Tim Gillam Email and Phone Number

Leading CBA’s Financial Crime Operations Simplification Program, focussed on improving our ability to detect and prevent financial crime. We're transformation our operations function by delivering a new industry-leading workflow platform, re-engineering processes to be more robust and compliant and leveraging automation and AI.

In this role I was responsible for automating Business Banking control environment. During this period, my team and I almost tripled the automation percentage of BB's 500+ controls, by developing new automated and analytical controls, building capability through a comprehensive training program and removing ineffective and inefficient manual controls.In the final 6 months of this role, I was also to lead our Business Banking Product Line 1 Risk teams as we transitioned to an agile operating model.

Responsible for building and leading a new large cross-functional team to resolve complex remediation cases and implement analytical controls to prevent future occurrences. Including:• Leading a high profile, large-scale complex remediation: o Completion of manual file review of 50K+ customer files, including process design and assurance; o Design and execution of methodology to remediate impacted customer accounts and customer compensation; o Understanding and mapping legislative obligations to support development of assessment methodology, controls, process uplift and notices to a compliant level and support customer escalations. o Program governance, Executive steering groups, regulator engagement and preparing bi-monthly regulator updates; o Leading a team of 80+ across strategic delivery, analytics and operations roles.• Establishing and leading the Customer Remediation Triage model and function that expedited the businesses ability to understand and scope remediation to enable better prioritisation and acceleration of incident closure;• Leading the Controls Development team responsible for delivering analytical controls, including development of the framework, processes and technology to industrialise;• Leading the case management remediation function, responsible for developing the framework to accelerate delivery of the increasing number of incidents requiring manual file review.

Responsible for design, delivery and governance of two newly formed key strategic projects: Home Buying Risk Command Centre and the Home Buying Data Assurance program; as well as: • Building and leading a risk strategy, delivery and operations team;• Leading the establishment, onboarding and delivery of an offshore analytics and investigation team;• Accountability and leading a team that is responsible for driving initiatives to reduce the risk profile of the business;• Temporarily leading the newly formed Home Buying modelling team - responsible for credit risk modelling and hypothesis-based data-driven models.Responsibilities included:• Building strategy, design and operationalising of a new data-driven risk management strategy and framework;• Designing and implementing of ‘Command Centre’ continuous monitoring op model, capabilities and processes to support the strategy and framework;• Conducting an end-to-end review of how data is used to drive risk outcomes in Home Buying, then maintaining ownership of the environment and roadmap to uplift capability;• Creating and leading an oversight and assurance function for Home Buying detective control environment and portfolio monitoring environment, e.g. application origination accuracy and assurance;• Leveraging known insight, hypotheses and obligations to frame problem statements and build data models and processes to solve for those questions;• Leading the rebuild of our detective control environment and framework – from problem definition, solution design, data development, process and policy design and implementation and ongoing execution; e.g. fees and interest accuracy detection and monitoring.

Originally seconded at short-notice for the position, I was soon permanently promoted to the role leading the Brisbane retail lending contact centre - leading 100+ headcount, across 3 management levels. I was tasked with transforming the sites disengaged culture; leading complex organisational change, whilst championing productivity principles to achieve operational excellence to drive P&L and KPI outcomes in a new risk environment. Through leading through our vision and values, some of my achievements include:• Embedding a new operating model and organisational structure;• Growing overall span headcount by 30%, including 3x Mortgage Lender population;• Leading the establishment of the Video Conferencing channel and op model in Brisbane;• Leading the contact centre to a high-level productivity accreditation;• Leading and delivering a heavy change agenda, ranging from: a new risk framework, to group-wide technology changes to a physical site relocation.As a member of the Direct Lending executive leadership team, I was involved in developing the new vision and strategy of our newly established department, then leading strategic pillars as part of its implementation.

Responsible for leading business implementation for various strategic assets:Direct Channels delivery lead on Group/RBS Project: - In-branch video conferencing; - Online video conferencing; - Home Loans strategyProject managed implementation in Direct Channels - Online Home Loan; - Webchat expansion project; - Appointment Booking SystemThis involved:- Developing and executing a strategic roadmap for new customer channels and technology;- Working extensively and collaboratively with a large internal and external stakeholder base in developing these solutions and associated processes;- Influencing decision-making to ensure business value is delivered; - Leading and developing teams and working groups to implement these projects simultaneously into the business;- Process improvement and optimisation; and,- Presenting to EGM/GM level.

My role was to develop our internal capabilities through strategic analysis, project delivery and capability development within Direct Channels, focussing on new or emerging customer channels.My portfolio included:• Video Conferencing• Online Home Loans• Proactive Webchat• Employee Banking Segment Management

A member of Business Intelligence team for Direct Banking (CBA Call Centres). Providing relevant reporting, analysis and insights to our internal customers and stakeholders with a focus on balancing Cost Efficiency, Customer Experience and Sales.• Developing and maintaining simple and easy reporting systems; focusing on accuracy, reliability and timeliness;• Providing analysis on various Call Centre environments; identifying drivers and risks, clearly articulating insights, recommendations and options with the goal to provide the most efficient and profitable outcomes;• Developing innovative ways to empower customers and stakeholders by providing new intelligent reporting solutions;• Providing ad-hoc data and analysis for customers and stakeholders;• Acting as SME for CBA Direct Banking on new KPI reporting policy and procedures; and• Conceptualizing and developing new reporting system and process for CBA Direct Banking, which was successfully rolled out July 1, 2011, for which I received an Individual CEO Award (September 2011).