Sharife Rahmani Email & Phone Number

Newcastle, NSW, AU

• The Commonwealth entity and Public Financial Corporation that regulates, manages and safeguards the national portable long service leave entitlements for employees of Australian black coal mining industry. $2bn+ funds.
• Delivery of services and programs to meet the Minister’s Statement of Expectations and the Board’s Statement of Intent.
• Leading the organisation's regulatory operations and practice, ensuring decisions made are fair, transparent and in line with the governing legislation.
• Establishing and maintaining a regulatory model focused on the principles of continuous improvement and trust; risk-based and data driven decision making; collaboration and engagement.
• Working closely with all internal and external stakeholders to execute strategies for better regulation.
• Identifying potential issues, devising solutions and engaging with stakeholders, aligning with the organisations risk profile and risk appetite.

Melbourne, VIC, AU

Equip Super was launched in October 2019 following a joint venture between Equip Super and Catholic Super. Equip members come from the energy, mining and infrastructure sector with 75,000 members. Catholic Super members are in the education, healthcare and aged care sector with 75,000 members. Equip manages in excess of $30bn for over 150,000 members and.

Melbourne, Victoria, AU

• Manage the day to day operations of the organisation, reporting to the Director of Energy Safety. Lead the Corporate Services team consisting of Finance and Business Services, Strategy, People Services, Information.
• Strategic Leadership - Led the ESV Transformation Office to enable ESV's transformation towards being a moder, proactive data driven safety regulator
• Organisational Leadership - Lead ESV's response to COVID-19
• Strategic Leadership - Led the implementation of ESV’s People Matter Survey action plan. This led engagement to increase from 64% in 2016 to 91% in 2019, with ESV exceeding peer benchmarks
• Strategic Leadership – Established and chaired the inaugural Diversity and Inclusion working group at ESV which developed the first ever ESV Diversity and Inclusion Strategy
• Governance and Risk - Project sponsor for a three year, $5m technology project, digitalising an existing licensing and certification system with over 800,000 constituent interactions/annum. Successful completion of.

Melbourne, Victoria, AU

- In conjunction with the Chair, enable the Commission to fulfil its governance function and to lead ESV’s strategic direction, ensuring energy safety outcomes in the interests of all Victorians- Lead a change agenda to transform the ESV into a modern, fit-for-purpose regulator that is data driven, proactively focussed on prevention outcomes, and trusted.

Melbourne, Victoria, AU

• Lead Energy Safe Victoria's transformation to a Commission, looking at:
• Operating model redesign
• Governance and delegations
• Technology
• Systems and processes
• Culture and peopleLead ESV's response to COVID-19, working with staff, unions and other government bodies to ensure that the wellbeing of our staff is maintained at the same time as ESV delivering on its regulatory.

Brisbane, Brisbane, AU

• Led the strategy, finance, risk, change and optimisation teams for the Commercial Insurance (CI) business unit, generating over $1.5bn in annual premiums
• Strategic Leadership - Led the development of the CI strategy, aiming to almost double market share within four years. Required utilisation of expertise across the Suncorp Group to leverage innovation expertise and.
• Strategic Leadership - Worked with peers across CI to design the future operating model for commercial insurance and underwriting. Focused on key principles and target outcomes. Formed the basis for elements of the.
• Governance and Risk - Managed the delivery of a new CI product. Delivery of this capability had stalled due to competing priorities. Negotiated commercial terms and led the implementation of this, emphasising the.
• Orgaisational and Cultural Change - Utilised Human Centred Design to identify key SME customer needs and propose Group wide solutions. Presented the early stage prototype of the Suncorp Ecosystem of Value which.
• Financial Management - Led the team to tender for the external manufacture of a new risk category required by Suncorp customer. Negotiated commercial terms that allowed CI to profitably meet an emerging customer need..

