Strategy and Transformation, Westpac Institutional BankLead a review of the Institutional Banking customer service model to identify opportunities to increase the customer experience, improve turnaround times, reduce rework and identify cost savings across the service value chain.

Product Delivery, Business BankLead a project in the Business Bank to improve the customer experience for Merchant customers when they need to contact the Merchant Services Help Desk. In this role, I am responsible for defining the current and future state HelpDesk service model and customer experience, identification of customer experience pain/break points and improvement opportunities, quantify opportunities to be realised, develop project scope, plan and costs and execute against plan and costs, stand up and manage virtual project team.Achievements• Achieved a 10% reduction in customer's being transferred due to optimising the phone menu options• Introduced self-service capability for customers to resolve simple technical issues with their merchant terminal without the need to speak with someone

Cyber Protective Services (CPS) - Digital Protection Group (DPG)I lead and manage a team responsible for providing operations / business services to cross functional teams. My role involves financial management of the annual operating budget. I develop, monitor and report key operational metrics. In addition, I ensure efficient and effective policy and processes are in place to enable optimal business practices. I support the General Manager in the day to day running of the business, providing information and advice on business resourcing, planning, operational performance and compliance. I am also a member of the area’s Leadership Team responsible for setting the strategic direction, goals and operational plans of the area.Achievements• Achieved $3m savings stretch target• Achieved $10m resource recharge target• Seconded to be the Lead for Digital Protection Group (DPG), of the Enterprise Services Division Transformation Programme. Responsible for translating the programme’s objectives/strategies into DPG. Working as part of the senior management team to:- Align workforce mix to broader Enterprise Services targets; hit ratio of permanent staff, contractors, on/off shore Develop plans to reduce spend run rate of $50m by end FY20 Develop and manage a Request For Proposal (RFP) to offshore capability Setting of KPIs across DPG

Strategy and TransformationIn this role I drive a sustainable productivity culture and capability through leading productivity projects, providing advice to business partners and providing productivity coaching and training to deliver better outcomes for customers and the business. I lead initiatives to uncover opportunities to optimise processes. In addition , I lead in depth analysis to uncover anomalies and variation to standards or policies. I also coach teams and senior leaders to achieve Shingo Bronze medallion (Shingo Institute) in operational excellence and Lean Six Sigma Black/Green Belt certificationAchievements• Led a review across the Retail Product Management teams and identified cost reduction opportunities of $3.8m• Led a stream of one of the largest productivity projects in the Retail Bank during business case development phase to secure $40m funding• First employee in the Retail Bank to achieve Lean Six Sigma Black Belt accreditation through CBA internal program

I lead a team responsible to perform an interface function to manage the change program for the front and back office operational areas. This includes managing the prioritisation of the type, level and timing of initiatives/activities, identifying and resolving conflicting priorities, and reporting and presenting to the Retail Bank leadership team of forecasted activity levels against capacity. I am also business owner of a front office online reference tool – over 5,000 pages of content and 1 million page views per month – responsible for lifecycle management / optimisation of the tool and management of the daily content edits workload.Achievements• Conceived, developed and implemented the Channel and Product Interface function to manage the change program of the front office (Branch Network & Call Centres) and back office processing/operations channels• Business lead for the Retail Bank on a joint venture with the Wealth Management Division to develop a business case to secure $30m funding for the development and launch of a Superannuation product to be sold through the Branch Network

Retail DistributionIn this role I lead a team providing support to the Branch Network and Call Centres to achieve sales and service objectives. I manage / resolve issues with regards to process, procedure and policy. I also facilitate implementation of marketing campaigns, initiatives and special projects into the front office.Achievements• Led a Branch Voucher Error Reduction project which resulted in a reduction of error rates by over 50%• Played a lead role in developing a relationship management service model for a high valued customer segment, for example setting of KPIs and targets for sales teams, and ensuring Management Information System and reporting in place

I have P & L responsibility for business transaction account portfolio - $15b balances, $300m revenue. I also develop and deploy business plans, acquisition and retention strategies, and marketing activities.Achievements• Identified incorrect fee charging on an account type, realised $9.3m incremental fee revenue once fix implemented• Launched a fixed rate Farm Management Deposit account to ensure CBA had a competitive offering in the Agribusiness market

Mobile DivisionHere I have P & L responsibility for Pre-paid mobile product range, with $40m revenue and $8m profit target. I develop and deploy the business plan, with full end-to-end accountability for product life cycle management including product purchase from manufacturers, pricing, working with sales force on setting and achieving targets, managing inventory levels, development and execution of marketing activities.Achievements• Re-positioned the Optus prepaid mobile products with new handset range and pricing, new branding and advertising campaign• Created 25% saving on production costs and 20% reduction in call handling time by Optus Customer Service for activation call

Property ManagementI develop and deploy the national marketing plan for the shopping centre national portfolio to achieve sales and customer visitation objectives. I have responsibility for management of all national supplier relationships.

Property ManagementI am responsible for the marketing function of a shopping centre in the ACT undergoing a $120m re-development, including re-positioning, communication and launch strategies. As Assistant Marketing Manager, I assist the Marketing Manager in a Melbourne suburban shopping centre.Achievements• Successfully managed the marketing function of a shopping centre in Canberra while it was undergoing a major re-development. Maintained sales and customer visitation volumes during construction (sales and customer visitation on other re-developments had reduced by up to 30% in some cases), re-positioned the centre in the local market • Increased customer visitation and sales up to 53% for a shopping centre in Victoria by developing and implementing marketing campaigns• Recipient of a Property Council of Victoria marketing award

Worked in various roles, relocated to Sydney to assist in setting up and embedding the centralisation of State admin operations function. Finished up running the New Business Operations for Vic/Tas.Achievements• Various service awards• Employee of the year