Contributed to Business Process Management (BPM) teaching, both as a Guest Lecturer and during the conceptualization phase of projects for Masters students.Collaborated with QUT BPM staff to design industry-relevant BPM research artifactsCo-authored BPM research publicationsContributed to industry engagement efforts of the QUT School of Information Systems, with emphasis on the BPM discipline.

• Led a team of Process Management and Improvement Professionals tasked with providing full analytical reviews, improvement implementation roadmaps, and continuous governance charters for all critical end-to-end processes, spanning: Originations, Credit, Operations, Financial Control, and all other Support groups, such as Risk, HR, and Legal.• Established the adoption and use of an integrated Business Process Management (BPM) tool across the CBA Group, with links to other enterprise class services; including: ServiceNow – the Catalogue of all IT Applications; IBM OpenPages (aka. RiskInSite): A full inventory of risk types, events, and controls libraries; and Process Performance Management (PPM) – a Process Mining tool from Software AG• Developed the Group Process Activity Library (PAL) taxonomy and standards to serve as the architectural backbone of the BPM reporting tool• Modelled all Material Processes to Level 3 Activity tier; providing the capability to visualise end to end processes with key accompanying attributes (i.e. Systems, Risks, Controls, Organisational Units & Roles)• Established a scalable E2E Cost to Serve base model across all core processes• Decreased Process Discovery by 30% due to reusable process models in the BPM tool• Developed and published a suite of processes, standards & templates for managing process strategy, change and performance. Designed as a group architecture governance asset, leveraged by process owners for their process governance forums. Artefacts include: Quick Reference Guides, Governance Charters, Initiative Charters, Training material, Coaching and support, and Data management capability• Designed & Delivered multiple classroom and e-Learning training materials, including: Introduction to Process Management, Process Ownership, Governance, Architecture and others all developed to engender a process-centric organisation.

Managed a team of Process Improvement Six Sigma Black Belts to implement a centralized, standard and simplified LEAN set of processes and controls in designated process areas• Drove operational excellence of assigned program(s), with duties including project reviews, feasibility and cost benefit analyses, prioritization, initiation, execution and implementation for all assigned projects• Led bank-wide performance for designated processes and controls, working through the individual business line leadership to drive performance and change• Provided change leadership through Change Acceleration Process (CAP) methods and tools• Identified opportunities to simplify processes for productivity gains and customer impact • Managed budgets and contracts associated with program(s) or initiative(s)• Clearly communicated program status, issues, risks, plans, etc. to senior management• Recognized expert and resource leader for designated project and process focus areas

Co-ordinated sales force management with local in-country commercial teams in Central/Eastern Europe to define and implement commercial excellence standards. • Defined metrics for Sales Force Effectiveness, Win/Loss rationale, Deal Conversion, Credit Cycle and Approval rates• Recommended Incentive Plan criteria and Sales Force Training needs based on SFE analytics• Integrated managerial reporting of Eastern European banks into a Pan-European organization

Led a highly specialized P&L selling to and servicing Information Technology OEMs and Distributors throughout Western Europe, the Middle-East and sub-Saharan Africa. From 2008 to 2011, the organisation:• Achieved in excess of $15B new sales volume• Experienced Zero ($0.0) credit losses despite the Global Recession• Negotiated a Global Financing programme with the world’s largest maker of networking equipment – including new pricing, legal and risk structures• Achieved the highest dealer satisfaction score to date for GE CDF Europe • Optimised relationships with key Technology companies as logistic and technological advances changed and evolved the inventory distribution model• Negotiated numerous Participation Agreements with outside financial institutions to increase credit availability to OEMs • Developed new financing programmes for MEA customers to meet regional payment practices and on-boarded several dozen new customers in the Middle East in fewer than 6 months. Many with complex credit and/or compliance issues• Championed creation of online/real-time dashboards that allowed each manufacturer to track the sales and payment performance of their products and distribution partners

Led a team of Account Managers responsible for all credit, collection, and customer service issues for a portfolio of over 200 accounts with an annual turnover in excess of USD 3.5 Billion. Accounts were located throughout Europe, the Middle-East, and Southern Africa.• Achieved nearly 20% volume CAGR% for the period 2002-2008• Highly successful credit and collection control resulted in net charge offs of only USD 200 Thousand from 2002 through 2008• Served as chief point of contact for all operational issues with key enterprise customers, including Cisco Systems, Apple Computer, Tech Data, Westcon and Ingram Micro.• Created operations policies and procedures to ensure compliance with Sarbanes Oxley (SOX) and other regulatory legislation• Represented GE CDF on the Operations Board of the Asset Based Finance Association (ABFA)

UK Money Laundering Reporting Officer (2004 to 2008) Chief point of contact for all employee queries as relates to Anti-money laundering regulations and Know Your Customer (KYC) policies. Responsibilities required a strong working knowledge of UK and EU Anti-money laundering law.

• Created and analysed Annual Operating Plan and Monthly Budget Forecasts for all European offices and headquarters and provided strategic recommendations to Senior Leadership Team based on the results of the analyses• Served as Business Project Manager for development of bespoke invoice-based loan processing system; leading a team of business users to provide design specifications, test, and implement the new operating system across all European offices

• Managed a team of credit analysts, field audit staff, and accountants tasked with the analysis of all credit file submissions both for credit worthiness and proper legal documentation• Made recommendations as to the structure, operational and legal conditions, and credit limits for each submission• Audited each branch office for compliance to company policies and adherence to operational and legal conditions placed on dealer credit files

• Prepared and compiled annual budgets and monthly forecast revisions.• Analysed all material variances between actual and forecast results and provided recommendations to Senior Leadership of any possible remedial actions