As GM customer success, I have the privilege of leading the team who are the face of our company to our customers enabling them to grow their success through the Simpology lending ecosystem

PropTrack – part of the REA Group – is a leading provider of property data and insights, analytics, models and valuation product solutions across Australia, helping financial services, real estate, developers, valuation firms, insurance and government bodies to improve their business and customer outcomes.• Built a small but highly performant commercial team covering sales, customer success and sales operations achieving significant revenue growth over 3 and a half years.• Accountable for the creation and implementation of the sales strategy as the business migrated from mature start up built upon custom solutions to a scale product provider.• Grew the customer base materially by establishing excellent customer relationships based upon the foundations of fair value exchange and mutually beneficial outcomes.• Support the Product and Delivery communities to build upon the product strategy to bring viable, feasible and desirable products to market by ensuring the voice of the customer was heard.• Champion PropTrack’s Human Centred design approach with its customers.• Delivered Employee engagement scores consistently above 85%.

• Created the Horizon 1 product strategy for PropTrack’s core property valuations SaaS solutions and Property Data insights products and services.• Develop PropTrack’s strategic product roadmap and implementation path aligned to the growth ambitions and its long range revenue plans.• Lead the financial planning for revenue growth establishing its long range financial plan.• Designed and implemented the PropTrack end to end service delivery model.• Bulit rigour and scalability into operation processes and controls aligned to growth trajectories.

• Leadership of the Business Requirements, Solution Design, business case and Commercial Negotiations creating the leading homeloan valuations experience in Australia, including concluding commercial negotiations with partners with a TCV in excess of $250m. • Leading the commercial negotiations with a leading Australian SaaS provider to implement a new mortgage Sales and Originations platform with a TCV in excess of $20m.• Leading the development and enhancement of mortgage valuation management information, to improve the risk segmentation, policy and pricing of mortgages for assets and loans in different locations. • Accountable for closure of significant operational risks in the Homeloan process and operations team • Supporting the Home Buying team in commercial negotiations with other suppliers and Joint venture initiatives

Leadership of the Business Requirements and Solution Design for the UK’s first mortgage BPO and IT outsource deal, $90m program to reduce costs by $500m over 10 years.Scope included a digital omni-channel mortgage sales, originations, servicing and arrears platform to replace a large and complex legacy estate. Commercial accountability for the delivery of the 5 key contract schedules defining the scope of the BPO and IT outsource solution. Accountable for business readiness over 6 implementation ‘days’ from operational outsource to end state across multiple suppliers, systems, channels and locations.Led a team of 30 SME’s, BA’s and business readiness project managers to align the business functions and IT solution architects around a designed set of business outcomes.Chaired the program’s IT and Business Design Authority maintaining design discipline governance and traceability.Key client side relationship holder with SaaS and BPO outsourcers to drive and agree the IT and business solution requirements and contract schedules.

Took control of a chronically late mortgage regulation program governing the sale of Home Loans, ensuring the Bank could sell mortgages delivering revenue benefits in excess of $80m per annum.Scope that included mortgage sales and originations platform development, OCM, line 1 risk and governance to transform the end to end mortgage advice and sales processes its 4 mortgage brands. Operated with an annualised Program Budget $18m, with program team c90 FTE.In 8 months delivered a regulatory compliant mortgage Salesforce and process into two telephony contact centres and the Bank’s UK wide Branch Network, Broker distribution channel and third party mortgage administrator to a fixed and immovable deadline. Created the Governance and Controls framework for line 1 oversight of mortgage conduct and regulatory risks. Elevated the skills and capabilities of employees, including industry standard qualifications (CeMAP) for over 100 FTE, plus training and readiness impacting 400 FTE.Shaped and recommended key mortgage policy updates: Responsible Lending (loan serviceability, lending into retirement and interest only policies); sales standards (advice methods and standards) and process policies (e.g. material changes and evidence requirements).

