Working in a team responsible for managing the QBE’s operational tools, processes, and frameworks to monitor and assess QBE’s intermediary partners (brokers & underwriting agencies). The role has a wide ranging set of responsibilities with the core function to both continuously improve the tools, processes, and frameworks while also lead a team dedicated to day-to-day operational support for QBE’s underwriting agency partners.My approach to the role has been on the simplification and digitisation of the tools, processes, and day-to-day support functions to improve operational efficiency and remove risk from the environment. My time in the role has resulted in the creation of new digital tools, dashboards, forums, and processes to enable QBE Relationship Managers to more efficiently monitor and assess their intermediary partners.

Worked in a team responsible for managing QBE’s relationships with external underwriting agencies. The role had a wide range of responsibilities with the goal to set operational standards, improve the efficiencies of the team to deliver to those standards, and to support the cultural shift of the team towards operational excellence.My time with the team resulted in a new operational framework to guide team operations, the delivery of reporting to monitor compliance with team operational standards, and the development of a new process to guide the onboarding of new partners aligning to the new compliance expectations of QBE.

I worked in a data and analytics team within the Advice business for AMP, focus of the role was analytics to develop insight on the behaviour / performance of AMP’s financial planning network. The key responsibilities of the role were to develop / maintain several segmentation models for the network and utilising these models to educate the wider AMP, with structured and ad-hoc engagements, on the behaviour / performance of the network.I have also been responsible for the creation and delivery of several operational and strategic insight dashboards (with Tableau, PowerBI, and Excel) to support decision making regarding AMP’s financial planning network. Finally, I have supported the development and execution of AMP’s financial planning network reshape strategy, engaging numerous stakeholders across the business to collate intelligence, develop models to support the strategic work, and deliver in-depth workshops to discuss the strategy and implementation.

Worked in a newly developed business performance team and was responsible for the development and refinement of standard monthly performance tracking tools and reports while also creating business projection reporting utilised by the Zurich Corporate Management Team.I also assumed additional responsibilities as the Australia & NZ representative for RCT (a business sales tool). This gave me the opportunity to support local users through training programs and work directly with Zurich Corporate to influence the future development pathway of the sales tool.

In the project, I worked as the RCT (Renewal Control Tool) SME within Zurich's Mid Market Corporate Transformation Project. I was responsible for a smooth data migration between Zurich's core systems to a new sales tool, developing future recommendations for the sales tool reporting, and developing and delivering a training program on RCT for all users in Australia.

During my cadetship I rotated through different areas of the business. The cadetship was primarily focused on learning basic business skills and understanding the wider structure of Zurich. I undertook roles in Business Operations, Claims and Underwriting.Key Projects:Assisting in the creation of the 2012 Zurich strategy development package.Researcher for an expense management project.Developed and presented a service provider performance tracking report.Worked as an Underwriting Assistant for Financial Institutions.