Responsible for leading (across the ANZ NZ Technology division of ~1500 technologists), strategy development; the quarterly planning process (QBR); technology investment governance and prioritisation; business intelligence and internal communications.

Responsible for strategy development for Spark's B2B segment representing over $2bn of revenue. Key activities include the deployment and facilitation of the BU-level strategy process under agile at scale, M&A partnering, pricing, decision support and the identification and development of future growth opportunities.

Within the Strategy & Planning team my role focused on the development of the company strategy; coordination of the business planning and strategy execution process; and facilitation of cross-departmental projects and new business ventures. I also provided coaching and mentoring on the use of innovation frameworks across a number of projects.

Within Sovereign's transformation programme my role is focused on strategic decision support, business case development, future state design and mapping, and benefit modelling. My goal was to act as a conduit between the strategic vision of the programme, technical stakeholders and business stakeholders, in order to drive success.

As above.

Working within the Corporate Strategy team, key elements of my role involved: analysis of the business and external operating environment to inform executive decision making; co-ordinating and facilitating the business planning process; shareholder and board reporting; and various ad-hoc research projects.