Organisational Strategy, Innovation, Product, Culture & Capability, Leadership & Organisational Change, Enterprise Coaching & Consulting for the design, build, launch & growth of digital challengers & services in Australia and overseas. Working with leaders in industries from digital startup banks and fintechs to suicide prevention.Strengths based Organisational Change & Resilience coaching, Enterprise coaching to establish lean startup, agile & design thinking frameworks & practicesDevelopment of organisational capability maturity models against business strategy & roadmaps. Organisational design & development of a lean & agile scrum master / product office / UX office and whole of business operating model (incorporating data, technology, risk, marketing, CX, operations).Reviewed delivery program critical path, key risks and issues, and revised technology delivery roadmaps to address gaps in requirements and priorities against critical customer, regulatory and business requirements. Led cultural change from incumbent to disruptor thinking, facilitated by agile training workshops, guidance, advice, team coaching and 'fit for purpose' frameworks to establish and embed integrated design thinking, lean startup & agile methods.

Responsibilities / Outcomes included:Executive Leadership & Corporate Governance responsibilities; Differentiation assurance; Business Development; Partnerships; Revenue Generation and GrowthStrategy & Innovation; Thought leadership; Business Model DevelopmentPerformance Management; Business Planning; Ongoing business alignment, prioritisation and cadence managementOrganisational Architecture; Process Design & Business improvementChange, Culture & Capability; Employee Experience & Value Proposition; Talent & Organisation; Facilitating & embedding new ways of working; Diversity, Equity, Inclusion & Belonging; Employee onboarding; Leadership Development & Performance Coaching; People managementProject / Program Execution & Delivery; Initiative Development & Implementation; Business Case Evaluation; leading cross functional teams Customer Research & Customer Experience DesignContractual negotiations; Vendor & Partner management; Brand Advocacy; Public Relations; Stakeholder Management; Fundraising & Investor Affairs; Industry engagement; Customer AdvocacyProduct development & Product Roadmap DevelopmentGovernance & Risk Management; Legal, Regulatory and Government Affairs; Development of Xinja's public policy position in response to government consultationsKey Achievements:Awarded Female Fintech Leader of the Year x 2Led acquisition of Banking LicenceHighest Revenue Earning Business UnitSought after industry speaker (eg. AFR, ASIC, industry conferences, parliamentary hearings, working groups)Negotiated & executed SAP Agreement & media partnership dealsDeveloped Xinja Strategy & Business PlanBrand Recognition & Differentiation; Linkedin Top 25 startupLed development of key governance frameworks eg. Risk Appetite Statement and Risk Management StrategyDeveloped & implemented agile organisational design; managed restructuresProductisation of IPGovernment submissions: financial literacy and capability, innovation, competition, COVID-19

Duties and responsibilities in accordance with the Banking Act 1959 (including the Banking Executive Accountability Regime), APRA Prudential and Reporting Standards, and Corporations Act 2001.

Management consulting services to solve organisational problems in higher education, technology, consulting, energy, facilities management, and financial services including end clients such as UNSW, AGSM, Telstra, Sydney University, Inabox, AGL, Serco & AMP. Bespoke engagements included management team change and resilience training, customer experience design, operating model design, accelerated first 90 days performance for new teams, cultural integration post acquisition, leadership development, strategic planning and prioritisation, technology roadmap development, exit strategies, payroll transformation, business growth strategies, and product development.

Design and delivery of postgraduate lectures on leadership, organisational structures, culture and team effectiveness for the School of Mechanical and Manufacturing, Faculty of Engineering.

Co-founded and launched a funded, market tested Fintech MVP to market in 11 weeks.

The Hiser Group was a business unit within the Serco Asia-Pac business, specialising in Design and innovation for the service industry. Hiser was a pioneer in user experience design and was expanding its service design capabilities to the design of organisational operating models. As Principal Consultant I led the integration of user experience design, service design and design thinking into the development of transformation programs and operating models for shared services and functions.On my direct client engagements I developed Service Design Blueprints, Operating Models and Organisational Designs to deliver fit for purpose Sales & Bidding, Assurance, HR and Finance capabilities for Serco’s AMEAA Region (Asia Pacific, Middle East and Africa). This work included providing Serco’s leadership team with guidance on winning in emerging markets.

