- Partner co-innovation- Capability build- Innovation delivery- SAP AI innovation Fonterra SPOC- HCD UX/UI strategy and adoption- Fonterra S/4 AI innovation council lead

Leading and evolving the Intelligent Automation Chapter and CoE, reporting to the CTO.Key Achievements:- Led tech mobilisation and delivery for phase 1 and 2 of a national digitalisation project for NZ manufacturing plants and operators.- More than doubled demand for Intelligent Automation services, and lifted business value delivered by 35% to $15.8m p.a.- Led the team past a 1m automated business transactions per year milestone, with over 100 combined bot, app, automation and copilot solutions in production, serving 11 co-op strategic business units, with record low exceptions.- Developed and expanded Intelligent Automation by implementing design thinking for innovation, UX/UI design standards for custom apps, Copilot Studio gen ai agents, an intelligent document processing factory, change advisory and business strategy partnering capabilities, and through network innovation.- Delivered Fonterra's first productionised Copilot gen AI conversational agent for Global Trade Support.- Delivered Fonterra's first solution combining ChapGPT, modern low code app UI and core system integration, for the Managing Director of People & Culture and all hiring managers.

This role reported to the NZ GM Institutional Operations, and global Head of Institutional Data, Digital, and Automation programme. I led the successful implementation of transformational change programs, working with multiple geographies and businesses. I partnered closely with global Insto Ops teams, Tech, Sales and Strategy to drive implementation of global initiatives into the NZ Institutional business.Key Achievements:- Industry recognition (Peter Lee '22): #1 overall quality of operations service; outright 1st for overall customer service.- Company awards: 2022 Global Institutional Team Delivery Excellence Award; 2021 NZ Institutional Excellence Award.- Brought new ‘digital self-service’ channel functionality to market, delivering automated customer activation, CX uplift through enhanced security, and instantaneous request fulfilment.- Brought new cloud electronic signature capability to ANZ NZ.- Supported onboarding new digital cloud KYC verification service to ANZ NZ.- Partnered with data science team to define Trade digitisation use cases and global ML requirements.- Partnered with global automation programme to define digital servicing solution requirements and strategy.- Implemented HCD/Design Thinking to Ops.- Co-developed digital learning modules for global Insto Sales and Relationship teams, supporting RFPs with innovation pitches.- Pipeline mgmt, governance and BAU delivery of RPA / tactical automation solutions.- Delivered real-time payments data analytics and visualisation, improving detective control environment.- Member of senior leadership team, and project technology and Institutional strategy forums.- Represented Ops for ANZ NZ core modernisation (multi-year bank transformation).- Presentations to NZ Board, NZ Institutional Leadership, and Global Insto Division.

Intelligent Automation Programme Lead for ASB's digital process automation Centre of Excellence, supporting ASB's Simplification Investment Owner. Managed the creation and delivery of value through 20+ process automation experts (blend of full-time staff and contractors), overseeing pipeline generation, value assessment and prioritisation, solution design, programme management, change management (communications, engagement, interaction design and op support, transition readiness, adoption), and risk management (project & operational).Key Achievements:- Delivered Robotic Process Automation capability for whole of bank, from original funding request to production at scale.- Implemented first Intelligent Character Recognition Machine Learning use case for whole of bank, and opportunity pipeline.- Positive jaws: revenue generation enablement coupled with substantial capacity creation - Retail Lending Strategy; plus 200k hours won back for the business through automation.- CX and EX: Delivered seamless and delightful workflow solutions across multiple areas of the bank, including a New Zealand first in Financial Crimes Operations.- Strengthened controls environment: Delivered quantifiable control environment, risk profile and compliance strengthening across 20+ processes (Wealth, Retail, Business, Corporate)- Speed to value: Pioneering innovative delivery methods to achieve quick and continuous value with an epic release rate, enhancing CBA’s Group Automation Model.- Experience pitching future ways of working to ASB C-Suite, ASB Board, and CBA Board audiences- Leading change transition strategy to move from work silos to a virtually pooled, combined AI-bot-human workforce.- Broader innovation ecosystem support, including business case development for Plus by ASB.- Ran graduate rotation programme and sponsored 3 grads to complete Lean-Six Sigma yellow belt certification

CLS is a financial market infrastructure (FMI) delivering settlement, processing and data solutions across the global foreign exchange (FX) ecosystem. Reporting to the Managing Director of Global Strategic Initiatives:- Project managed an innovative global FX risk mitigation product (cross-currency swaps, FinTech and IBM capability) for global investment banks (Australasia, Asia, Europe, and the United States), to reduce settlement risk for trades with notional value in the hundreds of millions.Scope spanned funding pitch, pre-sales (customer requirements gathering, solution design support, education roadshows), legal structure, regulatory, supervisory and project compliance, tech and ops service model and business requirements, op risk management, marketing materials, delivery, ramp up and product-service enhancement. Scope at launch spanned 16+ external institutions (incl. IBM, JPMorgan, Goldman Sachs, Citi, Deutsche Bank, Credit Suisse, CBA, Société Générale, MarkitSERV, BoE, FRBNY, LCH, CLS).- Responsible for analytical input into and project and change leadership of a corporate strategy growth initiative (Chinese market development) requiring project structuring with the mobilisation of a global virtual team, divisional-level analysis of work breakdown packages (legal, compliance, security, operations), and production of corporate strategic position evaluation material.- Project-managed business case development of an additional new service (Distributed Ledger Technology enabled liquidity service) spanning: human resource coordination, work breakdown, forecasting, estimation and validation, seed funding justification and approval, governance approval, risk identification, aspects of target operating model, and supporting customer requirements gathering. The service was commercialised in 2018.- Ideation and implementation of culture initiatives for CEO relating to the organisation's transformation program.

Working across UK, US and Japan operations sites, managing change delivery for portfolio of regulatory and efficiency-driven tech changes to core systems (strategy, requirements, configuration setup, procedures and documentation, User Acceptance Testing, system release and project go-live support).Worked closely with the United Kingdom Head of Operations Strategy to establish robust risk management and quality assurance monitoring and reporting procedures, and executed IT release and Operations staff change management across a rolling program of approximately 50 annual changes (minor through major).

Responsible for delivering a portfolio of business banking and corporate initiatives impacting approx. 1,000 staff and 30,000 clients (business and institutional banking segments) nation-wide, including lending data integrity and automatic and intraday payment process improvements.Represented business and institutional banking clients in the development of enterprise-wide service and process improvements. Developed and presented business cases to senior executives, designed and executed lean process improvement that achieved regulatory compliance, reduced Risk Weighted Assets on the books by NZD 95mn, company borrowing requirements of NZD 10mn and real interest annualised cost savings of NZD 1mn.

Responsible for managing a team of ten international payments associates, developing operational excellence, risk management maturity, business continuity, and ultimately service-design as part of a structural alignment initiative across three New Zealand regions. Led the implementation of a Total Quality Management framework resulting in significant operational improvements. Presented results to then NAB CEO Cameron Clyne, in Melbourne.

Added Insight is a practice of business performance consultants specializing in applied psychological and behavioural science. Institutional clients included Fonterra and The Warehouse Group.