Experience

DeadlyScience
• Australia
• Education Administration Programs
• 1 - 100 Employee
• Chief Operating Officer

  • Jul 2022 - Present

Aware Super
• Australia
• Financial Services
• 1 - 100 Employee
• Senior Manager - Transformation Program

  • Apr 2020 - Jun 2022


National Australia Bank

• United Kingdom
• Banking
• 1 - 100 Employee

• Business Lead - Wealth Separation Program

  • Jul 2018 - Dec 2019

  Program Business Lead in the separation of the MLC wealth business from NAB. Role involves delivery of key program initiatives, executive stakeholder management, board engagement and risk management. Program Business Lead in the separation of the MLC wealth business from NAB. Role involves delivery of key program initiatives, executive stakeholder management, board engagement and risk management.



SuperEd / Retirement Essentials

• Chief Operation Officer

  • Aug 2013 - Jul 2018

  Role involved establishing and then managing all operations functions including finance, human resources, legal, and risk and compliance. In addition role also involved preparing monthly management / financial / Board reporting, participating in business development activities and managing a series of client initiatives. Role involved establishing and then managing all operations functions including finance, human resources, legal, and risk and compliance. In addition role also involved preparing monthly management / financial / Board reporting, participating in business development activities and managing a series of client initiatives.



AMP

• United Kingdom
• Financial Services

• Director Advice Services

  • Oct 2010 - Mar 2013

  Role involved overall responsibility for development of end to end financial advice framework and technical support (covering Product research (APL), Technical advice, Advice policy and implementation, Paraplanning and Vetting functions) for 2,000 financial planners in Australia. Team included 140 staff across 5 locations.

• Head of Paraplanning

  • Aug 2008 - Sep 2010

  Role involved turning around the performance of the Paraplanning service – a stand alone business function producing statements of advice for clients on behalf of AMP financial planning practices. End result was a significant improvement in the business performance of the service as measured by an improved P&L result each year, increase in planner (customer) usage, and significant improvement in employee engagement results.

• Director, Finance Change Program

  • Jul 2006 - Jul 2008

  Reporting to Group CFO, the Program involved a complete re-engineering of key aspects of the company Finance function across Accounting, Actuarial and Tax teams to deliver faster, more accurate and complete monthly and half yearly reporting to senior management, the Board and the market. Program consisted of $100m in capital expenditure, 18 projects and up to 100 project and business team members.

• Manager, Customer Relationship Management

  • Sep 2004 - Jun 2006

  Role involved driving out maximum business value from recently implemented Siebel CRM and Enterprise Data Warehouse (EDW) systems, and significantly improving the quality of the underlying business and customer data

• Finance and Strategy Manager, Product Manufacturing

  • May 2003 - Aug 2004

  Role involved bedding down new Product Manufacturing structure and establishing key operational frameworks (strategic planning, operational planning, management reporting, and risk and compliance reporting) to ensure quick transition to business as usual.

• Program Office Manager

  • Apr 2001 - Apr 2003

  Role involved leading AFS division Project Management Office (PMO) - $80m capital expenditure budget / 12-18 projects annually. Conducted financial and risk assessment of each project, and made approval recommendations, reported and monitored progress against business case (including benefits realisation) and managed post implementation review process. Continuously improved PMO business case templates, processes and reporting mechanisms. Worked with senior leadership team members and sponsors to identify ‘roadblocks’ to key projects and recommended solutions. Implemented initiatives to improve capabilities of project managersDuring this period I also had responsibility for two major company wide initiatives:a) Development of AFS New Business Model (Dec 2002 – Apr 2003)Project involved leading a team (in conjunction with external consultants and AFS Executive Team) to develop a new business structure designed to improve P&L accountability across functions and senior leadership teams. b) AFS Cost Cutting Program (Sep 2002 – Feb 2003)Program involved leading a team to identify and then deliver targeted reduction in AFS ongoing run rate costs of over $60m (including approximately 460 staff). Show less