Part of the Delivery Office (ePMO), the central governance body with oversight across the expansive CGM & MacCap Tech portfolio, with the responsibility of ensuring that projects are being effectively managed per defined frameworks, stakeholder and regulatory expectations.I engage directly with the divisional leadership teams, PMs and key stakeholders (Finance, Business Management, etc.) to implement consistent delivery standards and generate deeper insights into portfolio health via data collection through a custom built platform. These initiatives run in parallel to our established governance processes (a variety of regular forums) and reporting to various stakeholders within and outside CGM & MacCap Tech.

Established and led the Program Management Office for the Group Finance Consultancy, Operations & Controls Team, maintaining oversight and support across four sub-teams, six projects and BAU operations, and provided direct Project Management support on individual projects as needed.Prior to this, I led the BU Engagement PMO stream of AIA's IFRS 17 & 9 Program, acting as the single point of contact for local teams for all IFRS 17 & 9 related questions and concerns which could not be resolved at the working level. As part of this, I managed the monthly reporting cycle, facilitating the resolution of critical issues and risks by mobilising relevant Group teams as needed. I was also responsible for program-wide reporting for a variety of internal governance forums.

Set up and led the PMO function for an IFRS 17-driven Finance Transformation Program, working closely with program leadership, local entities, various workstreams, and multiple vendors covering 30 individual projects to actively manage program milestones, escalate risks and issues as needed, and to ensure on-time completion and delivery of the program.As part of this, I liaised and facilitated planning with Group & local teams to baseline and track against a Master Program Plan, prepared the program-level status report to program leadership on a weekly basis, and supported the preparation of steering committee materials.

Worked with a variety of government and financial services clients across Australia and Asia in a Business Analyst, PMO and Change Manager capacity, including:(1) Leading and delivering Change Management and Training activities using the PROSCI ADKAR model, partnering with C-Level Executives to drive leadership support within the various functions, and engaging with subject matter experts to drive business process and system adoption within respective teams.(2) Supporting the design of a regional life insurance, cross-platform, point-of-sales solution, coordinating with teams across 4 local entities and two vendors to gather and analyse business and non-functional requirements, maintaining regional overview of requirements to ensure the solution considered local requirements without becoming highly customised per entity.