[{"role":"Chief Financial Officer","company":"Shuttlerock","location":"Auckland, New Zealand","startYear":2022,"startMonth":"1","currentRole":true,"description":"Strategy and business planning - Collaborating closely with the leadership team and the Board to jointly develop a comprehensive strategic and business plans, Objectives and Key Results (OKRs), budgets, and financial forecasts. Financial Control and Reporting - Providing strong leadership to the global finance team across 13 entities, ensuring the correct and prompt completion of all business and statutory accounting, tax, reporting, audits, and payroll activities. Monthly Business Reviews - monitoring performance against key agreed-upon OKRs and outlining the progress against the strategy to the CEO and the Board. Capital Management - Effectively checking and reporting on the long-term cash position, ensuring the strategic and efficient deployment of capital resources. Legal and Risk Management - Leading and managing the company's overall legal and risk exposure, implementing robust mitigation strategies. Shareholder and Investor Relations - Cultivating and keeping strong relationships with key shareholders and investors. Acquisition – Led the acquisition of a US$6m Technology asset in South Korea in Sep 2024. Key activities included: due diligence, negotiation and agreement and post acquisition implementation strategy."}, {"role":"Chief Strategy and Customer Growth Officer","company":"Shuttlerock","location":"Auckland, New Zealand","startYear":2022,"startMonth":"1","currentRole":true,"description":"AI Strategy - Collaborated closely with the Marketing, Product and Production teams to define the AI strategy, identifying key levers across the company value chain (client-facing, sales, and support activities). Developed an implementation roadmap focused on delivering early positive customer and financial impact. Investment Rounds - Created the growth strategy and information memorandum document to support the fundraising round of NZ$12m in 2022. Customer life time value (LTV) and Recurring Revenue - Identified the key needs, attributes, and behaviours of our ideal customer profile, created an end-to-end data-driven personalised customer experience to drive acquisition, expansion and retention (Net Revenue Retention > 103%, Gross Revenue Retention 99%, ARR US$12m, Win Rate 78%) and developed an agile operating model to continuously improve the customer service levels (CSAT, 90% of customers provided top rating)."}, {"role":"Head of Strategy","company":"Woolworths New Zealand (Countdown)","endYear":2022,"endMonth":"1","location":"Auckland, New Zealand","startYear":2018,"startMonth":"1","currentRole":false,"description":"Led the digital strategy & transformation agenda across three strategic pillars: connected customer experience, smart & sustainable growth and digital, data & IT capabilities. Assessed the value at stake to inform the prioritization of the digital roadmap and defined an Agile operating model to accelerate the delivery. Increased online sales penetration from 4.5% to +15% and improved P&L by 450 bps in 3 years. Implemented and rolled out of the Group Quarterly Business Review (QBR) process in New Zealand across the different business units to set quarterly objectives, review the benefits achieved on the previous quarter and prioritise the funding allocation based on performance and value realization. Led the creation of new ventures to underpin the Group Ecosystem strategy anchored in building core capabilities an entering into strategic adjacencies. Key activities include M&A, partnerships, and investments in strategic players in key verticals such as retail tech, media, enviro tech, and next-gen consumer products & services."}, {"role":"Head of Digital Strategy & Transformation","company":"Lloyds Banking Group","endYear":2018,"endMonth":"1","location":"London, UK","startYear":2016,"startMonth":"1","currentRole":false,"description":"Led the due diligence and bottom-up planning phases of the Digital Transformation for the Group. Evaluated the full potential and size of the transformation opportunity, timing, and difficulty to capture the value associated by major areas and business unit. Created a detailed transformation and capability roadmap with initiatives at a business function level and fully validated implementation plans. Established the Transformation Office to drive rigorous tracking of performance delivery, transformation health and new capabilities building. Led the implementation of the key workstreams / labs from the overall Digital Transformation Roadmap: Account opening (personal accounts, savings accounts, cards, and loans), Marketing & segmentation, Pensions & investments (£300m budget over 3 years, each lab had an average of 100 people)."}, {"role":"Senior Engagement Manager","company":"McKinsey & Co","endYear":2016,"endMonth":"1","location":"London, UK","startYear":2014,"startMonth":"1","currentRole":false,"description":"Profitability improvement transformation – Universal Bank. Conducted independent diligence and bottom-up planning phases of transformation of major business unit of Top 10 global universal bank, across Wealth, Retail, and Investment Banking. Revenue & Customer Experience enhancement – Retail eCom. Applied machine learning to develop a customer life cycle model, created a “best next product to buy” algorithm and set up a Customer Value Model segmentation to grow the customer base and increase customers share of wallet. Achieved 21% revenue and 10 bps NPS uplift. Post merge integration strategy – Hi-Tech. Designed post merge front to back Architecture and integration plan for European Hi-Tech organisation. M&A - Fintech. Conducted due diligence on UK Fintech player focused on digital payments including valuation of the company and creation of equity story. Created a shortlisted pipeline of 4 potential buyers and secured acquisition. Digital Strategy & Transformation – Public sector. Developed the 2021 digital strategy & business transformation master plan for the Department of Health of a major European government. Annual value at stake identified: £5.7bn."}, {"role":"Senior Vice President – Capital Markets Global Operations & Technology","company":"Deutsche Bank","endYear":2014,"endMonth":"1","location":"London, UK","startYear":2012,"startMonth":"1","currentRole":false,"description":"Led a Front to Back Digital transformation initiative in Capital Markets ranked within the top 20 Global change the bank initiatives. Identified key operation inefficiencies across the trade life cycle, performed root cause through analytics and articulated the corrective action plan. Reduced trade processing exceptions by 45% and increased FTE capacity by 19%."}, {"role":"Senior Vice President– Cash Management Governance Ops","company":"Citigroup","endYear":2012,"endMonth":"1","location":"London, UK","startYear":2006,"startMonth":"1","currentRole":false,"description":"Management Officer for TTS (Treasury and Trade Services) Ops Global Head. Oversight of performance for largest Global transaction business ($3tr transaction / day)."}, {"role":"Vice President – Operations & Technology","company":"Citigroup","endYear":2012,"endMonth":"1","location":"London, UK","startYear":2006,"startMonth":"1","currentRole":false,"description":"Business Offshore Strategy: Defined and implemented a Business and Technology Optimisation strategy for EMEA and APAC. Achieved cost reduction of $8.5m p.a."}, {"role":"Developer and Data Engineer","company":"Accenture & Everis","endYear":2005,"endMonth":"1","location":"Barcelona, Spain","startYear":2000,"startMonth":"1","currentRole":false,"description":"Worked across multiple Technology engagements."}]