Worked on a range of strategic projects for organisations on both sides of the Tasman including media rights negotiations, international distribution strategies, partnership valuations and process design.

ABOUT- Key member of the Executive Leadership Team (ELT), reporting directly to the CEO.- Accountable for TAB's wagering and product strategies ($400m revenue line and ~$10m product development budget).- Led a team of ~60. - Played a key strategic leadership role in the development and execution of the TAB's overall business strategies, with a particular focus and accountability for revenue growth.- Accountable for multiple high-value and business-critical third-party relationships. ACHIEVEMENTSStrategic partnering agreement:- Led the analysis that identified TAB NZ's future revenue outlook and strategic concerns, championing the critical need for investment in the customer value proposition. - Key member of the executive project team, working closely with investment banking and legal advisers and bidding parties to develop a partnership framework, and provide critical business and market context throughout.- Evaluated bids untimely endorsing the completion of a regenerative 25-year strategic partnership with a global wagering operator, that will deliver a revenue uplift for TAB NZ's stakeholders of $1B in the first five years and up to ~$5B over the term of the agreement.Product strategy:- Reset relationship with core vendor to address strategic concerns and drive improved outcomes. Including; renegotiating commercial terms and incentives, resizing and restructuring delivery teams and gaining greater influence over the global product roadmap. - Led a strategic product proposition review with a focus on valuing market position at a product level, identifying potential value uplift, identifying unique value propositions and rebuilding the roadmap. - Restructured Product Team with a focus on building greater talent density, redefining the product strategy and vision, key metrics, prioritisation processes, roadmap management, and engagement with the wider business.

ABOUT- Key member of the Executive Leadership Team (ELT), reporting directly to the Executive Chair / Chief Transition Officer.- Led a team of -110 with ultimate executive accountability for several business functions including: Marketing | Product | Technology | Business Intelligence | Betting | High Value Customer Services - Led teams through a transitional period for the business, including the significant financial and continuity impacts presented by the Covid-19 pandemic. ACHIEVEMENTS- Built a growth-focused divisional strategy: - Aligned previously unaligned teams around a core north star metric – weekly active customers. - Re-budgeted and restructured to ensure resource availability more appropriately aligned with strategic priorities and immediate opportunities. - Grew weekly active customer base from ~60k to ~75k: - Invested in brand and customer research, tightly defined the target market and repositioned the brand to target key demographics. - Reset divisional budget to enable a greater focus on acquisition activity, increasing average year-over-year weekly signups ~15%. - Implemented a highly data-driven approach to retention and CRM strategy introducing a lifetime value strategy focused on customer utility (including in High Value Customer Services).- Prioritised the building of scalable and sustainable technology foundations to enable future growth: - Engaged AWS, working through the cloud adoption framework process and building an application migration plan. - Invested in data and analytics capability and sourcing to enable a deep understanding of market position, customer and revenue outlook, ultimately culminating in the entering of a 25-year strategic partnering agreement.

ABOUT- Internal secondment - Reporting to the Chief Operating Officer and Program Sponsor, responsible for ensuring that the selection and implementation of a new Fixed Odds Betting capability met strategic business requirements.- This role made a critical contribution to ensuring successful business outcomes from a ~$40m Enterprise Transformation Program.Assisted with: - Global search and evaluation of potential partners, both technology and trading services.- Creation of formal RFP processes, documentation and evaluation criteria.- Partner selection.- Business case preparation and presentation.- Commercial and contractual negotiations with preferred providers.- Development of internal project team and processes.- Business change program. - Strategic relationships with vendors.Led:- Requirements workshops with selected vendors. - Backlog prioritisation decisions and definition of core MVP requirements across all systems and business units. - A ‘change processes to fit systems’ approach to the program.- Operational relationships with vendors. ACHIEVEMENTS- Successfully migrated the business off the legacy technology platform providing a pathway for sustainable future growth. - Delivered an immediate and significant product and customer experience uplift resulting in a post- implantation digital market share win back - from 57% in January 2019 to 64% in July 2020. (equal to ~$20m p.a. in realised revenue growth.) - Most significantly this was an incredible growth and development opportunity for me that pushed me out of my comfort zone, exposed me to new concepts and relationships, and accelerated my career progression in the organisation.