Managing Director

• Feb 2012 - Present

Program Director - Net Promoter System - Transformation Consulting

• Feb 2015 - Sep 2015

AMP Limited is one of Australia’s leading financial services companies, operating in Australia and New Zealand while growing its presence in Europe, Asia, and the Middle East. As the cornerstone of a major transformation program, AMP chose to integrate Customer Advocacy in all that they do organization-wide. It set itself an ambitious goal to become “Australia and New Zealand’s favourite financial services provider by 2020 as measured by the Net Promoter Score/System (NPS)”. To reach this vision, AMP launched a multiyear program to design, install and embed NPS capabilities throughout all business units. As the NPS Program Director, I worked with senior leaders and a strong team of internal and external consultants and business SMEs. We delivered a great NPS platform with remarkable buy-in from teams at all levels. I was responsible for all aspects of the program including: system/process design; the building of technology frameworks and tools; the reporting of capabilities; change management; communication; and liaising with PMO and executives/senior stakeholders to successfully manage a tight budget and timeline. Show less

Head of Transformation - Transformation Consulting

• Sep 2011 - Dec 2011

The newly created Private Wealth covered several brands, processes and systems with even the simplest thing done in so many different ways. I had the task to devise a transformation plan to identify the best way of doing business and making our business stand out. I worked with key stakeholders to get their buy in and reach consensus over what we identified as “best practice” balancing efficiency and consistency on one hand and on the other hand, retaining core values for each of the brands. Key focus areas included Roles and Responsibilities between different teams across multiple seniority levels (sales, middle office, back office, credit, etc.) as well as crucial business processes (sales, fulfilment, credit, etc.). In a nutshell, an integrated Operating Model. Show less

Chief Operations Officer

• Sep 2010 - Sep 2011

I worked with the new leadership team to turn around a year-on-year declining business with unhappy clients and dissatisfied staff. During my time in this role, I got to be part of a major success story that transformed our staff members into an uplifted and vibrant team. A customer-centric environment was also created, prompting a drastic shift from a negative NPS (Net Promoter Score) to a score in the mid-20s. Our enlivened staff delivered 7% Cash Earnings and overall revenue grew by 20%. In this role, I also led the development and implementation of a new operations strategy and a revamped Sales Support team (CS, Lending, Reporting & Sales Optimisation and L&D). Amazing turnaround/transformation journey with a great team. Show less

National Operations Director

• Oct 2007 - Sep 2010

When I joined Westpac, among other things, our Sales teams needed to: spend more time with their clients and mine their portfolios to increase business. While doing so, they needed to meet risk and compliance requirements as well as fulfill many internal reporting requirements. To get the right balance, I worked with the leadership team and other team representatives to launch a program that ended up delivering an extra 30% or capacity to our Sales teams. The program also improved customer service significantly while saving 33% of our middle office budget (FTEs). I managed to lead this project successfully by leveraging emerging technologies, unleashing the magic of Lean Six Sigma, investing in customer advocacy (including the roll-out of a Net Promoter System), and, most importantly, by adopting a strong people-focused change management plan. Show less

Senior Manager

• 2005 - 2007

In this role I did my fair share of travel in the region, working between Australia, China, Thailand, and Singapore. I worked with senior managers and executives in a wide range of industries including FMCG, steel, and telecommunications, developing tailored solutions to challenging business environments. Focus areas included improving profitability and customer service by developing new and improved operation strategies; setting up continuous improvement teams; reengineering major processes (Lean Six Sigma toolbox always handy); improving working capital; and capacity planning and modeling. Had great fun, learned a lot, and made lasting improvements to several businesses including Optus, Blue Scope and Dairy Farmers to mention a few. Show less

Business Process Optimisation Manager

• Oct 2004 - Oct 2005

Working with a great team, I led the development and implementation of a common business planning and operating model that significantly improved profitability and speed to market and released $24 million in working capital. Focus areas included optimizing and streamlining key business processes such as budgeting, sales planning, forecasting, and new product launch.

Operations Planning Manager

• Nov 2000 - Oct 2004

This role required me to get the best out of our suppliers, factories, and sales teams so that we could offer the best service to our customers at an optimum cost. I led teams in both Australia and New Zealand, ultimately improving customer service from 89% to 99% (case fill) within two years. I also made many lasting friendships with great people and along the way… and gained a few kilos sampling and tasting Magnum ice-creams, Lipton Iced Tea, Flora spreads and Bertolli olives.

Project Manager

• Mar 1998 - Nov 2000

I experienced the hands-on management of projects with strong cross-functional elements. This required a collaborative approach, with the involved teams and priorities often conflicting/competing. One of my key projects in this role involved the design and implementation of a new Performance Management Scheme for the NZ factories. This required me to work with union representatives, factory management, and corporate HR. The challenge we met here was to come up with smart and balanced scorecards and a corresponding incentive scheme that could motivate teams while improving the organization's bottom line. This project was also the basis of my Masters thesis while at Massey University (NZ). Show less

Operations Manager

• Jul 1993 - Oct 1997

Rolled up my sleeves and worked on the shopfloor as an Industrial Engineer rotating across operations, maintenance, and QA. I later went on to manage each of these units. This is where I started my journey with a world-class organization in process improvement, learning, and applying Lean Six Sigma principles. I enjoyed the best condensed training and development programs, many of which were based in Germany and Switzerland. Rolled up my sleeves and worked on the shopfloor as an Industrial Engineer rotating across operations, maintenance, and QA. I later went on to manage each of these units. This is where I started my journey with a world-class organization in process improvement, learning, and applying Lean Six Sigma principles. I enjoyed the best condensed training and development programs, many of which were based in Germany and Switzerland.