Responsible for advising the Insurance, Superannuation and Wealth Industry vertical’s sales force and clients on digital transformation and the successful strategic and tactical application of technology to improve customer, employee and business outcomes.Working closely with the Industry General Manager, Client Partners and head of sales to develop the vertical sales strategy and individual account strategies. Support the sales cycle from business development, opportunity… Show more Responsible for advising the Insurance, Superannuation and Wealth Industry vertical’s sales force and clients on digital transformation and the successful strategic and tactical application of technology to improve customer, employee and business outcomes.Working closely with the Industry General Manager, Client Partners and head of sales to develop the vertical sales strategy and individual account strategies. Support the sales cycle from business development, opportunity identification, bid response, pre-sales and delivery governance; mentoring and guiding resources where possible.Developing and presenting case studies, proposals, business cases, thought leadership and roadmaps in support of industry and client needs. Articulate and educate clients and prospects on the key concepts in digital transformation and the identification an application of emerging technologies including FinTech.Accountable for the technology direction for the 400+ person insurance business process services subsidiary (Xchanging), governing build and delivery activities, innovation identification (InsurTech) and application.Presented at industry venues, published Australian Insurance Industry Study, co-designed and led the sales for a community version of an InsurTech wellbeing platform. Show less

As CIO at SRWS (icare's precursor) provided technology leadership for six government agencies. As inaugural icare CIO, led the stand up of all aspects of the icare technology function. Disestablished the CIO role to build and lead a 500+ person delivery function to recover and deliver the $270 million digital transformation program resulting in savings of $469 million, claims-related efficiencies of $214 million, actuarial valuation changes of $313 million, identified the historic payment… Show more As CIO at SRWS (icare's precursor) provided technology leadership for six government agencies. As inaugural icare CIO, led the stand up of all aspects of the icare technology function. Disestablished the CIO role to build and lead a 500+ person delivery function to recover and deliver the $270 million digital transformation program resulting in savings of $469 million, claims-related efficiencies of $214 million, actuarial valuation changes of $313 million, identified the historic payment miscalculations and generated $1.6 billion in premium savings.The new system to manage t65,000 claims and 320,000 policies each year and operates 24x7. The systems are cloud only and leverage Software-as-a-Service, APIs, human-centred design, agile, big data & analytics, machine learning/AI alongside established approaches to information technology provision.The transformation program encompassed the implementation of Policy, Billing and Claims platforms; CRM; EDW/BI, ESB/Integration; ETL; Payments & Finance; Digital Channels; Call Centre telephony and agent management; ECM and Document Management, AI/Machine Learning Triage, the supporting cloud infrastructure, identity management and cyber & information security. Show less

Led the $60M acquisition of Gareth Morgan Investments from business case through to the successful integration of the business into Kiwibank and the NZ Post Group. Exceeded the business case ROI by 25%.Drove superannuation sales from 3,500 p.a. to over 13,000 p.a. without additional marketing or risk. Subsequently, drove the branding and marketing strategies to further increase sales to 20,000 p.a. which has seen funds under management grow from $1.5B to $2.75B. Launched a… Show more Led the $60M acquisition of Gareth Morgan Investments from business case through to the successful integration of the business into Kiwibank and the NZ Post Group. Exceeded the business case ROI by 25%.Drove superannuation sales from 3,500 p.a. to over 13,000 p.a. without additional marketing or risk. Subsequently, drove the branding and marketing strategies to further increase sales to 20,000 p.a. which has seen funds under management grow from $1.5B to $2.75B. Launched a successful low cost “65 plus” offering to minimise the outflow of KiwiSaver superannuates. The offering consisted of targeted marketing and a low cost phone and online advisory service.Restructured the senior management team, appointed a Chief Investment Officer and instituted investment management, project management and risk governance functionsEnhanced the digital channel and client servicing which resulted in the industry leading Nielson & Net Promoter Score and a Workplace Savings “Peoples” Award for SuperannuationEnsured compliance with new regulations including AML/CFT, FATCA and the FAA. Implemented the necessary changes in regulation for KiwiSaver, effective disclosure and periodic reporting. Instituted governance for investment, risk and project management and balanced scorecards to track and report progress. Show less

