WATCH Disability Services is a not for profit community organisation providing flexible, innovative and individualised support for adults with a disability. WATCH is a National Disability Insurance Scheme (NDIS) registered provider.

Provide research, data points and recommendations for the Board of Heartland Bank Australia on opportunities within the Australian Asset and Auto Finance market

Nutun Australia Holdings Pty Ltd (Nutun) is the Australian subsidiary of Transaction Capital Holdings Ltd, listed on the Johannesburg Stock exchange (JSX:TCP).TCP is an active investor in, and operator of, credit-orientated alternative assets. Within TCP, Nutun Digital Business Services is the division that holds interests in customer service/experience (CX), debt collection and account receivable services, Payroll and HR solutions.In Australia, Nutun holds interests in Recoveries Corporation Holdings Pty Ltd (Recoveriescorp) and its Legal services subsidiary, Mason Black & Mendelsons Lawyers.The Recoveriescorp group delivers first party credit, collection and insolvency legal services, as well as third party receivables management services to a broad range of Australian and New Zealand Insurance, Banking & Finance Corporates as well as Federal, State and Local government entities, Telcos & Utilities.In my role as CEO, I was responsible for working with the CEO of Recoveriescorp to re-build business momentum following the interruption of Covid and the acquisition of Milton Graham from Illion. Due to changes in the strategy and operations of TCP, I was subsequently engaged in positioning the businesses of Nutun for sale and this was successfully completed with the sale to Allegro in March 2024.As part of my remit, I was also a Director of:> Nutun Australia Holdings Pty Ltd;> Recoveries Corporation Holdings Pty Ltd; and> Revive Financial Group Pty Ltd

Eric is a niche Insurance Company, specialising in motor vehicle, loan and equity protection products. APRA regulated, eric distributes product via a suite of third party distributors. Policy holders are assisted via a Melbourne based call centre for all customer serivce and claims needs. The business has undergone significant transformation post the intervention of ASIC and the Hayne Royal Commission.My role, as CEO was to undertake the transformation necessary to ensure that consumers could purchase these products with confidence and full transparency as to the features and benefits they were acquiring.Key to this was the transfromation of the sales processes and the technology to support. Evolution of the risk appetite, risk function and operating model were key initiatives during my time in the role. The impacts of covid were significant and leading the team thorugh this environment was also one of the big challenges.

Rart of the Vendor due diligence team leading in to the listing of ASG on the ASX in Nov 2016 upon which I was appointed as a founding NED. I resigned in July 2017 to take up an executive role with eric Insurance

Esanda was one of Australia's largest vehicle finance providers and has been looking after the finance needs of Australians for over 50 years. Esanda became a division of ANZ in 2009. The business was operated as separate Dealer Finance and Consumer Auto Finance businesses in addition to responsibility for two separate Broker businesses (Commerical & Asset Finance). The opportunity was to:Merge the Broker businesses and create an efficient operating modelDevelop synergies to optimise sales and market share across all the businessesStrengthen ANZ's position in Auto Finance by developing the Esanda business modelSubsequently, with M&A, develop and execute a sale strategy for Esanda Dealer FinanceKey responsibilities of this role included: • Lead the merged businesses with responsibility for the Dealer Retail, Dealer Wholesale, Broker and Consumer Auto Finance business. Provide strategic leadership for the business, set and execute strategies to grow the business.. Responsible for Sales, Profit and Pricing to ensure Income targets are met. Manage costs and staffing to ensure contribution targets are met.• Lead and review our credit and operating risk appetite, and with Risk partners, make risk appetite and risk pricing decisions.Key achievements were:. Restructured the business in to a pure Auto Financier, with a separate Commercial Broker division. This involved developing a Broker proposition that built off the strengths that ANZ had in this market, then combining these businesses in to an effective operating model. Grew the Asset Finance balance sheet from $14.3B to $16.8B on the back of sales growth from $5B pa to $6,8B pa. Resultant revenue growth of >$230M drove NPAT from $209M to $317M pa. In 2015 was the Senior Executive responsible for leading the business through the sale of Esanda. An $8.3B divestment and separation of this business to Macquarie Bank

ANZ ran a portfolio of specialised businesses with disparate business models, independent leadership and a lack of integration with the broader Commercial Banking Business. The opportunity was to review all businesses, the strategies and business models to ensure all were adding value and were either better integrated in to the wider business, or were divested.Key responsibilities included: • Lead and manage a diverse portfolio of businesses including Broker, Invoice Finance, Property, Franchising, Transaction & Deposits, Specialised Business and Sales Execution.Key Achievements included:• Responsible for the recommendation to divest Invoice Finance and then led the successful re-alignment of customers, closure and sale of residual business to Allianz.• Re-engineered the Specialised Business of Property, Franchising, Pharmacy and Professionals into a commercial wide customer proposition and transitioned this business to Commercial Products.

Key Responsibilities of this role as Acting Managing Director included:• Act in the capacity of Managing Director to lead the growth of key business segments of Dealer, Broker, ANZ Asset Finance, Business Lending, Dealer Wholesale, Direct and Customer Services.• Act as the Business representative to the Australian Leadership team under Chief Executive Officer Australia.• Responsible for business growth, budgets and management of people, costs and risk.