Serco is a leading global services provider to the public sector, with diverse local capabilities including Health services, Maritime Services, Defence services, Custodial and Immigration Services. As the Business Solution Architect on the AMEAA Transformation Program, I developed Service Blueprints, Operating Models and Organisational Designs to deliver fit for purpose Sales & Bidding, Assurance, HR and Finance capabilities for Serco’s AMEAA Region (Asia Pacific, Middle East and Africa). I stress tested Serco's global designs and championed changes to meet local needs. I also provided thought leadership for Serco’s executive team on winning in emerging markets and developed a new growth operating model for the region. I was known for ensuring the strategic alignment of customer, business, and employee outcomes: "I worked with Van on a number of service and process design, requirements-gathering and business transformation projects. On each project, I was impressed with the way Van would play the role of the "architect", the strategic thinker who was never afraid to ask the big questions and expose the root cause of issues - or the fundamental driver of opportunities and benefits. In my experience, when Van creates solutions, it is always done with user experience and expectations at the front of mind. I also found Van to be particularly skilled at capturing business requirements bottom up and top down, delivering business process and service solutions to meet requirements across organisational silos. I wouldn't hesitate to recommend Van for short or long term assignments - from creating or refining processes all the way up to large business change or transformational projects - for her quality of work, her commitment to excellence in user experience and finally her technical capabilities within the business change area." - Grant Robinson, HR Governance & Planning Manager at Serco.

The SingTel Group is Asia's leading communications group with operations in more than 20 countries worldwide. Optus is the most significant financial contributor to the SingTel Group.I joined Transformation Management Office in 2011 as the Transformation Strategy Implementation Manager with responsibility for ensuring alignment and change management across all transformation projects and programs and in-flight Customer Experience Transformation programs. My change management work ensured the appropriate level of governance, executive visibility, business engagement, business and change impact analysis, and business change readiness, achieving in-year benefit realisation of ~$40m.In my preceding Planning, Performance and Operations Manager role, I grew customer activations 400% and launched an integrated online store for a previously underperforming product portfolio. I project managed a geographically dispersed team across SingTel and Optus to communicate a compelling, unified Asia Pacific proposition to win the ANZ business. I reduced customer disengagement by designing a mobile app that enabled the sales team to give customers near real time updates on the build progress of customer network coverage solutions. In addition, I developed an integrated operating model that brought together key processes and decisions across product lifecycle management, market planning and strategy, go to market activities and customer lifecycle management across the Division. My work as a regulatory and business strategy analyst involved developing a regulatory risk model for Optus Business, generating over $6m in savings through wholesale price reductions, a 12 month extension of regulated pricing and access to ISDN & DAR services to facilitate service continuity, and increased speed to market by streamlining legal and compliance approvals. I also advised the business on the NBN and program managed the annual operating plan for the Optus Business Mobile Division.

Vodafone was a major challenger in the Australian mobile telecommunications market. My role involved shaping the regulatory and policy environment to maximise the interests of Vodafone's customers and stakeholders in Australia, in close collaboration with Vodafone's Group Public Policy team. The results included management of a high profile regulatory investigation without any detrimental impact to Vodafone's brand or reputation. I also led the mobile industry to secure a legislative exemption from federal financial services regulation that threatened liquidity of prepaid revenues. My initiative to drive regulatory changes to the Numbering Plan (Telecommunications Act 1997) saved Vodafone from losing premium directory services revenues. In addition, I represented Vodafone in external high profile capacities including: Responses to Parliamentary & Ministerial correspondence; Meetings with the Communications Minister, Treasury, ASIC and ACMA; The TIO Council; ACMA Numbering Advisory Committee, Emergency Services Advisory Committee; Communications Alliance MNP, Billing, LNP, VOIP committees; Australian Mobile Telecommunications Association Policy & Strategy Steering Committee. Vodafone also realised > $1m annual savings in SIM & number management fees from my leadership and project management of lean 6 Sigma initiatives.

The Australian Prudential Regulation Authority (APRA) oversees banks, credit unions, building societies, general insurance and reinsurance companies, life insurance, friendly societies and most members of the superannuation industry. Van joined APRA just as the financial services industry was dealing with the implications of the collapse of HIH Insurance. I was involved in legislative drafting of the bills that enabled the introduction of Australia's superannuation trustee licensing regime. I also drafted industry and international facing material on of Australia's superannuation legislative framework through the development of OECD papers, panel discussion briefs, speeches, Ministerial Correspondence and industry consultations. My legal work included ensuring appropriate delegation of APRA's statutory powers, and analysis of legislative powers available to supervision teams to fulfil their statutory obligations.