Continue with the role of Group Executive Member Engagement, and lead our Transformation Team to deliver the strategic initiatives in conjunction with our technology team, vendors, subject matter experts and supported by the Member Experience Lab. The strategic initiatives are a combination of digital transformation, process improvements and opportunity identification.

This is an outstanding role as the Group Executive leading our Member Engagement Division and part of the Executive Team leading the whole organisation. The people in the team make up about a quarter of the organisation and are accountable for delivering education, member services, conferences, and support via our contact centre and on-line platforms to our 128,000 members.Strategically I am passionate about understanding what our members need from their professional association and empowering our teams with the resources to ensure we exceed their expectations. Recently we have successfully delivered to members a community hub using Salesforce, upgraded our contact centre, launched Salesforce Case Management redefined our events & conference delivery processes, accelerated a significant number of events into a digital environment, expanded our member mentor program and built an information hub to support our smaller practices.The agility we have developed as a team led to a number of courageous decisions with a program of work evolving that will build on our relationships with younger members, develop a group wide events strategy, personalise member touch points and start investing in sustainable relationships. Commercially we have made decisions to allocate resources effectively to deliver these outcomes and along with the collaboration and inclusiveness of the teams we are making a difference.

This role was the commercial driver of the organisation with accountability for seven business units encompassing Sales & Marketing of the Chartered Accountants Program; Sponsorship & Advertising of all our organisations events and real estate; Delivery of our Members Benefits Program; Sales & Distribution of all of our Lifelong Education seminars, conferences and programs; Migration Assessment for internationally trained accountants seeking residency in Australia and a business efficiency and predictive data analytics platform to smaller accounting practices. Additionally this was an executive role and formed part of the Business Leadership Team with additional accountabilities for a joint venture with the other accounting bodies in Australia to govern the Skilled Migration Internship Program for Accountants in line with Federal Government expectations.

As a self employed person I established my own business trading currencies, equities & CFD's.

As an executive leading General Electric’s Australian third-party mortgage business, I had accountability for sales, product development, marketing & support teams in manufacturing and distributing mortgage products for Wholesale, Sub-Prime and Prime market segments. This role required considerable redesign of the strategy, investment in our people to build a team that ensured sustainable competiveness in a tough market and a number of courageous decisions that focused on achieving the commercial outcomes defined in the business plans. Many of the changes impacted product profitability, organisation structure, business partner selection, business strategy, credit risk and financial decision-making. The passion this highly focused, committed and energetic group of executives displayed as the GFC impacted global capital markets was admirable with the agility & effort to pivot the business in light of capital restrictions was a superb team effort.

As a member of the Bank’s Group Executive, this role was accountable for the strategy, commercial outcomes and people involved in the sales & distribution of the bank's wholesale & retail mortgages, margin lending & liabilities.

To lead the highly valued business of Westpac’s Private Bank and deliver an exceptional experience to Westpac’s most valuable and high profile personal clients. This included the strategic transitioning of Private Bank from banking services to a holistic focus on Private Client Wealth Management through a significant increase in investment facility penetration.