UDC was New Zealand's leading Asset Finance company, but had been in decline following a strategic decision to franchise the key sales force/ The opportunity was to turn around the performance and decline in sales, revenue and profit by reviewing the strategy and putting in place key leadership members and a vision to return the company to growthKey responsibilities included:• Provide strategic leadership for the business. Set 7 execute strategies to arrest business decline across all major divisions.• Review the corporate structure to ensure that the business has the right mix of skills to meet it's strategic imperatives. Make the necessary changes to align with strategy.• Review all sales functions, product & pricing within the business to maximize revenue opportunities.• Complete a review of all operating and credit risk functions within the business to determine the risk profile & take corrective action where necessary.• Review the cost base of the business to ensure the cost structure meets the business requirements. Identify opportunities to better align costs with income capacity.Key Achievements:• Led the successful business turnaround of UDC Finance. Evidenced by FY07 profit growth of 20% on the strength of balance sheet growth of 13% & flat line costs, following 3 years of decline & negative revenue/cost jaws.• Improved the risk profile of UDC, by lifting audit ratings from adverse to satisfactory in all key areas of operating risk.• Undertook major leadership team restructures & invigorated the leadership & sales teams, whilst lifting staff engagement by 13%.• Repositioned UDC as NZ’s leading finance company within the market place & has lifted market share in 1 year to historic levels after 3 years of decline.• Successfully implemented updated technology to facilitate auto-scoring of loans

Key Responsibilities as Head of Franchising (Corporate & Business Banking) for ANZ Bank included:• Undertaking a full strategic review of the existing Franchise business to determine the Bank’s appropriate value proposition to this specialist market.• Manage the growth, risk and resources of ANZ’s Franchise business.• Set and execute strategies to gain and retain key franchise system relationships and identify business opportunities to grow franchisee relationships.• Develop and manage risk management parameters and policies and ensure that the business meets acceptable risk measurement profiles.Develop and lead the national Franchising team to position the business as a leading provider of banking packages to the industry.Key Achievements:• Restructured the business to provide greater alignment with ANZ Business Banking and implemented sales strategies to arrest balance sheet decline.• Completed a full risk review of the business with outcomes and strategies agreed by Corporate/Business Bank Risk Executives.

Key Responsibilities as the Head of Business Performance (Merchant Services) for ANZ Bank included:• Develop and execute strategies to respond to Government legislation relating to the credit card payment system.• Review pricing strategies, re-price and communicate with the entire customer base of >40,000 merchants.• Review the business structures and develop a group of portfolio managers to identify, collate, analyse and provide financial and management information to the executive team.Key Achievements:• Successfully completed the strategic review of the regulatory changes imposed by the Reserve Bank and ACCC. Executed the re-pricing strategy that followed. Positive impact on our business to the extent of an annualised increase in NPBT of >$30 million.• Successfully integrated Finance, Risk, MIS and Human Resource functions under the Business Performance structure. Analysis and provision of timely data is now driving the business strategies and processes.• Drove the cost review agenda under the Business Performance structure and have realised efficiency gains of >$2 million pa.

Key Responsibilities:• Plan, co-ordinate & lead the Bank’s activities to maximise profitability within acceptable levels of risk.• Set & execute strategies to maximise the benefit & extract synergies from the acquisition of a competitor Bank. Undertake strategic reviews of structure, technology, financial resources, regulatory requirements, customer base, operating risk, credit quality, premises & service propositions.• Extract a financial uplift from the acquisition by examining the value proposition of the merged Bank & identifying strategies to retain & build income, whilst reducing the operating cost base.• Recruit, build & lead the country management team & provide leadership, coaching/ development opportunities for all staff.• Represent the Bank in relations with Government, business circles & wider community. Take a leadership role in finance, community & business groups.• Coordinate daily market, balance sheet, liquidity & pricing activities.• Drive business growth whilst maintaining the Bank’s standards & policies for booking & administering credit risk.• Manage governance requirements of company directorship.Key Achievements:• Successfully merged the acquisition of a competitor Bank. Profitability grew from $4.6 million to $9.8 M pa including extracting synergies of c. $2 million from premises, technology & staff savings.• Combined businesses went from 124 staff at merger to <100 post-merger.• Staff satisfaction grew from 74% to 93% over the period.• Successfully managed merger of technology & operating platforms.• Chaired the Bankers Association & successfully led industry reforms in the offshore financial market that exist in Vanuatu. Implemented stringent funds transfer regulations to promote good governance & anti-money laundering practices.• Through successful balance sheet management, controlled the liquidity position of the Bank & provided significant competitor advantage that led to winning key new business connections.

Key Responsibilities included:• Lead, develop & administer the Business Banking Division of Fiji, comprising a balance sheet of $1 billion, international payment operation & asset management portfolio.• Provide leadership to the lending divisions of the Bank, comprising 18 branches, 4 business centres & some 230 staff.• Develop & execute strategies to meet lending, fee & other income growth.• Promote teamwork by career planning, coaching, training and providing feedback.• Contribute to the management of the Bank, through a leadership role in the executive committee and provide support to the General Manager in the development and administration of in-country initiatives.• Review and implement structural reform as a result of changes in global lines of business/reporting within the wider bank.• Contribute to cost management initiatives by analysis and review of the business proposition and operations of the Bank.• Maintain high levels of customer service to the upper end of the business community and leverage these relationships to meet Country objectives.• Ensure the Bank’s policies for the approval, booking and administration of Credit are upheld. Key Achievements:• Successfully re-engineered the Relationship lending structure saving 30 FTE and cost reductions of $700,000 pa. New revenue initiatives identified $2 million in new revenue opportunities.• Comprehensive review of International services undertaken with new policy, procedures and structure implemented, saving 5 FTE and major areas of operating risk surrounding reconciliations eliminated.• Led the executive project team on the successful implementation of a new operating platform across the entire business.• Analysed the income base of the business and implemented a new transaction fee structure that increased net revenues by $500,000 pa.Established an Asset Management division to successfully manage down the poor performing loans, with reduction in out standings of >15% in the first year.

Key responsibilities as District Manager for ANZ Bank Sunshine Coast included: • Strategy and achievement of growth targets for all banking products and profit for 17 branches, comprising 32 Managers and approx. 250 staff.