Supporting the safe, sound and secure transition of Bankwest Business Lending customers into Commonwealth Bank.

Deployed into Commercial Lending Operations, established a new team with the purpose of remediating data in the CMS tool to meet acceptable risk tolerances levels. In parallel, responded to Bankwest Business Banking closure supported the transition of customers and business related products, services to CBA Commercial Lending Operations.Responsibilities• Built strong cadence and reporting lines between the Business Bank (sponsors and initiators of the change) and Commercial Lending• Focusing on meeting and exceeding closure tasks as outlined in Steering Groups• Establishing 30 new FTE into the organisation, including on boarding, system access and invoicing• Creating and generating detailed financial and volume reporting to forecast cost and time to complete data lead recommendationsKey Achievements• Processed 15,000+ work items in a four-month period. Consistently meeting 98% quality assurance levels• Supported the transition of Bankwest business customers and business-related products and services to CBA Commercial Lending Operations (CLO) by successfully assessing, feeding back and mitigating impacts from releases while driving actions to close the Bankwest Business Bank Operations.• Established controls, actions and mitigations to minimise CLO exposure to delivered risk• Provided overall transition reporting and feedback to stakeholders• Facilitated change activities within CLO meeting Group Delivery Framework standards• Provided feedback and representation to Bankwest Operations on quarterly priorities, facilitating alignment of timelines• Ensured Commercial Banking operations is BAU ready for clients, colleagues and new business from the change, minimising risk in change• Using data lead metrics helped to establish baseline volumes and forecast future volumes resulting in right sizing the CLO business

Tasked with the establishment of a Project Management Practice within the Strategic Project and Delivery Portfolio in response to new ways of working within CBA. Scope included the development of the strategic roadmap driven by inputs and consultation with senior management, current project managers and internal stakeholders.Key Achievements• Championed the transition of projects from a waterfall delivery framework to the adoption of an agile iterative manner, adopting hybrid Scrum agile methodology• Overcame silos using key ceremonies such as sprint reviews, retrospectives and quarterly planning to deepen our integration with other parts of the delivery portfolio including PMO, risk, legal and the business analyst practice • Successfully developed people, process and tools improving both team and project delivery in the portfolio• Coached members of the team to optimise efficiency and create outcome-focused mentality• Achieved the highest ‘Your Voice’ (Internal staff survey) scores for engagement and happiness at CBA from team members since the inception of project managers in the Project and Delivery Portfolio.

Lead the rapid response team to address the ASIC Audit findings into the management and treatment of vulnerable customers. Project centralised the assessment and delivery of the critical deadlines in order to meet the group’s obligations under RG271 – legislation for the management and support of our vulnerable customers. Responsibilities• Utilised daily stand ups, working groups and project steering groups completed at pace assessment of the practical changes required• Facilitated detailed briefing sessions with subject matter experts, risk and legal • Utilised the banks risk management framework to implement new operating model through the use of ring-fenced teams (overseeing uplift in capability and training for selected colleagues)Key Achievements• Embedded a standardised quality assurance framework for management of complaints in Chief Operations Office ensuring that complaint management has a formalised feedback loop• Embedded the Group Complaints Management procedures and uplifted the education and E2E learning material for continued use within the group• Successfully and on time oversaw the closures of two medium rated risk issues, made up of six actions and integrated a robust QA framework, meeting the group’s obligations to ASIC and the group’s customers.

Acting role responsible was the operational management of 25 staff across PMO, Project Manager and Business Analyst job functions. Responsibilities• Daily focus point for resource allocations, leave, performance management and annual reviews• Acted as the escalation point for projects that had hit roadblocks or dependency spikes• Deep engagement with Senior Management from across the business to keep momentum moving forward on inflight work• Instituted stand ups, weekly briefing sessions and a visual management board for quick referenceKey Achievements• Outcomes included overseeing the transition from Toll to Australia Post as the Groups Mail Supply service. Reduced printable paper in COO through the digitisation of proceed to fund documents in the lending space. Set up an initiative to support the COO strategic goal of ‘right first time’ reducing rework in the Retail Lending space.

The ‘Cash Management Transition’ migrated the cash forecasting and management functionality from internal CBA systems to an existing CBA vendor. Previous CBA capability for cash management was sitting on end of life (EOL) and end of support (EOS) infrastructure.Responsibilities• Engaged with wide stakeholder group within the bank including supplier relations, retail network, customer service network, legal and risk.• Delivered new data flows (API integration) into and out of CBA using new financial strategic platforms. • Followed an Agile execution phase, commencing pilot taking a conservative approach whereby roll out started with only 50 offsite ATM's and 16 branches; numbers gradually increased as pilot success criteria where met. Key Achievements• Project successfully included the significant reduction of run costs for the ATM and Cash Operations Team, ongoing savings made through cost avoidance in maintenance to legacy systems and avoidance of upgrading systems

Established a new team, new processes and delivery implementation to maintain and grow the remit of work for pillar growth client ServiceNow. Responsibilities• Worked in the waterfall approach, using clearly defined sequence of milestones to meet deadlines• Lead the team to deliver customer-facing hands-on national roadshows whilst managing the marquee event Now at Work 2019 Sydney, at the ICC Sydney. • Build trust through very strong transparency, reporting and fiscal management

Working with the Group Account Director primary focus was the successful transfer, innovation and growth of the AWS Summit 2017 event. • AWS is a global leader in the cloud space and as such uses this event to reach over 18,000 delegates, customers and collaborates over three days.• Lead my team to implement changes to the program and help key stakeholders accept and understand those changes • Oversaw the daily operations of the team, contractors, suppliers and other agencies.• Successfully used a waterfall delivery methodology, with agile sprints to help the team reprioritise to constant client change requests.

Worked inside a dynamic agency with a small close-knit team working across multiple deliverables with an ‘all hands-on deck’ mentality. Using Kanban delivery principals my primary focus was the Commonwealth Bank looking after key commercial banking reward and recognition programs.