Responsible for the conceptualising, developing and driving innovative product and service solutions that meets emerging market needs and aligns with Bupa’s strategic vision.

Responsible for defining and managing the pipeline and development of strategic initiatives to drive new product growth, channel delivery and partnerships for the Home Division in order to deliver meaningful member engagement and achieve revenue growth targets.Champion customer lead, agile ways of working to foster successful development of growth opportunities within an established business.Key Achievements: • Led the customer research and development of a two new products and one new proposition. Working collaboratively across a diverse stakeholder group to detail a product vision, successfully seeking endorsement from the Executive Team into move from product vision to product development and then to launch.• Led the due diligence of the customer value stream on behalf of RACV, in the successful acquisition of a business that would enhance RACV’s data capabilities. • Crafted a strategy to commercially benefit from six equity investments that RACV had within a new property vertical. This included crafting and implementing a maturity framework to determine mutual benefit and have a demonstrable path for progress for senior stakeholders.

Responsible for the definition and implementation of the future of Home Insurance strategy, targeted to deliver material portfolio growth.Key Achievements:• 16 Product opportunities were uncovered, four were identified as next steps that will address 70% of the opportunities to improve the member product fit, the member experience and provide insight into cross sell activity. • Lead Home & Energy’s Market Attractiveness Strategy, assessing 56 markets against 14 points of consideration as a result 14 markets were deemed to be attractive, with 4 specifically standing out. 12 partnership opportunities were also identified. Together with segmentation and Home Insurance Deep Dive this has formed the basis of Home & Energy Division’s future strategic vision.

Responsible to bring to life RMIT’s ambition of delivering life changing experiences for students and community by translating the brand into connected experiences across physical and digital touch points to deliver upon the business strategy. Key Achievements: • Indexed four years of existing customer experience research to form a single baseline of understanding and to democratise insight across the university, contributing to the uplift organisation customer understanding by 11% YOY according to RMIT’s staff survey.• Delivered eight design projects over two years, increasing the speed to delivery by 300% year on year through establishing a CX Tools Library codifying design at RMIT.• Established transactional NPS reporting framework for prospective customers. Reduced RMIT’s monthly NPS reporting preparation by 50% to increase speed of use to key stakeholder forums.• Set up a User Experience Team, growing from two to eight in 2019.

Responsible to represent the adoption of the IAG Group segmentation model and to ensure delivery of outcomes needed for brand architecture decisions in the local market.Key Achievements:• Alignment of single segmentation model methodology across Australia and New Zealand with local nuance recognised and retained.

Advisor for strategic projects behind IAG’s Enterprise Customer Transformation, including Customer Segmentation, Customer Journey Mapping, Customer Value Proposition Creation and Go to Market Strategies. Responsible to build customer capability.Key Achievements: • Delivered multiple projects using Human Centred Design (HCD) including coaching four internal boot camps (200 people) focussed on building Design capability throughout IAG.• Lead a team of SME’s from different brands, divisions and distribution channels across Australia and NZ to create one IAG Customer Journey. This artefact is being used to differentiate experiences, shape strategic planning, the employee experience and digital journeys.• Benchmarked IAG’s Customer Experience Maturity across all divisions within Australia, in New Zealand and five countries in Asia using the Forrester Customer Maturity Model to input into the Enterprise CX Strategy.

Built and managed collaborative relationships with business units and external partners to influence digital strategies, ensure alignment across the wider IAG group and drive cost efficiencies.Key Achievements: • Negotiated the consolidation of divisional licenses for three different platforms into single Enterprise agreements with external and internal stakeholders. This was a cost reduction of $200K.• Facilitated the digital community of practice, connecting the IAG New Zealand Digital Team with the IAG Australian Teams to simplify approaches, accelerate delivery through coaching and reducing cost.• Optimised the spend of the $800k budget by delivering tactical changes that avoided conflicting keyword purchases across IAG’s brand portfolio.

Built and managed collaborative relationships with business units and external partners to influence digital strategies, ensure alignment across the wider IAG group and drive cost efficiencies. Key Achievements: • Identified fifteen significant leverage opportunities were identified which accelerated several projects through reuse of work done to date by other divisions, within the first month.• Benchmarked Digital maturity across IAG with the support of Bain & Company, Gartner and McKinsey to understand the maturity of the different divisions. This was a key input into the digital strategy for the group and was an input into the appointment of the Chief Digital Officer.

Managed service improvements across the awareness and acquisition stages of the CGU customer journey working with internal and external delivery teams to deliver improved experiences.Key Achievements:• Coached CGU Technology Delivery Teams anchored in traditional waterfall methodology to implement customer centric and nimble development cycles to increase speed to market by 600%. • Optimised the CGU SEM spend which cut the cost of acquisition by more than half, saving the organisation more than $1million annually, increased customer advocacy by 30 points and increased sales on the small business platform by 20%.

Responsible to validate demand for a commercially viable digital proposition to increase the profitability of the personal lines portfolio by THB 500 million over the next five years.Key Achievements: • Delivered the project in four months, at half the cost, with half of the people resources in comparison to the roll out in Australia market. • Created Fourteen Thai segments, enabling the Thai Business (7th largest) and IAG Asia Head office to make informed decisions about their go to market strategy.• Analysed segments to determine demand for a new direct proposition having identified several segments (representing 36.8 % of the addressable market) as early digital adopters.• Managed stakeholder relationships with the CEO of IAG Asia, Thailand Country Head and Chief Customer Officer (CCO) throughout the roll out of IAG’s customer segmentation model in Thailand.)

• Strategic and operational reporting for shareholders, executives and regional sales teams including ongoing improvement and forecasting.• Managed the Pullman & Mercure rebranding, completed a brand audit and project managed the implementation of the new brand across sales & marketing collateral enabling the organisation to pass a mystery brand audit.

• Managed annual sponsorship revenue to achieve financial objectives for each conference. • Managed e-Marketing and social marketing campaigns to increase visibility of conferences to key delegates.

• Established social media platform and social strategy.• Maintained revenue forecasts and responded to the increasing demand of the fan base to engage socially.

• Founded and managed the Consultancy, focussed specifically on business development, integrated marketing and niche events.