Organisational Agility Transformation lead for the implementation of the business agility operating model into the Institutional, Business Bank, Operations and various support units including Finance. Key responsibilities of the role are to partner with the Business or Support Unit Lead Team to set them up for success in designing and implementing their transformation. This includes running in depth (~four days) agility education and immersion with the Group Executive and their lead team; assisting in the identification and set up of the transformation team; defining and planning the transformation roadmap; education and advice on all aspects of the agility model including structural constructs, leadership mind-set changes, governance, process and technology changes.

Part of a small, highly experienced team of change specialists, working on major cross-group change programs.- led the planning and delivery across 3 major streams of work on the Bank’s response to the APRA report on CBAs approach to risk management ('Better Risk Outcomes Program'). Reporting to the Executive General Manager I lead the planning and coordination of the Groups organisational change program addressing the management of non-financial risk and customer outcomes.- Led a cross-functional team to improve the Group-wide delivery of major risk programs including: Cyber security, Privacy, Financial Crime, Data Management and Technology Risk. Designing, implementing and running processes to support:o Dependency management – Ran the Group Executive chaired forum, attended by EGM program leads, to oversee the dependencies between the major programs of work.o Business unit change readiness and delivery – Designed and implemented the quarterly change management process that accesses the capacity across the business to absorb the planned non-financial risk changes, and prioritises and implements the agreed change. o Executive Leadership monitoring and reporting of major risk commitments – working with EGM risk owners to develop the scrum board for the monthly Executive Leadership Team (CEO and direct reports) and monitoring of major risk commitments.

Head of Planning and Operations (COO responsibilities including projects, HR, risk and finance) for the Retail Bank’s data-driven customer contact and marketing team. Following the successful delivery of the Customer Relationship Banking program (details below) I was instrumental in the set-up of the (and subsequent running of the planning and operations function) 150+ strong data-driven Customer Insight, contact and marketing team (using Pega’s next best action software).

Program Director leading the Customer Relationship Banking Program (CRB - a three year $100m+ Retail Bank Business and Technology program) that transformed the way that the Retail Bank interacts and with its customers using Pega ‘Next Best Action’ technology. Employing innovative approaches to deliver change including ‘Agile@scale’

• 5 years as an Executive Program Manager building and leading a team of project managers to deliver business and technology change for the Bank’s Customer function, Home Loans, Deposits & Transactions businesses:o Set up and led a 2-year business transformation program of the Home Loans Operations business.o Portfolio Executive for Retail Products (Home Loans, Deposits & Transactions and Small Business) building and leading a team responsible for delivering all of the CBA Retail Product projects.

• Reported to CEO and COO of Credit Suisse Asset Management (200 employees in Australia) with a mandate to select, prioritise and implement the business book of work. • During a period of huge strategic change, led a team that worked with CEO and COO to facilitate the identification and implementation of key strategic initiatives and ensuring that change was effectively implemented and embedded. Key projects:o The outsourcing of the back-office operations, performance and attribution functions of Credit Suisse Asset Management. 18 month project, team size of up to 30; $10m+ external spend; 7 year, AUD50M+ contract; anticipated savings of over AUD7M. o Review and re-design of the Finance function, restructured the Australian legal entities, both the launch and closure of products and upgrades to various systems.

• Project director on 2 major risk projects at Westpac: o Led operational and credit risk teams within the consumer banking division to design and implement Basel II compliant frameworks and models that led to the successful submission to APRA for Basel II complianceo Implementation of a bank-wide operational risk and compliance application with the aim of improving the Banks risk: reward decision-making process by embedding a consistent approach to operational risk and compliance across the enterprise. Project budget of $3.5m+, team size of up to 20 and impacted approximately 1000 people across Westpac.

Gained extensive experience across a variety of industries as a Director within PricewaterhouseCoopers Project Advisory Group (project and change management, project office, benefits management, and project risk and review):• Set and running client business projects; advising on and setting up client program offices, and; undertaking health checks on major programs.• Responsible for developing and running the training of over 300 PwC and client staff in project management principles• Responsible for ensuring that PwC’s methodologies, tools and people (for project and change management, project office, benefits management, and project risk and review) were capable of addressing client’s issues and were in-line with current trends and developments.

Joined Coopers & Lybrand Management Consultants as part of a Masters of Information Technology degree and remained there for four years prior to moving to Australia. Gained experience on a variety of client engagements in all areas of systems development including programming, systems and business analysis, testing and project management. In the year prior to moving to Australia worked for the Ministry of Defence in a change management role working on the roll-out of various major systems and the associated business change.