Reporting to the CEO and part of the executive leadership team. Driving the business' approach to credit risk and policy development for new and existing products under the Thornmoney brand. Leading the Credit Team and contributing to the growth and reinvigoration (with a dash of fintech) of the commercial finance business. The Thornmoney brand was launched in 2021, to better meet the financing needs of small and medium businesses.During the course of 2023, the board and shareholders decided to sell the underlying businesses and return money to shareholders. This was due to the significant capital that would have otherwise been required to grow the business. Continued with the company as (ultimately) the last employee to assist with reducing the business footprint and closing off services.

SME on a Project to align credit risk practices and policies to the new APRA standard, APS 220.

Fixed term contract role to lead the credit team supporting the Commercial Sales business. In addition, tasked to review credit governance and structure across the segment and to implement changes and produce artifact requirements resulting from the review.

Led the Private Banking Credit Risk team throughout this period and additionally and at various times, the Business Credit, Broker and Franchising Risk Teams. A team of up to 14 people looking at a mix of volume and bespoke credit applications.Credit applications ranged from retail products to property development loans of around $100m. Also involved in influencing outcomes for the development and improvement of products and processes in our supported businesses. Seconded to the Credit Risk Simplification project in 2016 and 2017. As part of this, I developed and introduced a new Line 1 delegation framework for Private Bank which, for the first time, was consistent with the rest of the B&PB Businesses. This established new Frontline delegations and improved speed to market for Relationship Managers. Seconded to a business restructuring project in 2017. Assessed impacts of a large portfolio of accounts being imported into the Business and also proposed team structures. Developed solutions including presenting a request for a PD model change, relating to the imported portfolio, directly to APRA.

Managed the Banks, Non-Banks and Government Risk Team through the GFC (team of 16). Banks were carved out into a new Risk team in mid-2009 leaving me with non-bank financial institutions and Australian Domestic Government Risk. This was a team of 10.Non-Bank Financial Institutions included a range of borrowers from Large Volume Funds Managers requiring very large FX and spot limits to more bespoke customers requiring tailored lending products.

A number of Executive Manager positions in the Institutional Banking space. These include for the Top Tier Diversified team where I helped transition them from Corporate Banking risk into Institutional Banking Risk. I also led the Private Equity and Property Risk teams.