Responsible for Gareth Morgan Investments (GMI); Kiwibank’s Wealth Advisory and Investment operations and New Zealand Post Group’s Insurance subsidiary; Kiwi Insurance Ltd. Collectively, these entities provide private wealth, superannuation, life, travel, loan and general insurance solutions for sale directly (online and advisory) and indirectly (NZ Post and Kiwibank). Reported to the independent boards of GMI and Kiwi Insurance in addition to Kiwibank’s CEO. Constructed and… Show more Responsible for Gareth Morgan Investments (GMI); Kiwibank’s Wealth Advisory and Investment operations and New Zealand Post Group’s Insurance subsidiary; Kiwi Insurance Ltd. Collectively, these entities provide private wealth, superannuation, life, travel, loan and general insurance solutions for sale directly (online and advisory) and indirectly (NZ Post and Kiwibank). Reported to the independent boards of GMI and Kiwi Insurance in addition to Kiwibank’s CEO. Constructed and implemented the strategy to return the wealth and insurance businesses of Kiwibank/NZ Post to profit and make a significant and growing contribution to the group’s bottom line. Increased margins and sales achieving pre-tax profits of $11M from losses of $3M p.a in the preceding three years with funds under management growing from $1.5B to $2.75B. The Wealth and Insurance divisions now represent 9.8% of the NZ Post financial service group profit.Participated in the broader bank executive and was a member of a number of governance committees. Show less

Implemented the strategy to develop an end-to-end insurance company offering innovative consumer centric life insurance products under a banc-assurance model, creating a new profit stream for the group and providing capital for the bank.Negotiated the exit from the existing outsourcing arrangements and built out a full service, paperless, life insurance company (actuarial, underwriting, policy administration platform, claims and client servicing incl. outbound sales, finance and risk… Show more Implemented the strategy to develop an end-to-end insurance company offering innovative consumer centric life insurance products under a banc-assurance model, creating a new profit stream for the group and providing capital for the bank.Negotiated the exit from the existing outsourcing arrangements and built out a full service, paperless, life insurance company (actuarial, underwriting, policy administration platform, claims and client servicing incl. outbound sales, finance and risk management) offering an innovative life, home loan and credit card repayment insurance via online and group channels. Developed the risk culture and management infrastructure, governance and achieve sufficient solvency to obtain a Reserve Bank licence and a financial strength rating of A- rating from AM Best.Developed the low cost, consumer-centric ”life and living” product, and innovative home loan and credit card protection insurances for sale both online and via the broader group retail network. Annual Premiums rose from $5M to $10M and ROE reached 25% including internal commission payments (15% net). Developed and implemented the marketing and brand strategy and aggressively drove sales. The strategy delivered year-on-year Gross Written Premium increases of 30% and a matching 50% increase in profit. Kiwi Insurance provided shareholders with a Return on Equity of 30%. AM Best awarded the company an A- (Excellent) rating. Show less

Academic Colleges Group (ACG) is a private education provider consisting of 10 schools across NZ and SE Asia. ACG employs 500+ staff, educates 5000+ students annually, with global revenues in excess of $50M. Led a seven person team responsible for Group Finance & Treasury, Company Secretariat, Technology, Marketing, HR, New Zealand Property and International student management. Member of the board led strategic planning sub-committee with responsibility for the development and… Show more Academic Colleges Group (ACG) is a private education provider consisting of 10 schools across NZ and SE Asia. ACG employs 500+ staff, educates 5000+ students annually, with global revenues in excess of $50M. Led a seven person team responsible for Group Finance & Treasury, Company Secretariat, Technology, Marketing, HR, New Zealand Property and International student management. Member of the board led strategic planning sub-committee with responsibility for the development and implementation of the five year strategic plan including financial modeling and key metrics.Enhanced the technology solutions, systems and business infrastructure to maximize business efficiency and implement the business strategy. Introduced the use of asset management software and analytics (Cognos TM1) to improve budgeting, forecasting, trend analysis and profit maximization. Delivered a new marketing strategy to increase domestic and international student enrolments. This encompassed pricing, naming rights, partner support, TV advertising, collateral, web site redesign; and leveraging Search Engine Optimization.Managed a number of significant partnerships and developed ancillary opportunities including fee insurance, transport, pastoral care, book supply and expansion both domestically and overseas. Structured and completed the acquisition of Sunderland College through a combination of a special purpose vehicle, vendor financing and an option. Prepared the business for private equity investment which resulted in significant one-off gains. Show less