P&L accountability of IBRC’s residential and IHL mortgage portfolio ($30bn) including: collections, product design, loan portfolio pricing and loss provisioning during the peak of the GFC. Leadership of the Collections and Home Loan maintenance and servicing teams 90 FTE managing both Residential and IHL portfolios with operating budget of $13m.Delivered a mortgage regulatory risk program for Home Loan customers in arrears- the ‘Mortgage Arrears Resolution Strategy’; to transform the IT systems, creating an econometric model for arrears product solutions to meet the specific demands of the International Monetary Fund and EU commission, shape and deliver changes to policies, processes, MI, customer documentation, governance oversight, Line 1 operational controls and business readiness. Annualised Budget $16m and 40 FTE. Established and led the governance, reporting and oversight of the programme for Bank Executive, Bank Board and critical external stakeholders, Central Bank of Ireland, the ‘Troika’ of the IMF, EU commission and European Central Bank. Acting as the Bank’s key mortgage interface with its external stakeholders, the ‘Troika’ as part of the country’s economic bail out; Central Bank of Ireland as the primary regulator and the Department for Trade and Industry as the main independent economic oversight function for the ‘Troika’. Redesigned the operating model, lifting performance and control of the operations; simplifying and reducing costs by insourcing and migrating customers from an outsourced third party administrator, body shopping FTE, disintermediating a loss making insurance business, increasing employee productivity and re negotiating contracts with key suppliers. Diverting savings into funding the operational improvements.Re-established operational stability and control of the operations after the emergency liquidation of the Bank by the Irish Government in Feb 13, handing over to the Receiver after a 3 month period.

Accountable for Nationwide’s highest risk Mortgage Portfolios; Self-Certification, IHL, Portfolio Lending and Near and Sub Prime mortgages (in house and outsourced).Leadership of 125 FTE, annual operating budget $22m with annual asset write off budget $160m.Delivered a mortgage regulatory risk program for customers in arrears, budget $2m and delivering customer remediation payments of $6m. Reshaped the Collections operating model and reducing the operating cost of the in house arrears management teams by 9% ($2m pa), improved collection and recovery performance by 33% ($22m pa) and ensured better Line 1 operations risk management improving governance and oversight.Delivered an operations insource and customer migration of $3.5bn mortgage portfolios from two third party mortgage outsourcers, project budget of $9m, saving $5m pa. Improved employee engagement scores from 56% to 79%.

Extensive and broad role accountable for mortgage operations support to Nationwide’s Specialist Lending Division including:- Home Loan maintenance telephony and operations support for 120,000 customers; telephony team for new Home Loans, Top ups and Retentions; Residential mortgage valuers and valuation support for the whole Nationwide Group (c300,000 Home Loans pa) and third party supplier management.Additionally accountable for division-wide support functions, including: Line 1 operational risk assurance; OCM; Mortgage Platform Parameterisation (product build, launch and withdrawal) and employee Training and Development.Leadership of 140 FTE and operating budget greater than $27m pa.Delivered a new Line 1 operational controls and assurance operating model for the whole Specialist Lending Division (originations, servicing and collections - 550 FTE).Created and delivered the third party supplier relationships commercial model, to enhance reciprocal value to the Group and its key suppliers (in excess of $18m pa), whilst rebalancing distribution power of the top Broker Networks.Developed and implemented a mortgage valuations commercial model which reduced costs to Nationwide Group by 9% ($7m pa). Delivered a turnaround of the performance of the Mortgage Sales and Retention team from $1m loss pa, to $1m profit pa.Created cost saving in the Mortgage Servicing operation by reducing blended cost per transaction by 22% ($40 to $31.50) - $1m pa.Improved the Daily Operations Employee engagement scores from 63% to 76%.

Accountable for sales support, product proposals and Broker mortgage platforms for Nationwide’s largest distribution channel, $45bn new lending, 70 FTE and operating budget $3.6m pa. Accountable for the delivery of the re-platform of Nationwide’s Broker mortgage sales and originations systems, creating a state of the art solution for new loan originations ($70m investment) creating incremental revenues $50m pa and reducing ‘unconditional time to offer’ to 8 days.Supporting 60 field based Business Development Managers and Corporate Account Managers, telephony contact centre support to 30,000 Brokers, sales targets for telephony business development, mortgage product design and intermediary IT platforms.Accountable for mortgage product and pricing proposals designed for the UK Broker marketplace as a key member of its mortgage pricing committee.Designed and implemented a new distribution strategy and operating model lifting and relocating the Broker sales support operation with a budget $11m, creating incremental revenue $45m pa.Delivered increased mortgage sales in excess of $4.5bn per annum through a telephony business development advisor team, creating new revenue of $36m pa.Increased Sales Support employee engagement 67% to 77%, despite the department closure, role relocation and redundancies.