Jonathan Tam Email & Phone Number

Sydney, Nsw, Au

Sydney, New South Wales, Australia

Working within WIB Technology I worked closely with a portfolio owner and Risk SME's to develop the ESG roadmap and deliver against tactical solutions (primarily MS PowerApps). I acted as a scrum master for the technology delivery team that achieved an initial beta version, followed by a fully operational version of the PowerApps toolset. Concurrently, I worked with a technical BA and a data warehouse development team to build the initial data model for ESG reporting and analytics.

Australia

Working with stream leads to integrate an acquired business into the NAB Private Wealth eco-system, covering Product, Operations, Data & Technology, Risk & Legal, and Change & Communications, this project was part of a very large acquisition project that would significantly increase the NAB offering and presence in the market. My role was primarily focussed on project governance for the Wealth stream, including planning the activities that would achieve the transition, utilising the SME knowledge of a Delivery Manager and the stream leads; reporting and meeting cadence with leadership teams, broader stakeholders, and the project team itself, for status reporting, progress reports for business leaders, and finance dashboards; and manage and mitigate key risks through escalation methods across the team and then into a PMO and Integration Forum

Sydney, New South Wales, Australia

The AMP Customer Complaints Framework (ACCF) is AMP’s response to both the introduction of the Australian Financials Complaints Authority complaints regulation (RG165 and RG271). ACCF has been a multi-phased project, in its fourth and final phase, delivering a compliant and optimised framework, technology solution, process, and capability to meet RG271 requirements across all businesses within AMP.This project was significantly red-rated when I joined AMP – budgets were overflowing, schedules were broken, requirements were unclear, and the direction towards a compliance date was significantly lacking. My first 90 days were aimed at returning the project to a green status, which I completed within 60 days by creating project direction through the development of a clear roadmap with better management of change activities; introduction of a project schedule with clearer milestones and integration of broader business activities; creation, management, and approval of a business requirements document. Whilst the project had a form of these in the past, the ‘Agile trap’ of less documentation had crept in. Given this is a regulatory project and audit is very likely, a clear, signed off BRD was imperative; and development of an accurate project financial forecasts to better manage spend.This project successfully rolled out in 2021 to all contact centres and supporting operations across AMP.

Sydney, New South Wales, Australia

As part of the broader Customer Sanctions team within Financial Crimes Technology, my role focused on delivering optimisation and efficiencies across a SAS data platform and solution. More specifically, I managed the project requirements for the data loads of the platform and the rules-based engine of the solution – acting as scrum master to two highly remote development teams made up of technical business analysts, SAS engineers and testers.In the project management component of my role, my contribution included the FY21 business case for a large set of initiatives for the next 12 months, including technology estimates, POPEX and OPEX expectation, and working with Product Owners to determine priorities and maintaining them, high use of digital mediums in Jira to communicate progress, and increased awareness and empathy in isolated (Covid) working conditions.

Sydney, Australia

As a project manager, I oversaw two very complicated data projects – APS221 (Large Exposures), Comprehensive Credit Reporting (CCR). Managing a combined budget of $7mill and 16 developers, BAs, designers, and testers, the team is responsible for end-to-end development of data solutions on a highly technical and data focused SAS platform. I worked closely with business project stakeholders across institutional banking, consumer banking, business banking, Credit Risk, IT, and project services. In both projects, I created the teams from scratch, appointing 8 SAS developers, a scrum master, 3 business analysts, a technical solutions designer, an implementation manager and 2 testing analysts. The delivery team was incepted over a week of induction, training, coaching, working through Agile principles and setting up their first sprint backlog. • APS221 (Large Exposures) – Regulatory reporting solution using data from all parts of the Group and a focus on institutional and business banking. Primarily a concentration risk report for APRA, APS221 uses counterparty credit risk concepts to determine dynamics amongst the highest group exposures.• CCR – Comprehensive Credit Reporting is an industry wide impact that is designed to provide the customer with the sales power. Westpac is a supplier and consumer of data that our team has ensure compliance across the major retail products.My initial role with Westpac and Strategic Data Risk Environment (SRDE) was in the capacity of a combined scrum master and product owner with a small delivery team that developed the general ledger interface for IFRS9 data models.

Sydney, Australia

Fulfilled the Risk Product Owner role for a digital application project. Managed credit risk and product requirements, ensuring the project delivery team were compliant and within risk strategy.

Sydney, Australia

Transformation project in the Credit Risk Management space, leading the development and delivery of project initiatives for the digital decisioning of home lending applications. Worked with a technical BA and developer on tactical tools.

Sydney, Australia

Managed the delivery of IT and business initiatives to meet responsible lending compliance obligations. Worked with IT teams to develop process automated process controls and efficiencies to ensure compliance. Implemented processes to 400+ end users, working with change and training experts along the way.

Sydney, New South Wales, Australia

As Australia’s largest retailer, Woolworths Limited has the most trusted food, liquor and general merchandise brands and with recent expansion into home improvement, financial services and award-winning multi-option retail initiatives, our innovation and customer obsession is changing the face of Australian retail.The Customer Contact Centre supports these brands and requires analytics and business intelligence to drive the growth strategy and optimisation.My role is to manage the Customer Insights and Analytics team that is responsible for all things data and analytics focused - from routine reporting and data management strategies through to Qlikview development and project support.

Sydney

Projects & Change Management is a new function for Personal Lending, with a focus on innovative projects and embedding and supporting the change management function.

Strategy and Risk advisory role to the portfolio and product management teams.

This role manages the risk strategies for Credit Card authorisations. There are strong relationships with limit management, collections, fraud and marketing. This role is part of the wider credit risk function for CBA Credit Cards.

Managed the implementation of risk based collections strategies, systems development and upgrades, and reporting and analysis of retail banking portfolios.