Lean & Agile Process Specialist
I have specialized in Lean and Agile process design, business & process improvement, operational and business excellence as a Senior Leader with the Business Performance and Improvement team at the National Australia Bank, based in Melbourne. With over 15 years continuous improvement experience within world-renowned finance and banking organizations, I am a strong believer in the importance of being able to truly engage, empathize and understand a business prior to being able to improve the business, whether it is on a people, process, cultural or technical level. As a result, I am effective at influencing and aligning business thinking using a pragmatic and passionate approach, achieving outstanding process and business improvement results.
¥ Project Management – Agile, Prince2, Kepner Tragoe
¥ Lean / Six Sigma
¥ Change Acceleration
¥ Kaizen Problem Solving
¥ Active Operations Management
¥ Business Excellence Assessor
¥ Operational Excellence Assessor, Trainer and Coach
Assistant Director, Process Improvement and Design Expert
¥ Review, design, governance and delivery of NDIS Whole of Agency Process mapping.
¥ Project definition, management and delivery of key NDIS national transformation projects and initiatives ($195M>), encompassing all states and territories inclusive of governance and steering committees.
¥ Review of Parliamentary Royal Commission Audit Findings, Response Position Papers and Recommendations and Close Outs, reporting back to key senior stakeholders, parliamentary ministers and government departments.
¥ Creation of a Centre of Excellence (COE) for business improvement, process design and project management capabilities. Encompassed setting the vision, strategy, technology, service offerings and implementation.
¥ Coaching and Mentoring of Agency teams and senior stakeholders across process improvement, Lean and Business / Operational Excellences principles and fundamentals to drive NDIS goal of ‘One Agency, One Scheme’.
Project / Design Lead
¥ Enterprise wide Current State Assessment and Process Excellence Maturity Review across entire Bureau. Endorsed by CEO and CFO.
¥ Enterprise wide Process Excellence Architecture Model and Framework, focusing on addressing security and process resilience risks. Endorsed by CEO and CFO.
¥ Audit and review of all current ME banking processes (165+ processes) and re-design and build of all ME Bank ‘To Be’ processes, incorporating identifying and implementing process and system improvements and opportunities, to ensure an efficient, timely and cost-effective migration to a completely new banking platform and CRM. Involved the design, endorsement and build of completely new banking features and products i.e.: Balance Transfer, Loyalty, Rewards, Customer Journeys and Campaign Management.
Senior Consultant - Enterprise Transformation
¥ Multiple enterprise wide business re-engineering, process improvement, operational excellence and customer journey initiatives across all divisions i.e.: NAB Mortgage Services, NAB Broker Services, FX Global 24Hr International Payments, NAB Health, NAB Property, Customer Payments and Processing, delivering sustainable enterprise wide productivity improvements of 27% and savings of $6.4 Million and 82,000 hours in endorsed capacity release for the financial year.
¥ Led multiple medium to large sized improvement projects utilising AGILE, Cell Design and Lean methodologies focusing on the ‘customer journey’ delivering a much improved Pass Rate / First Time Approval and ‘Time to Unconditional Yes’ from an existing 15% to the current 62%, reducing the customer journey from 12 business days down to 2 business days, dramatically reducing ‘cost to serve’
¥ Facilitated multiple Operational Excellence, Lean Kaizen and Business Excellence Boot Camps for GM’s, Heads Of and Business Leads. Program comprised of 10 fundamentals rolled out weekly to the businesses with defined targeted weekly requirements and achievements. Required to coach and mentor leadership through the program whilst ensuring knowledge transfer and implementation on the framework occurred.
¥ Led Lean analysis identifying $5.4M p.a. in savings in end-to-end customer processing costs. Achieved a 20% productivity uplift across the most material processes in the back office (by labour effort) over a 4-week proof of concept. GM approval for division wide implementation and standardisation.
Consultant - Management Consulting
♣ Merged 2 interstate fund management operations on behalf of Westpac Funds Management, completely reviewing both operations in order to establish and implement business excellence and change management programs upon final merger of the two interstate operations.
♣ Used Lean methodologies to baseline and improve the delivery of personal loans that originated in the online channel. Results included:
♣ ‘Time to decision’ reduced by 81% (was 5.4 days, now ~1 day)
♣ $9M p.a. in additional revenue – due mainly to improved conversions
♣ Constructed Value Stream Map to display all process step timings, inventory queues, total throughput times and therefore highlight the location of all processing bottlenecks.
♣ Trialled future state process with “cell trial” before implementing across processing team.
♣ Trained, coached and implemented active management in all on-shore processing teams.
♣ Conducted Lean Process Simulations with Ops team leaders and team members.
♣ Change Management: Upon securing the NAB fulfilment contract, Sema Victoria’s largest to date ($15.7MM), successfully managed the Change Strategy for the newly won contract achieving all targeted outcomes 3 weeks ahead of the aggressive ‘Go Live’ deadline.
♣ Business Excellence: Responding to forecasted decrease in portfolio profit, introduced Business Excellence and six sigma methodologies across the Victorian business achieving the ‘cost out, margins up’ goal of delivering targeted reduction of 15% in contract fulfilment costs ($1.3M).
♣ Strategic Growth: To strategically grow the Victorian business, successfully negotiated Fulfilment contracts with Tier One organisations such as NAB, AXA, Goldman Sachs, JB Were and CGU achieving an average increase of 130% valued at $14.9M in contract revenue outcomes, exceeding the year on year portfolio target of $67M.
♣ Delivering on Plan: Due to Tier 1 client feedback concerning ongoing service impacts to contracted SLA’s, mediated, negotiated and influenced retention strategies and remediation actions to successfully retain and re-sign 3 year commitments with combined revenues of $18.8M over the contracted period.
♣ Mentoring and Coaching: To maximising employee potential, developed and implemented a mentor program to identify and promote internal talent, seeing the successful promotion and placement of three portfolio account managers, each responsible for $6M product portfolios.
Project Manager - Consumer Finance, Aust. & NZ
♣ Project Management: Managed 12 month sigma Coles Myer portfolio projects, ranging from $2.5M to $15M in size, introducing system enhancements and new card products to consumers nationwide. Met all client targets and deadlines and exceeded SLA thresholds from inception.
♣ Managed Coles Myer $5M Retail ‘Kiosk’ concept pilot project
♣ Keeping the Business Safe: With the threat of non-compliance and a halt to portfolio trading, managed Dept. of Federal Anti-Terrorism compliance transition project for Consumer Finance, managing all requirements from mainframe enhancements and policy & procedure deployment through to staff training and ongoing business support, successfully maintaining full legislative compliance and business continuity.
♣ Managing Risk: In response to strategic goal ‘Cost Out, Margins Up”, implemented new fraud procedures as part of the new account application process, resulting in 27% increase in fraud detection.