Michael Rowland Email & Phone Number

Melbourne, Vic, Au

Greater Sydney Area

Responsible for Group and Divisional Finance, Treasury and Investor Relations. Our team drives Westpac's financial performance by shaping performance expectations, portfolio and capital optimisation. We ensure decision making is fact based and outcome focused.

Melbourne, Australia

At KPMG, I specialised in financial services, leading teams across the firm in strategy and transformation execution, performance optimisation through revenue, cost and capital productivity, organisational design change, M&A, integration and separation, and finance function improvement. I also coached and mentored a diverse range of current and future leaders to help create the new reality for the firm and for financial services.

Melbourne, Australia

I founded Rowland Management Consultants as specialist financial services management consulting firm in response to an industry need for a practical execution-focused approach to business change and transformation in banking and wealth. We had particular success in delivering for clients improved decision support and performance reporting, business and project redesign and remediation and cost productivity.

Melbourne, Australia

I was appointed to the role at a challenging time for Institutional and International Banking with the mandate to redesign the the business to the, then, new global banking paradigm. Working closely with the leadership team we drove an end-end-to-end business redesign by putting in place the right people and operating model with a specific focus on embedding sustainable efficiencies in management structures, decision making and costs across global, regional and local functions.

Melbourne, Australia

ANZ’s Pacific business was established in 1880 and is a leading full service commercial bank operating in 12 countries with an integrated services hub in Fiji. It offers comprehensive banking services to Retail, Commercial and Institutional customers. I was appointed CEO with the mandate to implement a customer, growth and productivity strategy to deliver revenue growth in each year in a more efficient operating structure. In addition, during 2010 I undertook the role of Chief Operating Officer of APEA Division for 6 months (as it then was) and led key projects (Asia Core Banking Replacement (ACE) and AML/KYC) to success while reprioritising andffocusing the Division’s investment slate.A core element of the success was developing executive and leadership capability: bringing in experienced banking specialists to implement new simple customer propositions and developing local Pacific leaders and connections with local Pacific communities.

Melbourne, Australia

In the role of CFO and General Manager Strategy and Marketing, Institutional, I worked closely with the CEO Institutional to move to a modern international Commercial Banking model built around customer/relationship-based banking, balanced funding and liquidity and the delivery of flow and value added products, particularly – trade, cash and Markets. These changes and a disciplined approach to the financial management of the Division; resulted in material improvement in financial performance.In addition, I had responsibility for the disposal of non core business assets .

Melbourne

I took on the role of Managing Director, Mortgages Australia upon return to Australia in late 2006. In this role, I was responsible for consumer home loan distribution, product, marketing, pricing, enablement and servicing activities in Australia, with oversight of Asia Pacific mortgage distribution and franchise development. The role also included leadership of the wholesale mortgage business, Origin and the captive lenders’ mortgage insurer, ANZ Lenders Mortgage Insurance Pty Ltd.On starting the role I set about revitalising the business which included upgrading the capability of the leadership team, resetting the strategy to focus on customer acquisition and distribution by simplifying the product, pricing and application processes (“one product set, one platform” program), which included terminating and refocussing the technology investments to automation of the origination process, simplifying the product set and pricing structures, and introducing a comprehensive complaints “virtuous cycle” process.Mortgages drove a “structural” cost reduction program to respond to the fundamental shift in the economics and structure of the home loan industry, the cornerstone of which was offshoring of roles.To address a persistent issue of branch mortgage sales, the program called “Making Mortgages Simple" which together with initiatives delivered material sustained increases in market share

Sydney, Australia

I was the Chief Financial Officer of ING Australia Limited following the creation of the ANZ/ING joint venture in 2002. I was responsible for all financial and management reporting for ING Australia to shareholders, regulators and stakeholders. I managed investor and analysts presentations for the joint venture on behalf of ANZ.As part of the integration of ANZ Funds Management and ING Australia, I drove the financial accountability including a project to materially improve the cost to income ratio through major cost and revenue initiatives.

Melbourne, Australia

Reporting to the Managing Director and the Group CFO, I was appointed to this newly created role, with the initial establishment of the Personal Financial Services Division (PFS). PFS then included consumer banking, wealth and small business banking in Australia, New Zealand and the Pacific.I established new approach to performance management encompassing the full balanced scorecard and specifically enhance performance management, financial analysis, internal control, target setting and forecasting. Later, given responsibility for operating risk management, legal and projects

Melbourne, Australia

I joined AMRAD in 1996 to prepare the company for Australian Stock Exchange listing which was successfully achieved in December 1996. Working closely with the Managing Director, I led the international capital raising, prospectus, investor relations and related activities which resulted in the successful IPO.The role also included financial management responsibility, directing the strategy and tactics to maximize the profit and value generation of AMRAD’s pharmaceutical distribution business and the restructure of R&D activities to focus on later stage product development.

I joined Peat Marwick Mitchell & Co as a graduate in February 1982. After an initial period in audit gaining my chartered accounting qualification, I moved to the taxation division where I was fortunate to work with some of the industry's leaders and experience the ground-breaking reform of the Australian taxation system in 1987. With the transformation of taxation in Australia, the taxation practice and opportunities to advise local and international companies exploded. I was appointed a Partner in 1993 and provided domestic and international tax advice to multinational companies particularly in the areas of mergers and acquisitions, restructuring, international taxation and capital gains tax.

Executive Development Program

Senior Executive Development Program

Graduate Diploma, Tax Law/Taxation

Fellow

B Comm, Economics, Accounting, Commercial Law

Hsc, Accounting And Legal Studies