John Willmott Email & Phone Number

Melbourne, VIC, AU

Melbourne, Victoria, Australia

Melbourne

Completion of personal interest projects along with overdue increased family time.

Melbourne, Australia

• Responsible for aligning and conveying the NAB CIO performance against strategic plans. With a cost base of $1.2B; a balance sheet of $1.7B; and an international workforce capacity of ~3,300 (+1,500 vendor support).
• Implementing a balance scorecard framework to align performance (against objectives, strategies, initiatives, lead and lag metrics & targets) within a network strategy map
• Perspectives of People, Transformation of systems & processes, Customer, Finance incorporating risk & governamce
• Led 14 direct reports to deliver contracting and performance support into the CIO business units
• Prepared monthly CIO business reviews for Group Executive discussion, Board performance reporting, key stakeholder submissions (APRA)
• Led a productivity forum to test and resolve blockers in and between Technology teams

• Working with the various GM’s of Lending Operations (Retail, Broker & Business) to ensure the successful onboarding of 350,000 new NAB customers to drive $120B per annum of new lending for NAB. With combined capacity.
• SME knowledge of market segments, customer behaviour & performance insights.
• Negotiated variable contracts with Indian vendors to gain $12m of P&L accounting savings
• Oversaw 14% productivity uplift post $13m Ops Excellence core competency investment
• Gained CFO approval for $20m of unplanned expenditure for new banking platform stabilisation
• Unit costing of lending services to drive and shape management decision making & assess performance

• Oversight of P&L budget of ~$475m, balance sheet of ~$320m and +600 FTE (pre outsourcing). I supported the GM Technology Infrastructure (AUS, UK, US) with financial oversight cost insight & leadership. Major.
• Successful harvest of $1B saving from IBM outsourcing over 7 years including $633m cash ($233m Opex, $400m capex redirected to other Enterprise capital risks) and $360m of unfunded future capability uplifts maintaining.
• Successfully meeting annual budget targets (delivering +$100m in cost efficiencies from Oct 09.
• Successful Telstra NAB Network contract recalibration ($0.9B) to variable volume based contract.
• Regular high level CFO and executive presentations with data visualisation of Bank customers consumption of IT trends & cost drivers for strategic cost management impacts and insights
• 2001 Finance team award.

• Reporting to the Head of Finance Partner (Infrastructure) I led a team of 3 accountants with responsibilities to manage the Infrastructure investment budget of $130m; provide financial business case development.
• Team formation and development
• Implement the SAP - Integrated Project Accounting System (IPAS)
• Receipt of NAB “Star Award” and inclusion in the NAB “Talent program”

Melbourne, Australia

• Formed in 2000, the Defence Material Organisation (DMO) was a Prescribed Agency within the Department of Defence, led by a CEO but separately accountable to the Secretary of Defence. As a Divisional Executive team.
• Established a high-performance team of 7 staff from inception
• Implementation of Balanced Scorecard framework for organisational strategic insight.
• Led and completed a $2m Divisional change initiative that led to an industrial strength project management enterprise culture, re-engineered practices and processes to include labour resource planning, improved.

Melbourne, Victoria, Australia

Reporting to the Director-General Land Engineering Agency, I managed eight business units with 63 FTE delivering Project Management, Contract Management, Technical Data Management, Reliability Engineering, Data standardisation, Engineering Simulations, System Engineering policy & procedures, and Media Communications services.

Reporting to the Divisional Director of Finance, I coordinated the budget management of the $1B Land Systems budget with 7 direct staff to provide finance SME technical accounting advice for BAU, project & cost accounting functions.

Finance Controller with 2 direct reports for the Land Engineering Agency (LEA), reporting to both the Director-General of the Engineering Agency and the Divisional Director of Finance (Land). My role completed strategic planning, financial advice, budget management, performance analysis, and management of AP & AR functions. The Agency had a turnover of.

Technical accounting audit role to confirm, review and propose innovative strategies to reduce the $120m Army Inventory Obsolescence Provision from “general” to “specific” for the annual financial accounts with the support a 2 staff team. During this role I also had a 4 week overseas posting to East Timor (Australia's support for the East Timor separation).

Melbourne, Victoria, Australia

Developed and prepared budgets, along with monthly variance analysis on the ~$450m logistic BAU budget within Support Command Australia (Army) who managed the Army's in-service equipment. This included stakeholder management activities, staff management and deeper cost and productivity analysis.

Mba

Cpa, Accounting

Bachelor Of Commerce (Bcom), Accounting