implemented the project with a small team (Implementation Lead, Implementation Manager and Project Coordinator.

-Setting up workstreams and steering group for analysis and decision making on a go-forward administration platform to replace the existing company.-Acting as a conjuit between the potential vendors and HESTA to manage the RFP process.-Support to develop financial modelling to support decision making.-Preparation of board papers to enable a decision to proceed with a new provider.-Conducting research, analysis and recommendations on the target operating model.

*Creation and facilitation of steering group reporting to Executives. Presenting this Steering Group report across multiple projects.*Program managing across four streams of work to increase automation and process improvement.*Project and change management for the introduction of a new procurement framework. This includes the building of a process for procurement through a no-code solution (Checkbox).*Completion of the end to end project lifecycle for the introduction of an expense and invoice management system (SAP Concur). Including UAT, BA, project and change management, and delivery of training.*Creation of a strategy to further develop legal processes across the organisation.*Developing a continuous improvement approach across legal, risk, finance and compliance. Including the development of JIRA Kanban boards to track task management.*UAT and Business Analysis for transforming signed agreements to a repository (Salesforce). Including the data migration across sharepoint and local drives.*Ongoing system administrator responsibilities for both Salesforce, JIRA and SAP Concur.

* Writing Requirements, User Stories, Process Maps (AS-IS and TO-BE) for the creation of 2017 Budget Reforms specifically aimed at: -The ATO's new Transfer Balance Account Report (TBAR). -New legislative requirements for the treatment of Transition to Retirement Pensions.*Conducting workshops with key stakeholders (Product, Tax, Legal, Finance and Operations) for the creation of requirements.* Design of Super Consolidation strategies to enhance Inflows in Corporate and Retail Superannuation.* Creation of Business Reporting for the Controls, Benefit Realisation and Operations Management* Writing of requirements for new Wealth Management technology to increase Inflows for Corporate and Retail Superannuation.* Creation of Process Documentation and Process Maps for the delivery of new technology (Super Consolidation)

• Creation of Process Documentation for two business units (Engagement & Advice Strategy).• Working with General Managers and the Executives to deliver Dashboard reporting, in line with strategic objectives and KPIs.• Delivery of enhanced Customer Reporting for the Financial Advice teams.• Re-engineered Operational processes to increase Productivity and Utilisation.• Redesign of the Client Relationship Manager system across four differing roles (Member Education, Client Relationship Management, Sales and Financial Advice).

• Creation of a new Operating model for MLC’s Retail Insurance department. This spanned across 13 teams and 90+ staff. This program of work included the design and implementation of: - Software to support tracking of activities outside of the workflow systems. - Effective business reporting to support with performance metrics. - Workflow redesign so that work could flow more easily to the operation teams. - Short term demand planning through software Workware (Active Operations Management methodology).• Project managed the delivery of the Operating model, which included working with senior stakeholders.• Conducted training to all teams for the new software applications.• Working in an Agile environment with business support partners (Management Information – for the delivery of business reporting).• Providing support to the delivery a new operating model (Operations Excellence) across Wealth Operations (outside of Retail Insurance). This entailed working alongside external partners PWC.• SME support for any workflow management changes in Wealth Operations.• Creation and delivery of demand plans to support the Wealth Operations teams (20+ teams).• Kaizen Champion for the delivery of ideas within the Business Improvement team.

• Created a process improvement forum between Technology and Operations/Product for the delivery of easy process improvements that did not require large funding or prioritisation by General Managers, in which to improve the adviser experience.• Managed a team of 17 staff members. The team was split across three states, and two differing roles; Relationship Management and Administration. The Relationship Managers supported a book of up to 70 advisers. The Administration team processed on average 1000 transactions each day.• Completed analysis for the overhaul of the existing relationship model for Platinum advisers (Dec 2014) as part of Wealth Operations restructure. This includes the analysis of the number of advisers for each new panel, requirements for FTE for panels across multiple products and the move to centralise the administrators back to non-Platinum administration teams (basic transaction teams).• Appointed as the Operations Continuous Improvement Expert to support with the delivery of process improvement within Wealth Operations.• Presented to advisers and their support staff on monthly interstate visits. This included product and process changes, introduction for new relationship managers and the resolution of ultra high net worth client issues.• Developed and managed campaigns to increase the online take-up for segmented advisers, increase knowledge of MLC products (new product features) and reduce the number of follow ups for manual paperwork.• Managed complex high-risk control fixes within Operations to enhance/protect the MLC Wrap Platforms offering.• Supported with the design and implementation of key Stronger Super offerings for MLC Wrap Platforms (eRollovers and eContributions). • Mentored four staff members from non-Platinum Service team (SMSF Accountant x 2, Team Leader – Superannuation Cash Out and SMSF administrator) over a period of two years.

• Implemented key changes to system and processes to improve the overall performance of the team. This included a hands-on approach to in processing transactions to identify gaps.• Worked with internal teams such as Risk and Compliance, Finance, Client Services and Platinum to get the best results for the end client.• Managed, mentored and led a team of 10 staff across a broad range of work types for the MLC Wrap Platforms team.• Managed staff to ensure that they achieved the best results possible for the business. Where under performance occurred, staff were managed so that they were required to set goals to improve results or understand that they would be performance managed. • Managed small projects for breakdown of controls within Operations, to enhance and protect the MLC Wrap Platforms offering.• Dealt with escalated queries from Distribution and Client Services. Provided calculations for compensation or reimbursement of fees where required.• Designed and implemented long-term demand planning for Wrap Platforms. Special focus around FTE requirements for End of Financial Year period.

• Acted as the Continuous Improvement team for Wealth Operations with an additional Senior Business Analyst.• Created a framework to support individual teams with their process improvement ideas.• Created Business Requirements Documents for the implementation of new technology to Operations.• Implemented, ran and maintained the workforce planning tool within Operations (AOM – Workware).• Identified and implemented key system and process enhancements.• Worked on and delivered successfully key projects to deliver a better service to clients and advisers.• Completed process documentation for all high risk, high volume processes for Wrap Platforms.• Worked with Senior Managers to develop key changes to processes.• Supported with the analysis for the migration of MLC Custom (Perth) to MLC Wrap product.

• Implemented new processes internally and externally to ensure overall success of adviser’s office.• Developed and maintained strong relationships with key advisers in Queensland, New South Wales.• Increased sales by offering superior service. A key focus on the on-boarding process for new clients.• Dealt with high-level escalated issues from key advisers across Insurance and Platform. This included the investigation and remediation of complex quality assurance cases.• Worked alongside BDM’s and executives to ensure overall client satisfaction.• Conducted half-yearly visits to key adviser’s offices to ensure correct administration procedures and use of technology.