Mark Spry Email & Phone Number

Sydney, Au

Newcastle, New South Wales, Au

After the initial 12 month contract with extensions I was offered the Group Executive (Digital) Strategy and Transformation role. I designed, formed and led a new division (circa 130 FTE), centralising change capabilities, establishing new roles, functions, introducing an end-to-end Agile operating model tailored to the delivery needs of the Transformation Program. Replacing over 65% of the original eco-system as approved in the technology scope, included a complete rebuild of Digital Channels, introduction of a new Core Banking Platform, outsourced Fraud and AML services, Digital Wallet capabilities, and first launch into Public Cloud.We achieved a live launch of Digital Bank operations over a series of controlled ‘beta’ releases and on-track for a cut-over/full migration to new technology environment/operating model.Overall, Greater Bank’s Transformation program represented the catalyst for a ‘merger of equals’ with a significantly larger mutual Bank, becoming the largest mutual in Australia.

Greater Bank halted its Core Banking modernization program in 2017 with the aim of forming a more ambitious response to disruptive market changes (e.g. shifting customer needs, regulatory change, technology advancements, new market entrants) and to address the operational risks surrounding the use of legacy technology. Initially engaged to develop a 'Transformation' business case spanning new ways of working, technology eco-system overhaul, reshaping of product and distribution strategies and reassessment of the Greater Bank brand in line with the organisations strategic posture and vision for the future. After coordinating business case approval in 2018, I structured program delivery within a new transformation division which was created explicitly for this purpose. Introduced tailored end-to-end Agile delivery methodology supported by dedicated enterprise services (e.g. external legal, procurement) and over 20 individual project streams.

Melbourne, Victoria, Au

In 2016 NAB Bank announced plans to invest significantly over 3 years in the Wealth business after the successful sale of 80% of the insurance book to Nippon. The investment slate referred to as “Create the Future” focused heavily on the scope and portfolio associated with this role; strategic themes: operational/technology simplification, alignment to customer outcomes, efficiency and agility. I provided oversight of NAB Wealth Product Portfolio Administration Systems.As Head of Technology, Superannuation and Investment Platforms, I was accountable for the technology environment that supported NAB’s significant wealth portfolio (~$130B funds under management), spanning 140 technology applications, 8 direct technology partner relationships and 200 employed staff.My main achievement was securing funding for the consolidation of 3 legacy core banking platforms and modernization of change delivery services.

Melbourne, Victoria, Au

Thornton, Nsw, Au

In 2012 the company faced into a prolonged industry downturn with an outmoded ERP application suite that combined a cumbersome mix of technologies and interfaces resulting in loss of key clients. Board directives were to stabilise the existing client base, revise and standardise contractual terms, drive efficiencies to reduce operating cost, diversify service/product range, all to facilitate a favourable valuation and acquisition interest. A key highlight was the business results we achieved. When combined with culling poor performing projects, decommissioning certain unprofitable services, building the brand, vision and marketing efforts we attracted acquisition interest at a much higher level than expected. We achieved ROI of a co-developed, new operational analytics suite of products. I initiated a tactical ERP modernisation initiative which represented a small fraction of the investment, complexity and risk whilst delivering on key value areas. In the process of initiating discussion with several tier-1 global technology groups to gauge interest in acquisition, we received proposals to engage in joint ventures and other forms of business alignment. Through this significant transition, we increased Hewitt Engagement and Enablement Employee ratings year on year, placing Pulse in the ‘high performance’ sector, with the strongest growth in categories of ‘Trust in Leadership’ and ‘Clear and Promising Direction’.

Thornton, Nsw, Au

Reported to Executive Director - Service and Infrastructure Initially engaged to improve service support quality, response/resolution times, operationalize the growing team. After a successfully executing a portfolio of ‘quick win’ initiatives, took on progressively more responsibility for other functions within the group including software development, project practice, data analytics, marketing until directly appointed into the position of CEO to coincide with the retirement of incumbent Managing Director.

Melbourne, Victoria, Au

Optimize current IT platforms and deliver innovative solutions in support of MLC's personal and corporate superannuation portfolio.

Newcastle, Nsw, Au

Establishment of a new Project Management Office (PMO) business function within nib health funds.

Au

Leadership of the IT teams and management of the technology solutions that support Asteron’s (now Suncorp) Life and Personal Superannuation business.

Au

Approached by Asteron to join a new programme management team assembled to rationalise IT systems, streamline life and investment products and operations across the organisation ( Programme "ACE" ). As the IT stream leader I was one of four project managers engaged during the strategy / discovery phase of the program. Initially tasked with the refinement and support the IT aspects of the business case. Accepted a number of different program & project management roles within the programme through until the successful completion in January 2007.After completion I was offered the role of 'Manager - Life Systems Delivery'.

Cairo , Cairo, Eg

Approached by CommInsure ( Life & General Insurance division of CBA ) to join their technology partner EDS as the program manager across all Life Insurance technology projects. Application teams were restructured in preparation for a portfolio of business critical projects planned for the following 2 years. The project management and development processes were tailored in line with project imperatives, all EDS contractual obligations in terms of management of quality, budget and delivery were waived. Several high profile projects were delivered from this venture during this period.

Diploma, Project Management

Bsc, Computer Science