- Lead the Commercial Broker Transformation function- Identify and lead the implementation of transformation projects including new software that supports the Commercial Broker Proposition- Identify and lead the implementation of system and process improvement opportunities- Research current and future market trends - Prepare business cases- Manage 2 Direct Reports

3 month secondment- • Partner with the Commercial Broker GM and leadership team by develop business/performance strategy and execution plan for Commercial Broker to deliver the best customer and banker experience • Demonstrate in-depth understanding of sales, revenue and profitability performance based on customer needs and recommend appropriate mitigation plans and strategies to GM • Lead and drive Financial Discipline (Costs, FTE management), risk and Well Managed practices to ensure regulatory obligations are met• Design and drive execution of initiatives that will increase market share, achieve performance metrics across Customer, Financial & Discipline, Risk and Process and People and Reputation • Work collaboratively with multiple teams (Other Performance leads, Shared Services, Enablement, Technology, Assurance, Projects and Governance teams) in delivery of the Commercial Broker strategy• Build, develop and lead the Business Performance team (6 FTE’s)

- Enabled and inspired the project team (“squad”) to pursue its mission by guiding them on what work should be completed - Provided leadership to galvanise the project team (“squad”) around the vision (refunding customers who have been incorrectly charged as quickly as possible) - Managed interdependencies and removed roadblocks to mitigate delays in project delivery- Constantly prioritised tasks and the squads backlog - Adhered to the agile project delivery methodology- Built and maintained strong relationships with the Home Loans and Deposits teams, Tribe Lead, Product Leads, Assurance, Legal and Enablement teams

Partnered with the Technology Project team, Risk and Product teams to deliver the new APRA regulatory reporting requirements, in the Enterprise Data Warehouse for Institutional and Markets business unitsProvided insights to senior leaders to support operational and strategic decision makingLed the resolution of data sourcing and business rules issues with multiple stakeholders with the Technology project teamLed the set up and implementation of BAU operating processes to deliver new APRA regulatory returnsDriven efficiencies in governance and reporting environments.

Managed the delivery of all central/divisional reporting requirements (ie. consolidation of results, half year/year end reporting)Represented the division in Cross Divisional Working Groups (Month End & Regulatory Reporting) to shape the future direction of function and embed in the division.Driven process improvement in the operating model across the divisions Provided technical accounting advice to Financial Control team.

Provide leadership to the team that delivers financial, statutory and regulatory reporting requirements for Retail Banking.Present to and advise Finance, Risk and Business stakeholders to ensure their clear understanding of financial performance and adherence to accounting standards. Continually improve financial controls by strengthening, simplifying and standardising processes, policies and procedures.

Seconded to a key group-wide program to lead the Finance stream for Retail Banking.Provided advice and guidance to stakeholders (Program Director, Business Heads and project team) in the development and implementation of a suite of regulatory reports.Presented regulatory reports to Business Heads across Finance, Risk and Products for sign off prior to submission to APRA.

Provide leadership to the team that delivers financial, statutory and regulatory reporting requirements for Credit Cards.Present to and advise Finance, Risk and Business stakeholders to ensure their clear understanding of financial performance and adherence to accounting standards. Continually improve financial controls by strengthening, simplifying and standardising processes, policies and procedures.

Supported Technology Business Heads and Project Directors with commercial and financial advice; including performance measurement against key metrics, budgeting, forecasting and business case support.2IC to Senior Finance Business Partner. Provided leadership to foster career development and ensure the smooth running of the team.Undertook due diligence activities and provided commercial advice during major contract negotiations. AchievementsIdentified 20% reduction in operating costs through due diligence activities during major contract negotiations (Total Value $200m). Created a tax effective global recovery model that was rolled out across ANZ, resulting in a significant reduction in cross border expenses.

A new role and function created, led the Financial Performance and Analysis team for Technology, developed and implemented a suite of new reports and operational processes.Partnered with the Finance and Business leadership teams to deliver on the performance targets of the division and provided commercial advice to support decision making.Led the reporting and consolidation processes for Technology, including monthly performance reporting, forecasting and the annual budget.

Supported Property Business Heads and Project Directors with commercial and financial advice; including performance measurement against key metrics, budgeting, forecasting and business case support.2IC to Senior Finance Partner.Lead the Retail Property finance team.Advise and guide the outsourced service provider to ensure KPIs were met and to improve service delivery. AchievementsWinner “Leadership in Budget Process Award” Prepared a strategy paper used by the leadership team to set up a Property finance team across Indonesia, Vietnam and China.

Provided leadership to the team that delivered financial, statutory and regulatory reporting requirements for Victorian/Western Australian shopping centre portfolio.