I was offered the opportunity to move from the Change Lead role into a Program Manager role for the large regulatory program outlined in the Change Lead role below. The Program implemented four controls to ensure the ongoing integrity of Westpac security registers. The project has been tasked with migrating these controls into Business Lending Operations. My role requires me to lead the transition with strong attention to strategy, implementation, and delegation. This means working with the Project Manager to ensure daily project goals are being met and key deliverables are on track.Key Achievements• Transitioned several Vendor teams into full time roles in Westpac. There was a number of challenges including team members on VISAs, preparing contracts, salaries etc• Implemented strategies to manage some tough stakeholders amicably. I was complimented by both the Program Director and Change Director on my excellent stakeholder engagement skills.• Key decision makers were unavailable to the project team as they were required to focus on other priority work. Our project schedule and resources were significantly impacted yet we were still able to implement all key deliverables within the project timeframe and within the target budget.• The results from the post implementation review completed for this project scored a positive result for every question. • Due to resourcing impacts, I stepped in to support the team to complete process maps, user stories, training material, impact assessments, comms etc.• All key deliverables were heavily reliant on technical build and development. I provided leadership support and guidance to the team of developers, that did not report to me, in order to develop technical solutions that met our business requirements.

In this role I was the Change Lead for a very large team of Change Resources. My team supported a Program in Consumer & Business Banking which was set up to address a regulatory requirement to enhance the integrity of the information in Westpac’s Loan Security Registers. This was an extremely large muti-million-dollar program spanning over three years. My resources were required to support three separate streams and each had their own Snr Change Manager, Change Managers, Tech Writers and Training FacilitatorsI was required to lead and advise the program team led by three Program Managers. I had to develop strategies to manage stakeholder relationships at all management levels. I was expected to communicate and manage the business case for change – the costs and the benefits. I used change as an opportunity to advance business objectives for the program.Key Achievements• Established strong, trusting and collaborative relationships with two external Vendors who had large numbers of Agents supporting the Program. When I joined the Program I was able to bridge the gap that was widening between the Vendors and Program Team.• Rolled out training to hundreds of external Vendor team members who were required to follow a complex remediation process over a period of six months. This was all done remotely by my team.• Supported multiple project teams to implement complex process changes within very tight timeframes.• Managed a very large team ¬17 change resources who were required to support multiple project teams across three large streams.

This role required me to lead a team of change practitioners on a transformational project simplifying the credit processes for the Home Lending business at Commonwealth Bank. This project required us to overhaul the operating model, operating rhythm, end-to-end processes and systems for over 300 credit assessors. During this time, I was also asked to support Commercial Banking through their covid emergency business financial assistance support program. We had to stand-up brand-new processes, onboard and train large numbers of new staff to support customers in their times of need.Key Achievements•Credit Assessors were impacted in many ways such as, relocating team members to different teams in different business areas, changes to job descriptions, KPIs and remuneration. •I helped the business to develop a new operating rhythm and ways of working for the Credit Assessor Team Members. •I worked with the business and external Vendors to develop a training and coaching program to enhance the leadership capability of the Credit Team Leaders. •I worked closely with Commbank HR reps to ensure the Program adhered to the Bank’s policies and procedures.•These significant changes were made even more challenging as covid arrived just as the project was getting started. One of the biggest achievements was rolling out these changes in a completely virtual environment. Teams were located across all states and often had little, to no, technical know-how. We provided them all with training to address this knowledge gap.•The biggest achievement was the overwhelming positive response we had to these changes. The program realised its benefits and the Leaders stated that the one-on-one coaching and the overall support and training they received was something they had never experienced before. This program was deemed very successful by both the Senior Leaders of the impacted business unit as well as the Project Leadership team.

