Division CFO Bank

• Oct 2021 - Present

Group General Manager, Finance

• Oct 2018 - Sep 2021

With Challenger undergoing significant growth, I was appointed to the executive management team as Head of Group Finance and promoted to GM Finance where my accountability expanded to oversee the funds management division, finance systems and projects. As a part of this, I led the deployment of a key ERP transformation project. Responsible for contributing to strategic planning and end-to-end financial management, I also partnered with the business to meet performance targets. With 70 staff (40 direct and 30 indirect reports), I focused on building finance into a value-add function and contributed to key decision-making as member of numerous internal company boards and committees, with accountability for ESG, investment and valuation matters.• Led full deployment of the enterprise resource planning (ERP) system on time and within budget, replacing end-of-life legacy systems with a sophisticated integrated solution that enhanced system and reporting functionality;• On-track to deliver a fully integrated reporting solution by mid-2021, streamlining complexity by standardising data sources, minimising manual processing, and reducing preparation time; • Strengthened delivery of business outcomes by promoting cross-functional collaboration, creating an open environment for stakeholders to share ideas for new, better ways of working. Show less

Head of Group & Life Business Performance

• Apr 2013 - Sep 2018

Initially engaged as Head of Life Business Performance, my role progressed to group-level, partnering with C-suite to optimise business performance and scale the business to meet performance targets. A key focus of the role involved transforming the five-year strategic planning process, in addition to contributing to capital management and overseeing risk and profitability. Leading 11 direct reports, I also focused on cross-functional collaboration, working with teams across IT, operations, risk, legal, front office, and investor relations to achieve business objectives.• Re-engineered the five-year strategic planning process, maximising efficiencies by deploying a cloud-based solution, promoting the effectiveness of the technology solution domestically;• Strengthened decision-making and risk management by transforming daily P&L reporting from an ad-hoc, eight-hour, error-prone process to an automated solution that was calculated and databased overnight;• Built team capability by fostering leadership development in high-potential staff and creating a workplace environment that encouraged new ideas and promoted new ways of working. Show less

Manager and Senior Analyst, Life Business Performance

• Oct 2010 - Mar 2013

Employed as Senior Analyst with a focus on streamlining the product offering, I progressed to Finance Manager in under a year to an end-to-end financial modelling role. Tasked to help the business navigate key regulatory changes redefining capital requirements, I collaborated with key stakeholders to build a capability to meet these new standards. Engaging across the business from portfolio managers up the CEO, I conducted critical financial modelling to enhance leadership decision-making.• Built a highly accurate capital management and forecasting capability, critical to meeting regulatory requirements and ensuring delivery of the five-year strategic plan;• Enhanced finance’s reputation as a value-add business partnering function, driving collaboration across multiple stakeholder groups to achieve business goals. Show less

Senior Analyst - Global Asset Management

• Mar 2008 - Mar 2009

This global role required the active management of finance colleagues and senior staff across multiple regions for the Global Asset Management business. This role required the delivery and communication of monthly performance to the global business and finance heads as well as the coordination of the global annual operating plan. A significant component of this role focused on transformation with several process re-engineering projects being undertaken including the offshoring of generic processes to a global service centre in India. The major achievements in this role include: • Initiated and oversaw the successful global deployment of a new reporting framework which provided executives with additional transparency during the GFC whilst reducing reporting process times by 50% Show less

Senior Analyst - Corporate and Institutional Banking

• Oct 2004 - Jul 2007

This global role required the active management of finance colleagues and senior staff across multiple regions for the Global Banking business. This role required the delivery and communication of monthly performance to the global business and finance heads as well as the coordination of the global annual operating plan. A significant component of this role focused on transformation with several process re-engineering projects being undertaken including the offshoring of generic processes to a global service centre in India. The major achievements in this role include: • Conducted a global activity-based costing exercise leading to successful reattribution of >$200m of costs to other businesses • Reported and monitored risk weighted asset (RWA’s) positions to ensure efficient and effective use of capital and that global balance sheet management initiatives were having the desired impact on RWA positions and reducing risk if a financial crisis were to occur Show less

Senior Accountant

• Jan 2001 - Dec 2003

My professional career started at KPMG as a member of the Middle Market Advisory team. This role was a great training ground to obtain exposure to variety of companies operating in different industries. The breadth of this role provided exposure to many financial disciplines which included consulting, tax advisory and provision of audit services for small to medium enterprise and high net worth individuals. KPMG provided first rate training and mentoring for those that undertook the Chartered Accountant program. Show less