Kara Macleod Email & Phone Number

Melbourne, Vic, Au

Melbourne, Vic, Au

Melbourne, Victoria, Australia

Melbourne, Victoria, Australia

Suporting the Chief People Officer, I led the team responsible for the People, Change and Internal Communications workstream as part of the project delivering the merger with Australian Catholic Superannuation (ACS). As Transition Lead, I consulted with executives, senior leaders and the People team to optimise people and change outcomes for the merger. I was responsible for the engagement, recruitment and onboarding of ACS employees into UniSuper. In addition, I led the execution of a change management program for the project to implement new and interim processes and support the smooth transition of members into the UniSuper fund.

Melbourne, Victoria, Australia

Following the acquisition of MLC by IOOF, working on behalf of the Chief Risk Officer, I was tasked with developing risk learning and development strategies and frameworks impacting 5000 staff. This included managing the transition and integration of learning assets and L&D management processes into the new business and change management to transition to IOOF frameworks and policies, and risk management tool.I engaged with key stakeholders to design and implement a risk L&D strategy, to ensure compliance with regulatory and licence obligations. I led the design of a governance framework, definitions, and RACI for mandatory learning to align learning practices and established a Learning Council to provide surety of ongoing capability management.

Docklands, Victoria, Australia

Reporting to the GM Risk Strategy & Operational Risk in the MLC business, I led a small team and was responsible for organisational development, target operating model design and change management to seperate the MLC risk function from the NAB business and establish a stand-alone function. Working as a program manager I consulted with the Risk leadership team and key stakeholders to design a cost optimised yet robust target operating model as a business independent of NAB. This covered risk partnering, financial crime, operational risk and compliance with a focus on agile processes. In addition, I created the strategy and framework to deliver mandatory risk learning for a separated MLC business.Accountable for leading the change management process to embed the changes and deliver business readiness, I designed the change management strategy and prepared all communications. I worked in collaboration with a change manager who executed these across the business. Leading an instructional designer, I leveraged human-centred design principles and led the redesign of risk and compliance policy and process artefacts to make them more human and accessible.

Melbourne, Australia

Reporting to the GM, Risk Services in Line 2 Risk, I strategised and project managed the design and implementation of enterprise risk learning frameworks and programs for operational risk, compliance and credit risk. These L&D programs impacted >35,000 staff at different levels and >6000 Bankers. I worked as the program manager and led a team of seven to design and deliver these across the business to meet regulatory obligations and business needs. My focus was to lead human-centred L&D and capability development strategies to achieve enterprise risk maturity, regulatory compliance and best practice within Australian and international entities.

Melbourne, Australia

This was a newly formed Line 2 risk team merging operational risk, compliance and credit risk capability teams. I was responsible for strategising and managing the delivery of the risk and compliance induction and refresher programs to improve operational and compliance risk capability across the enterprise. I supported a major business restructure changes to the risk function in 2014/15. In this role, I delivered a new design for mandatory risk management induction training which was delivered to all new employees in different roles and levels in the business, reducing the average seat time by 60%.

Melbourne, Australia

As part of the Line 2 Compliance team, I was responsible for developing the strategy for compliance learning for the Australian business and leading the development of these learning assets. This included completing a gap analysis to uplift the existing compliance induction and ongoing learning programs to deliver targeted capability within the organisation. This involved collaborating closely with the Compliance team and working with trusted partners to build the programs.

Melbourne, Australia

Design Victoria was a government-funded program to uplift skills and grow capability within the design industry in Victoria. As a program manager, I was responsible for engaging with different government agencies and other providers to design face-to-face business and export learning programs. I managed a team of two event assistants to deliver 50+ workshops each year. Additionally, I worked with Ernest & Young to analyse the economic impact of the program.

Melbourne, Australia

I managed the Let’s Read program, an early-years literacy intervention, where books were donated and distributed to disadvantaged communities for children aged 0-5 to promote reading. My role involved extensive engagement with publishers and corporate volunteer partners, as well as coordinating project resources to deliver to communities.