Sumer Hingorani Email & Phone Number

Responsibility to build and lead a best-practice Strategic Portfolio Management Function for the Risk Management Division of CBA. Deliver agile and simple portfolio processes , provide strategic leadership and effective delivery of the portfolio through new ways of working.Develop, drive or deliver 4 key pillars required for successful execution:1. Agile project development and funding2. Tight strategic alignment of investments3. Integrated capacity management4. High-quality change through co-creation and curated embedding

Sydney Cbd

The key responsibilities of this role are:• Ensure optimal decisions were made and executed regarding the portfolio (strategic alignment, financial rigour, capacity management), including being a key business advisor to the Retail Bank Leadership Team (RLT) and through the development and use of portfolio reporting • Guide the business through idea generation – ensuring optimisation of the portfolio in line with strategy and business objectives, promote best practice project governance, drive strategic process improvements, and embed a culture of risk management and mitigation across the project portfolio• Strategic contribution at a Group-level to the development and roll-out of an Agile Project Delivery Framework, and a Group-wide Project Prioritisation framework - both critical to CBA's continued Agile evolution and driving greater efficiency and effectiveness across the total portfolio

Sydney Cbd

Sustainable Change is a revolutionary method of creating, executing and embedding large-scale change in a manner that will maximise absorption by the frontline. The concept is to deliver packages of aligned behavioural changes and tools at a predictable, manageable pace. Change is carefully sequenced and planned to ensure we maximise the potential of all work being done, thereby maximising customer experience. The model is considered globally-leading and has been featured by McKinsey as a case study (refer to link).Joining the team from inception, my role was to work with key stakeholders including the Retail Bank Leadership Team to scope and create each package based on strategic criteria, business conditions and readiness of projects to be included in a package. Further I was responsible for driving the operational excellence of the function - establish the detailed frameworks supporting, develop funding models, assess business readiness for a Package on a number of capacity criteria (ensuring supply and demand of resourcing was matched). Importantly, my role was to also ensure packages built on each other to form a considered long-term, change roadmap that would achieve the Retail Bank '2020' ambitions.Note:From July 2016 to June 2017 I was also the Retail Bank Business Lead for the design and delivery of the Common Reporting Standard (CRS). CRS is a $70m global compliance program that all OECD countries and participating financial institutions must adhere to (crackdown on tax evasion). The changes being implemented with CRS directly affect the customer on-boarding experience and as such, the potential impact to customer satisfaction and revenue is high. Leveraging Agile - we were able to deliver the program in half the time and costs from the original estimates.

I led the national sales force of a $100m revenue business focused on delivering working capital solutions and meeting the financial needs of business customers across Australia - ranging from SME to Regional to large Corporates. The focus of my time in this role was to:1. Process - implement and drive the most effective sales process across the business2. Pipeline - implement and ensure effective use of sales pipeline and reporting3. People - recruit, develop and retain the most proficient sales force and build a culture based on accountability, integrity, service, collaboration and excellence4. Productivity - utilise lean tools and methods to continually enhance the customer experience and reduce non-customer related activities from the team

Project aiming to deliver an improvement in the cost to income ratio and the organization efficiency. My role was to lead & deliver the redesign of the go to market strategy for our direct channels: branches, call centres, ATMs & online. A lean six sigma methodology led project delivered in partnership with McKinsey Consulting Group.

I led a business that was a fundamental part of how CBA revolutionised small business banking in Australia. We put the power of choice into the customer's hands and enabled them to connect with us on their terms.In this role I was responsible for:1. Ensuring the business delivered outstanding customer service to over 4000 clients who called us each day; 2. Effective lead generation to the frontline sales teams3. Establishing and leading the Trade/FX business for Local Business Banking4. Managing the technology infrastructure of Local Business Banking - including associated projects5. Managing the Compliance requirements for over 40000 client accounts

I led a business that enabled business clients throughout Australia to quickly and easily find solutions to their working capital needs. In this role I was responsible for:1. Implementing and executing stratgeies to increase merchant sales2. Implement and execute strategies to identify and meet other financial needs of CBA clients3. Devised and implemented a bundle package offer through the team aimed to enhance the customer experience by allowing them to buy their merchant facility, transaction banking solution and internet banking solution in one easy interaction

Bachelor Of Business Studies, Business, Management, Marketing, And Related Support Services

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