Lincoln Mcmahon Email & Phone Number

Dandenong, Victoria, Australia

Main board director and member of Audit and Risk Committee

Rosebud, Australia

Transformed a run-down farm into a productive prime lamb property, while rehabilitating an old growth forest that covers a third of the property.

Melbourne, Australia

Chair of main board and member of audit/risk and remuneration committees.

Point Leo, Victoria, Australia

Helped an all volunteer club improve safety through upgrading rescue boat, training for members to drive this boat, reorganise boat storage and increase race day participation.

Melbourne, Australia

Resolved legacy defined benefit issues, advised on how best to run Superannuation, interacted with key suppliers and directly managed outstanding cases.

Australia

Brought in as Head of Corporate Strategy, concurrently with a new CEO and a new Head of Client Business, then took on the COO role. Changes delivered included migrating the entire legacy IT stack to core BlackRock systems, exiting premises in Melbourne and Sydney, revamping corporate governance structure, reshaping processing so it was responsive to customer needs. These changes, along with work other members of the team delivered, saw staff engagement rebound, the outflow of funds became an inflow, costs were reduced, quality of service improved and profits increased.

Melbourne, Australia

Assisting the CEO and Executive Leadership Team to develop their Strategic Plan, Annual Plans and improve focus on competitors and changes in the superannuation industry.

Mexico City, Mexico

Turned around a troubled wealth management businesses, whose Board members were unhappy, regulators were hostile and Head Office did not know what to do by:1. Moving Superannuation sales on line and closing the advisory sales force of the Superannuation company (800 staff), as continual customer churn and inappropriate sales practices were damaging the brand. Tight management of internal communication, union relations and the media, ensured that there was no adverse reaction.2. Derisking asset management portfolios, which improved investment returns for Superannuation customers from bottom to top quartile within a year.3. Improving quality of processing and underwriting within the insurance company.4. Launching four new distribution channels (internet, telemarketing, retailers and new sales force). Net profit before tax rose 61% to USD 203 million in 2009, despite a crippling recession in which GDP fell 11%. Customer complaints dropped by 80%.

London, United Kingdom

Took over a good team that was struggled to close deals. Led interaction with clients “C” suite and mentored team so that in 2007, Dealogic rated us as the second best DCM team in Europe. Also grew volumes across structured and flow markets, ECM, M&A and transactional banking. Revenues grew by over 40% per annum to USD 763 million in 2007. No write offs from this book, as took the decision to cut exposure to mono line insurance companies (Ambac, MBIA, etc) in November 2006 and SIVs in April 2007, despite internal opposition from those focused on short term revenues.

Buenos Aires, Argentina

Guided HSBC Argentina (predominately superannuation and insurance, along with a small bank) out of crisis by generating capital, improving balance sheet management, cutting costs and increasing quality of service. Went from a USD1.0 billion loss, to generating sufficient capital to buy a competitor. Successfully chaired private equity fund to a highly cash generative wind up.Concurrently non-executive Director of Banco Surinvest, in which HSBC has a 15% shareholding. The Bank’s regulator capital had fallen below the minimum required by the Uruguayan Central Bank and hence gained support of all the non-executive directors for a rescue plan, recapitalisation and eventual sale in the face of a hostile regulatory environment.

Sao Paulo, Brazil

Developed strategic plans, ran annual operating plans and was a key member of the M&A team building HSBC’s Latam franchise. Oversaw integration of entities acquired. Parachuted into crisis situations.

Houston, Usa

Transformed a small branch that rarely made a profit, into a representative office that was responsible for HSBC’s major corporate relationships in the southern quarter of the USA. Over the three years the book grew to USD 3 billion in commitments and generated net profits of USD 25 million for HSBC in 1999. The team had to compete with the likes of Citibank and Chase in their home market, hence the focus was on debt capital markets, international cash management, trade finance and markets, where HSBC had some advantages.

Hong Kong

Member of the team responsible for HSBC’s relationships with American and European corporates in Hong Kong. Focus was on winning liabilities and fee business, primarily markets, trade finance and cash management, where HSBC was able to out perform the house banks.

Hong Kong

Led a team of 42 staff processing and marketing trade finance in Hong Kong. Main achievement was moving a group focused solely on never making a mistake, to a customer orientated team, that took pleasure in providing advice to clients. During this time, the team took on responsibility for training HSBC's first trainees from China

Macau

Led a team of Commercial Banking relationship managers lending primarily to garment and toy manufacturers operating in China. Lending was focused on trade finance backed lines, however, by careful targeting of customers within known industries, profitability trebled without a corresponding rise in delinquencies

Doha, Qatar

HSBC Qatar’s first Marketing Officer, launched the first direct mail advertising seen in Qatar and initiated bundled offerings, Handled all media contact and assisted with crisis management subsequent to Iraq's invasion of Kuwait.

Calcutta And Hong Kong

Three months of class room training in Hong Kong followed by three months on-the-job training in Calcutta.

Graduate

Advanced Management Program

Associate

Bachelor Of Commerce, Economics, Accounting And Marketing

Bachelor Of Arts, Psychology And Politics