I was assigned a number of the Top 10 major strategic projects for the Direct Channels business. I facilitated change management activities to deliver a comprehensive change management approach; developing fit-for-purpose change solutions that delivered value and maximised change adoption. I provided change advice to project delivery teams; stakeholders and senior leaders; working as a key business partner/advisor.Some examples of these projects were –• moving full time, permanent employees from set, permanent shifts e.g 9am to 5pm to rotating rosters where they might start +- 2hours either side of their standard working hours. This was a very disruptive change and required a carefully constructed engagement and communication plan. • the introduction of a strategy to provide a special service for the Bank’s high value customers. This required process and IT changes to identify and service these customers.• the replacement of an end-of-life workforce management tool that supported up to 5000 employees in Direct Channels. This required a very large training program and roll out plan to impacted uses.• Moving 2500 Direct Channel team members from Parramatta offices to new offices situated in Eveleigh. Significant planning was put in place to ensure the transition was seamless.• Implementing a new call model for Commbank’s Collection business. A complete review of the existing call model was undertaken. Changes to behaviour was required.• A strategic change to reroute sales calls from the Commbank Direct Banking call centre to their Direct Lending call centres. This change impacted staff salary, Key Performance Indicators (KPIs) and Short-Term Incentives. New Standard Operating Procedures (SOPs) needed to be created and rolled out to hundreds of staff nationwide.

I led multiple major strategic initiatives, concurrently, from concept to implementation. I was also assigned to a very large-scale project to introduce a brand-new customer management system which had never been undertaken before.Background - There were multiple technology systems across collections that were unreliable and/or at end of life that placed the operating environment, customer experience and technical results at risk. These systems were replaced by a new customer management platform. Key Achievements•I ensured we communicated openly and honestly about the change. We built in lots of opportunities for team members to give feedback and become involved.•We conducted regular change readiness assessments so we could identify any areas of resistance and put plans in place to address the resistance. We then used this to develop our change approach and comms strategy. •Throughout the project we leveraged existing forums and comms channels such as Town Halls, floor meetings, team meetings, team huddles and existing comms sent out by Leaders. We also created new ways of engaging with the impacted stakeholders such as logos, bulletins, Project Update Boards, Posters & Flyers, Calendars, FAQ Tracker, Promotional videos, demos and sandpits, quizzes, Project Advocacy NetworkExamples of other projects–•A major, transformational, multi-year project to completely replace the customer management software in Financial Assistance•Multiple projects to enhance and update systems used by Collections staff to track the payment arrangements and financial assistance plans in place with customers•Controls Uplift – improving the control environment across all of Direct Channels – 2500 FTE•Uplifting and updating the Delegation Matrix for all business units in Collections•Developing an Identity and Access Management Strategy for Commbank’s key customer management system for Collections and Financial Assistance business

As a Project & Change Analyst I was required to deliver and support medium and high complexity projects. With support of the Delivery & Change Manager I also delivered small and medium sized changes from concept to post implementation, through the whole project lifecycle. On these projects I was required to support the implementation of the project and assess the impact of the change on the business and other areas of the bank and define how these impacts will be managed. I completed both project and change documentation in line with the Bank’s governance guidelines.

I was a result-driven Team Leader and ensured that 60+ days unsecured delinquency of retail products were minimised by providing tailored rehabilitation solutions. I was responsible for monitoring and supervising a team of twelve providing guidance, instruction, training, and leadership skills to inspire the team to perform at their optimum. I created a cohesive team that worked efficiently together to maximize the businesses potential.

As a Team Leader in Core Collections at the Commonwealth Bank (CBA) I managed up to 40 casual staff. In the ever-changing environment of this role, due to the high turnover of staff, I had the privilege of leading over 200 team members in the two years that I held this position.As a Team Manager for CBA Collections, I was responsible for the day-to-day activities and guidance of my team members. I set targets, implemented guidelines, and assisted with any issues the employees may have been experiencing. I had to ensure that all members understood the team’s objectives and worked together to achieve it.

My responsibilities as Call Center Manager for CBA Collections business were to hire, train, prepare, and motivate staff to provide excellent service to customers. I set objectives, analysed call center metrics, ensured that the business and staff meet goals, and provided reliable, efficient support for customers. In my role as Contact Centre Manager, I managed up to 130 direct and indirect reports. During my secondment I was responsible for the up skilling of approximately 300 staff. I needed to have exceptional communication, interpersonal, and customer service skills, as well as comprehensive knowledge of company policies and regulatory requirements.

The role of Call Quality Specialist required me to monitor calls according to the defined call model. I monitored staff adherence to the Bank’s policies and procedures and delivered quality assessments of Collector interactions with customers to the leadership team. I was required to provide feedback and coaching to staff. This needed me to have a strong understanding of coaching principles and how to apply them within the Call Centre environment. The position needed me to have excellent communication, leadership and managerial skills with the ability to motivate others.