Reporting to the Chief Executive Officer and part of the UniSuper Executive Leadership team. Responsible for driving low fees, strong investment returns and excellent service to members via the delivery of end to end technology services and member operations and relentless alignment with UniSuper strategy

Providing consulting and interim senior executive services.

An enjoyable few months focussing on personal development, travel and time with family.

Role ScopeTransformation lead reporting to the CEO, charged with setting and shaping the 5 year transformation agenda for Prudential UK & Europe. In addition, line management and accountability for the delivery of IT infrastructure services, with a team of 450 FTE and responsblity for a large dynamic popex and opex.Key Achievements• Strategy development: Delivered a compelling overall business transformation strategy and execution roadmap to radically address technology, people and process improvements. Endorsed by the Group Board and embraced by the Business line.• Digital innovation: Delivered key ‘proof points’ to support the overall strategy including new technology adoption, revised ways of working and a renewed focus on customer-centric outcomes as a key business enabler.• End to end technology and business review: Sponsored and led the delivery of a comprehensive foundational business case to address legacy issues of sourcing, infrastructure, application development, digital adoption and business processing.• Rebuilt and modernised PGDS (IT infrastructure): Achieved infrastructure changes and service improvements specifically addressing security, audit cost and operational issues. Facilitated the introduction of new digital platforms including Cloud Service lines, Dev Ops, API Platforms, Mobile Application development, Robotics, Chatbot’s, AI and Machine Learning.

Having taken a well-earned career break Steve and Clare (joint Founder of the above fictional company) successfully traveled the world and enjoyed a career, life-changing and defining experience together, after visiting over 28 countries we decided to relocate to London and make the UK home and recommence our careers.

Role ScopeResponsible for an annual operating budget of over $330M, with 650 staff and management of international third-party providers. Led and developed an enterprise wide information technology capability which looked to maximise existing IT assets, adopt new technologies and to provide new innovative solutions ahead of business needs. Senior stakeholder management and disciplined financial and business acumen, strong communication with the ability to lead and drive significant business and technology change agenda.Key Achievements• Transformation leadership: Embraced a ‘high risk’ role in a time of change and uncertainty for IT due to centralisation and the creation of an enterprise wide technology function. Successfully established new leadership teams to support the requirements of Enterprise Services and the business.• Technology adoption: Delivered business changing technology including platform enhancements, new products, services and technology. Led and implemented core change processes including the rollout of a group wide Project Methodology, Software Development Life Cycle and Service Management (ITIL) change programs.• Business alignment and leadership: Provided strong leadership and focus, willingly looked to build a new operating model which required significant communication and engagement with both IT staff and business stakeholders.• Operational improvement: Drove YOY cost management targets whilst standardising and improving customer service.

Role ScopeFollowing the acquisition of Colonial in 2000 by the CBA, Colonial First State Investments (CFSI) became a key component of the CBA’s Wealth Management division. With over 750,000 clients, over AUD$176B under investment, and managed funds across all major investment asset classes and investment types.The Client Services division was responsible for the provision of retail and wholesale client service and operations to Managed Fund, Superannuation and Pension clients. Priding itself on its service offering, it was a clear market leader in client services. The role reported directly to the CEO as a key member of the executive management team and a contributor to CFSI strategy and value proposition.Key Achievements• Market leading customer satisfaction: Implemented the administration and service deliverables of the FirstChoice retail administration platform product, which has become a market leader.• Value generation: Recognised sufficiently by Marketing and Business that we were able to build an advertising and value proposition around our service offering ‘We Want What You Want’ and ‘Service, Value, Choice’.• Business process improvement: Handled significant growth in transactions and customers whilst reducing headcount, improving budgets year on year and continuing to improve service standards.• Major technology releases and product success; Launched FirstChoice Wholesale product within 3 months from concept. Launched a complex Self-Managed Super Fund solution (Your Choice) within 6 months. Introduced online communications to clients to improve confirmation turnaround times, reduce costs and improve the environmental footprint.

Key ResponsibilitiesI managed a team of approximately 200 staff comprising managers, team leaders and administrators to deliver primarily administration operations. I was 2IC to the General Manager, Administration and responsible for all administration functions.

Scope of RoleFor my first role at CFS I managed a team of approximately 90 staff responsible for the superannuation and pension product administration. In this role I was one of two reporting to the Head of Administration

Key ResponsibilitiesAt Zurich Life Insurance, I had a 9 year career and was introduced to the joy and complexity of managing a Life Insurance business in a complex superannuation and ordinary investment environment. I was very lucky to receive quality training in management disciplines and had the opportunity to practice these as Zurich restructured its operations over a number of years.