Matthews Jewellers is a family run business that has been specialising in fine jewellery for over 40 years in the Hunter Valley. We pride ourselves on offering the Widest Range of Diamonds in the Hunter and bringing your dream piece to life with our custom design process. You will find our friendly team at Westfield Kotara, Charlestown Square, Salamander Bay and Singleton Square.

The Business Strategy and Operations team supports the implementation of the strategic initiatives and day to day operational changes across the Corporate Financial Services division of the Commonwealth Bank. Our team focus on driving a significant cultural and leadership change program focusing on ensuring we lead our business customers to tomorrow. We have a strong focus on communications, change management, social media as well as technology, marketing and project delivery. Our team support approximately 900 people in CFS who serve more than 12,000 mid-sized business customers across Australia.

Our team were responsible for redesigning the Commonwealth Bank Indonesia's lending business to become a more robust and scalable lending model to support the growth of the Small and Medium Enterprise (SME) and Home Loan (HL) portfolios. With investment of more than A$8 million over two years, the Lending Transformation Program completely redesigned the SME and HL business models. During this period we introduced a new organisational structure and new teams, rewrote the end to end processes, introduced better lending policies and installed a more scalable loan application processing system. This investment now provides a foundation that the business will build upon over the coming years to achieve their accelerated growth plans through to 2021. Key achievements include:• 2013 Banking and Payments Asian Trailblazer Award for Process Excellence in Loan Origination• Leading and motivating a medium sized team to deliver significant capability in a fast-paced, highly dynamic environment • Commonwealth Bank of Australia CEO Team of the Year Award 2011 • Average sales productivity improvement from 0.3 to 1.7 disbursements p.m. per RM (5 fold improvement) • Application assessment turn around time: Originally 31 days and reduced to 10 days (in SME) and 3 days (in HL). Applications with complete documentation are assessed in 5 days in SME and less than 24 hours in HL • SME Balance Growth: 165% versus market 44% • HL Balance Growth: 178% versus market of 34% • Commonwealth Bank Indonesia was one of the first banks with true Auto-Decision in the SME market

Support the implementation of the Local Business Banking (LBB) strategy through the delivery of key projects and initiatives. Key responsibilities and acheivements include:- Led the development and implementation of a new lending product for small business customers - Led the a project reviewing the front line sales staff productivity. PE methodology was used including a time and motion study involving 100 Business Bankers in Branch. - Involved in the development of national marketing campaigns for small business clients

Support the development and implementation of the Group Payment Strategy through researching, identifying and assessing payments opportunities. I regularly performed strategic analysis and presented recommendations to the Commonwealth Bank Payments Council for consideration and approval. Initiatives included mobile peer to peer payments in developing economies, assisting the development of the international remittance strategy and mobile payment opportunties.

Provide advisory and strategic support to CBA’s offshore businesses within the Asia Pacific Region. Working on branch entry strategy, I developed strong skills in strategic analysis, financial modelling (excel) and writing board papers and presentation material. I also gained in depth knowledge of the economic, banking and financial markets in Indonesia, Vietnam and India.

Assisted in the establishment and promotion of a new division that provided expatriate banking services. Responsibilities included establishing new product lines, a new referral platform and directly generating leads and following up referrals to generate sales via business networking events and via branches. Key results include an increase of sales to target market by 50% in 12 months, increased branch referrals from none in the first month to an average of 40 referrals per month thereafter, and enhanced networking skills and sales negotiation ability through business networking events.

A twelve month development program for high potential individuals where you perform each role within the retail branch banking environment, including telling, customer service, consumer lending and the management of a branch, with a focus on building the ability to successfully operate my own branch at the end of the program. Key acheivements include successfully moving through branch roles including teller, customer service, home lender and assistant branch manager during the first ten months of the program. I then spent three months acting as Branch Manager for Salamander Bay Branch covering a maternity leave position. During this time we successfully achieved quarterly lending and deposit targets whilst managing the branch.

Leading small team in a direct sales call centre environment, the role required motivation, coaching and management of staff, rostering, performance reviews and sales skills. Developed strong communication skills, management and leadership skills

Whilst studying University, I was the creator and partner of a small clothing apparel business. Activities included investigating the legal requirements for running a small business, trademarks and business name registration, researching market viability, budgeting, forecasting, pricing, ordering and distribution of stock, testing through university markets and establishing a point-of-sale contact with local stores