- Lead the planning and performance community within TC to drive integrated planning and performance activities for TC, aligning work, people, and funding with annual and multi-year plans; fostering collaboration, stakeholder management, and strategic presence- Partner with Group Owners and Group Performance Leads (GPLs) to shape the strategy and multi-year plan for achieving functional and company objectives - Provide guidance on Group Objectives and Key Results (OKRs) to align to functional requirements on performance regarding strategic, financial, and operational outcomes- Own and drive all annual and quarterly planning as the functional planning lead. Ensure sufficiency of the Consumer Function plan, providing insights to Senior Leadership Team (SLT) on key opportunities to improve- Manage Strategic Plan and operational/performance reporting, preparing the Group executive (GE) for CEOLT and Board cadence

- PLANNING - Lead annual and quarterly Group planning processes. Define annual and quarterly strategy and associated narratives, define and track Group OKRs, prioritised initiatives and annual budgets. Syndicate and align with other planning units and company objectives executive champions- PERFORMANCE - Manage and optimise Group business performance. Define performance metrics and associated targets. Implement tools, processes and cadences to drive Group performance. Work with products owners to identify areas of concern, draw key insights and determine resolutionsACHIEVEMENTS ON:--> Lead the refresh of the Enterprise Go To Market approach to increase visibility and implement new controls to be ready to sell, service and support products before they launch. Design GTM end to end RACI across 10+ teams involved (e.g. sales, billing, CX etc.) --> Design and run weekly performance reviews with the Enterprise Leadership team to bring transparency and focus on top metrics along the TE value chain

- END TO END IT TRANSFORMATION: Drive the successful implementation of critical projects across ~12,000 FTEs and $3B of spend in Technology & Operations. Ensure initiatives have clear outcomes properly targeted at business goals with KPIs and monitoring in place to deliver the promised benefits - PORTFOLIO GOVERNANCE: Set-up effective governance cadence across multidisciplinary teams (Procurement, HR, Finance, Risk, Architecture, Data and Strategy) to manage delivery and delivered risk, interdependencies and conflicting priorities amongst senior stakeholders- CHANGE & COMMS: Provide independent challenge (e.g. challenge milestones and dependencies in workstream plans) and shine a light on ‘trouble areas’ to bring the portfolio back on track. Communicate across the portfolio and establish design authorities to deliver an eco-system of business processes and data solutions that is operationally optimisedACHIEVEMENTS ON:--> Completed detailed bottom-up planning of 3-year transformation program with initiative owners and delivered $300M+ of recurring productivity benefits validated by Finance--> Implemented COBIT as an overarching framework to link industry frameworks (e.g. TOGAF, ITIL, PMBOK) and reviewed the current programs to get to the agreed target maturity--> Delivered benchmarking actionable insights with Howard Rubin on value drivers such as enterprise agility, technology economics, cloud strategy, infrastructure unit costs etc.

- STRATEGY AND OPERATIONAL EXCELLENCE: Key member of senior management team, reporting directly to the Executive General Manager. Develop, implement, monitor and evaluate results of strategic and operational management plans for all Bank’s support functions. Combine operational implementation focus with ability to contribute to strategic agendas- BUSINESS PERFORMANCE MANAGEMENT: Lead cost reduction program designed with McKinsey to deliver $80M+ savings in 3 years. Design and implement initiatives and processes to streamline business performance across $300M of operations (OPEX) and $350M of projects (POPEX) spend. Provide actionable insights and analytics to drive efficiencies and business decisions - ACHIEVEMENTS on:--> COST - Over-delivered on OPEX budget and productivity targets ($23M across 37 initiatives in FY18). Achieved $46M (-23%) productivity gains since FY17 while outcomes increased--> RISK - Improved issue delivery (65 issues closed and 21% extension rate vs 35% in FY17), risk and control visibility and operational risk management--> DELIVERY - Improved workforce mix ratios with greater us of partners in low cost locations and implemented automated business performance balanced scorecard -->CULTURE - Established high performing team (4 direct reports) and increased engagement scores from 61% to 71%

- PROGRAM MANAGEMENT: Manage supplier governance program (15 FTEs, 2 years, $3M budget) sponsored by Group Deputy CFO. Execute transformation activities across technology, operational risk processes, operating model, remediation, communications and reporting work streams- STRATEGY & GOVERNANCE: Establish policies that promote company culture and vision and provide recommendations and insights to senior management team- ACHIEVEMENTS: Program delivered within budget and schedule, received acknowledgement from external auditors. Invited to Financial Services talent pool and received multiple performance awards

- STRATEGY CONSULTING: Identify and size cost-reduction opportunities on $2B+ of external spend to initiate $200M+ cost-savings projects for ASX type clients (Macquarie Bank, BHP Billiton, Goodman Fielder)- OPERATING MODEL DESIGN AND IMPLEMENTATION: Design and implement procurement onshore/offshore operating model for Macquarie Bank. Gather requirements, agree SLAs, recruit and train 11 FTEs, adjust processes and complete offshore transition- STRATEGIC SOURCING: Manage complex and high risk tenders ($50M) for Optus and conduct strategic sourcing on Prosthetics ($80M) spend for Queensland Health- ACHIEVEMENTS: Exceeded expectations in all project performance reviews and became change management and spend diagnostic Subject Matter Expert in Sydney’s office

- PROJECT AND PORTFOLIO MANAGEMENT (PMO): Report to the CEO and accountable for both business development (4 direct reports) and the management of a portfolio of projects ranged from $15k to $1.5M- BUSINESS DEVELOPMENT: Align technology portfolio and sales to deliver strategic objectives and develop business opportunities- ACHIEVEMENTS: Initiated strategic partnership securing $1.5M funding from Drug Discovery Consortium, increased production efficiency (-33% efforts) and decreased delivery times (-60%) on standard products

- PROJECT MANAGEMENT: Manage product development projects for ABB and Canadian Defence ($15M / 30 FTEs) and implement project portfolio management process for National Research Council Canada- STRATEGY: Initiate and plan a business transformation program for a Quebec ministry and gather business requirements for Desjardins Insurance Group to define group-wide IT architecture- CHANGE MANAGEMENT: Deliver change management strategy and transition plan for Development Bank of Canada and animate workshops to define roles and responsibilities of key stakeholders

- PROJECT MANAGEMENT AND STRATEGY: Develop a strategic balanced scorecard for Quebec ministry and support 400 end-users with the implementation of a business intelligence solution