ASB Group Investments (ASBGI) is the funds management subsidiary of ASB Bank with over 110 staff managing over $6B of investments. Responsible for all aspects of operations and investments including those supporting Sovereign. Member of the Sovereign Asset and Liability Committee (ALCO).Developed and implemented the strategy that took the business from loss in 2006 to a profit of $4M in 2009 despite the challenges of the Global Financial Crisis and significant system, supplier and… Show more ASB Group Investments (ASBGI) is the funds management subsidiary of ASB Bank with over 110 staff managing over $6B of investments. Responsible for all aspects of operations and investments including those supporting Sovereign. Member of the Sovereign Asset and Liability Committee (ALCO).Developed and implemented the strategy that took the business from loss in 2006 to a profit of $4M in 2009 despite the challenges of the Global Financial Crisis and significant system, supplier and partner issues. Formal change management methodologies (PROSCI) and principles (Kotter) were used to effect the strategy.Restructured the senior management team and vigorously managed costs including the reduction of headcount by 6%. Implemented a project office with program management disciplines closing several unprofitable legacy products and projects with insufficient ROI. Established risk, compliance and investment management governance functions. Instituted a middle office function and enhanced the core platforms to automate processes. Increased business efficiency through the application of lean/six sigma. Further reduced costs, risks and improved service through strategic outsourcing. Drove cross group working to better understand client needs and improve client service. Worked with industry bodies to resolve common vendor and industry issues. Renegotiated the Sovereign partnership arrangement and migrated over $1B of funds to passive mandates to better match Sovereign’s risk tolerance.Increased staff engagement (Gallup scores of 3.88 to 4.36) through an “open management” approach and focused on client service (2.79 to 4.2) with a staff member winning the Commonwealth Bank of Australia service award which is open to all 50,000 group employees. Devised the strategy for the business’ restructure when the strategic direction of the parent bank changed. Show less

ASB Securities is the stock broking subsidiary of ASB Bank with 100 staff and revenues of $16M. Member of the four person executive. Led the Online and Telephone Brokerage, Technology and Administration (incl. management accounting) functions. Responsible for the strategic planning process and implementation tracking across all functions. Instituted business wide reporting, modeling, client segmentation, market analysis, customer research, activity based costing and profitability… Show more ASB Securities is the stock broking subsidiary of ASB Bank with 100 staff and revenues of $16M. Member of the four person executive. Led the Online and Telephone Brokerage, Technology and Administration (incl. management accounting) functions. Responsible for the strategic planning process and implementation tracking across all functions. Instituted business wide reporting, modeling, client segmentation, market analysis, customer research, activity based costing and profitability analysis to produce a clear profit growth led strategy. This strategy included re-pricing brokerage adding over $1M in profit p.a. and acquiring a key software supplier significantly reducing expenses whilst improving delivery quality.Overhauled operations, replacing the back office platforms including core brokerage, foreign currency management and general ledger and implementing straight through processing. Improved client service by enhancing the web site functionality and presentation, revising service level management KPIs, and streamlining processes. Developed opportunities to increase revenue including Direct Market Access.Co-led the cultural change and cross group working to adopt group Six Sigma/Lean and Cohen-Brown Sales and Service practices; reducing losses incurred through human error by over 50% while increasing customer satisfaction scores Show less