Consulting on financial services operational challenges and opportunities in developing markets of Asia Pacific.

Led the development of updated Operating Model and Business Processes required to support a $350M change program to replace the core technology platform—standardizing from multiple legacy and acquired systems to Finacle from Infosys as the core system for all countries. Included end-to-end implementation across twelve countries, delivering a new operating environment for rapid organic growth of the business across ANZ’s Retail, Wealth, Commercial and Institutional businesses. Overall project budget of over $350 million with direct over sight of teams of 70-120.•Extensive stakeholder management ranging from customer team Town Hall meetings, status and risk/change management forum reporting through to executive management, Board of Directors and external regulator briefings•Leveraged Operations knowledge to guide design of optimized operational processes to deliver productivity improvements across the impacted work areas in excess of 10%• Delivered integration to both global and local systems, including Risk Management/Reporting, Payments (Domestic & International), Domestic Clearing, Finance, Cash Management, Trade Finance, Regulatory Reporting and Treasury/Derivatives• New technology platform and revised operating processes enabled rapid organic growth of the business through delivery of new products and services and increased capacity from productivity improvements• Country implementation for China was completed in eight months - the fastest implementation globally of the Finacle application from Infosys• Successfully negotiated complex matrix structure as key liaison to/between Regional Lines of Business (Retail, Institutional etc.), country’s Executive (CEO, COO, Retail etc.), Regional Executives (Asia CEO etc.), steering committee, working groups, country Board of Directors etc.

Tasked with leadership of a high-profile project integrating the operational components of an acquired bank across multiple countries to an aggressive timeline. All components successfully delivered on time, with minimal adverse customer impacts. •Achieved legal Day One ownership of Royal Bank of Scotland (RBS) Banking businesses in six Asian countries (Vietnam, Philippines, Hong Kong, Taiwan, Singapore and Indonesia), with a purchase price of $687 million and including 54 branches of RBS, $3.2 billion in loans, $7.1 billion in deposits and approximately 2 million customers•Led recruitment and daily management of a diverse team of project management and subject matter professionals to deliver required outcomes. Supervised an immediate project team of 25 project professionals, and leveraged a broader team of 250 Subject Matter Experts as needed. All project employees were successfully re-deployed/placed following successful completion of the program•Managed teams across six countries, including ongoing virtual meetings and travel for face-to-face meetings and implementations; liaised with in-country senior execs (CEO, CFO, COO, CIO, CRO) as well as in-country middle management (Branch Managers, Operations Managers etc.). Presented to all country employees at Town Hall meetings and via web casts and email•Delivered the Retail and Wealth Operations components, with target Day One dates achieved for every country with no delays. High levels of customer retention (over 97%) maintained six months post-migration•Migration/conversion activities covered 6 countries, 54 points of representation, 2M customers and $7.1 billion in customer deposits, all of which were required to be re-branded, from RBS to ANZ, and migrated on Day One of new ownership•Oversaw integration of acquired data for Hong Kong and Taiwan. Utilized Teradata solution to warehouse financial and transaction data used to produce financial and regulatory reporting

ANZ Bank (Hanoi, Vietnam) May 2007–November 2009Chief Operating Officer Spearheaded major strategic, structural and organizational change program for Bank’s Vietnamese operations in order to leverage changed regulatory environment. Oversaw rapid expansion from 2 branches to 12 branches in two cities (Hanoi and Ho Chi Minh City). Grew in-country Operations team from 50 to 200+ in two years and delivered launch of new product capabilities to tight time frames, including establishing a dedicated back office processing facility in Ho Chi Min City. Oversaw annual expense budget of $20 million• Led expansion of representation network (branches, ATMs, POS, partnerships); oversaw major technology platform upgrade and operation, including all required regulatory approvals• Negotiated contracts for a significant increase in property portfolio with 12 new commercial properties signed in less than 18 months. Oversaw the subsequent renovations, interior fit-outs and move-ins of all properties, including establishing corporate country head office in Hanoi - prime office accommodations of approx. 25,000 sq feet (none previously) as well as establishing a corporate regional office in Ho Chi Min City - prime office accommodations and building rooftop signage approx 20,000 sq feet (none previously)• Successfully navigated complex matrix reporting environment requiring management of (often competing) priorities for: Country Lines of Business (Retail, Institutional, Commercial, Markets etc.); Regional Management (Regional CEO, COO, CFO etc.) and Global Lines of Business and Management (Global Risk Management, HR etc.)• Established strong and effective external relationships with regulators, government agencies, suppliers/vendors, media, outsourced processors, customers

Drove the operational establishment of a new, full-service commercial bank in Cambodia from strategy development through to implementation and rapid organic growth. Established start-up full service operations from scratch in 10 months with four full-service branches and multiple electronic channels on Day One; oversaw team of 150 in-country with annual operating expense budget of $15 million. Expanded to six cities, 18 branches, 150 ATMs and 400 POS outlets within 12 months. Secured 20% of entire market deposit share in second year of operations; start-up Capex budget of $25 million•Responsible for recruitment of entire team, followed by directing training activities, coaching and mentoring a team of 10 direct-report Operations team managers. Grew Operations teams from zero to 100+ in 12 months•Designed Operating Model and oversaw development of all Operational processes (which catered to an inexperienced team) with all required risk controls embedded within processes to mitigate potential for operating losses.•Led day-to-day operations covering IT, Deposit & Loan, Trade, Market Operations, Administration Internal Audit and Quality Assurance, Electronic Banking (ATMs, POS, internet channels), Operating Risk and Property•Developed annual strategic plan and financial plans for country operations. Key member of country Risk Committee, ALCO and served as Company Secretary•Awarded Cambodian Bank of the Year (The Banker magazine) in second year of operations; awarded Special Citation, Market Development Initiatives by IDC Financial Insights

Recruited to lead a team of centralized support professionals and to conduct a major Organizational Strategic Review and Change program to deliver a more sustainable structure and cost base.•Completed a strategic review of centralized support functions, and received executive consent to a plan to offshore key functions improving service levels and reducing costs•Led a major Organizational Change program including regular internal communications, Town Hall presentations and Q&A sessions to manage team through a period of disruption and job losses•Led a team of 16 Subject Matter Experts, who provided regional oversight for 10 Pacific and 12 Asian countries, covering Operational Risk, Property/Facilities, Process Improvement/Management, Change Management, Card Schemes Compliance, Regulatory Compliance and Electronic Banking (ATMs, POS, Cards)

Spearheaded the final stages of legal acquisition of commercial banking operation and went in Day One as the COO to integrate the acquisition. Included day-to-day leadership for all Operational aspects of the business; profits increased over 500% within 18 months through the launch of new products and cost controls. Led a team of 50 operations people with annual expense budget of $5 million•Completed the migration of all technology systems (Core banking, ATMs, POS) onto new bank systems within first 12 months of operations•Quickly re-branded all aspects of the property (four branches) and operational components, including all legal/customer forms/advices/documentation•Managed all aspects of Board of Directors and committee meetings as Company Secretary•Significant interaction with Federal Banking Regulators (FDIC) to normalize acquired adverse positions in Safety & Soundness and Compliance, including numerous on-site inspections. Both positions normalized within 12 months•Implemented cultural change initiatives to shift from legacy culture to one of organization-wide performance and improvement