Brisbane, Brisbane, AU

• Led the Life strategic agenda, ensuring alignment of the business to the Group strategy. Drove business model alignment to increase scalability and efficiency. Established a team of internal consultants to address key.
• Strategic Leadership - Developed the future blueprint for the Suncorp Life business. Led diverse workstreams across Life and Group Strategy looking at evolving customer needs, value chain, remuneration, product design.
• Governance and Risk - Coordinated multiple diverse workstreams to secure approval for a $500m revaluation of the Life business's balance sheet. Led the strategy and communications workstream including delivery of Board.
• Organisation and Cultural Change - Utilised offshore partnering and increased automation to enhance efficiency and alignment, ultimately releasing two FTEs capacity from a team of nine with no deterioration in customer.
• Financial Management - Managed the $30m Life project portfolio, driving portfolio prioritisation, delivery and efficiency. Reduced overall spend by 10% whilst continuing to meet key business milestones
• Stakeholder Management - Led the reporting of Life’s financial results to the market, delivering audited financials and market and analyst messaging. Accelerated submission by 10 days

Darlinghurst, New South Wales, AU

• Led the Sydney office, responsible for business development, marketing and consulting services. Achievements include:
• Strategic Leadership - Provided consultancy services to businesses on business establishment, strategy, leadership, cost optimisation and sustainable growth. Designed and presenter successful tenders to Starbucks and.
• Governance and Risk - Segmented the available market and redesigned the sales development process, leading to meeting the annual new business target within six months of implementation
• Organisation and Cultural Change - Developed of an internal balanced scorecard identifying key metrics and allowing regular monitoring of success against strategic goals – increased focus on key value drivers

The Capacity Building for Enterprise Programme seeks to develop business and commercial links with Malawi to assist in the development of sustainable businesses. I worked on an initiative to set-up and structure a consultancy programme in Malawi.I was responsible for defining the process, methodology and templates to be used for consultancy engagements in.

London, UK, GB

• Responsible for the strategy, pricing, financial stability and overall profitability of the Life Insurance and Superannuation products. Led teams of up to 30
• Strategic Leadership - Developed divisional performance metrics, including the development of early warning indicators. This formed the basis for performance management of all staff across the business
• Organisational and Cultural Change - Redesigned both the Life Insurance and Corporate Superannuation Team’s organisational structure and accountabilities to focus on key objectives following the Lloyds Banking Group’s.
• Financial Management - Re-priced the Life Insurance portfolio to improve profitability and sales. Communicated this to the various distribution channels and won their support and engagement which was critical to.
• Financial Management - Led the tender for reinsurance of Scottish Widows new and existing business, worth £700m. Delivered a 15% reduction in cost

London, UK, GB

• Responsible for the management of the £200m annual intermediary salesforce commission budget. Led the development of Scottish Widows strategy, developing and driving key strategic reviews and direction for the company.
• Strategic Leadership - Determined the critical Bancassurance success factors for success looking at product proposition, marketing and distribution capability. Implementation of recommendations across 3,000 Lloyds.
• Organisational and Cultural Change - Implemented practices and processes to improve commission productivity by 15% over 5 years and delivered £10m+ commission savings over 18 months, with no decline in sales or.
• Governance and Risk - Formulated Lloyds Banking Group’s response to the Retail Distribution Review. Presented these findings to the Association of British Insurers and UK Government
• Stakeholder Management - Led the distribution of a new Multi Manager Mutual Fund through the Scottish Widows Wealth Intermediary sales force (fund sales of £50m in first 18 months)

Dickson, ACT, AU

Conducted financial modelling of start-up organisation used to firstly identify $50m funding deficit and then secure additional funding of $120m. Member of the sales team that successfully tendered for a $50m project with the ACT government. Development of the inaugural business plan.

Sydney, New South Wales, AU

Manage cost framework for on-airport building work conducted by airports. Conducted a study to benchmark social and economic costs across of civil aviation accidents and incidents across Australia. Modelled the various adoption rates of alternative fuels and documented the economic and environmental implications on Australia

Company Directors Course, Corporate Governance

General Manager Program

Graduate Certificate, Public Administration

Bachelor Degree, Economics

Bachelor Degree, Commerce