Complex programmes,
delivered.

Under a formal prudential requirement, the bank had to demonstrate to the central bank that its New Zealand payments and settlements operations could stand alone in a separation event. The endpoint was not a document — it was a compliant operating model the bank could formally attest to, across a multi-year, multi-country programme touching operations, technology and third-party legal agreements.

• Led delivery and operating-model uplift across the payments & settlements portfolio.
• Orchestrated local and Group stakeholders across vendor governance, workforce planning, budgets, approvals and risk resolution.
• Stood up separation-ready capability across new cloud payment platforms; drove operational readiness and NZ run ownership.

A compliant, separation-ready operating model the bank could attest to the central bank — with materially stronger local ownership and resilience of critical payments platforms.

An ageing payments estate of 100+ services and mainframe applications, serving 1.3m customers, had to modernise to meet new central-bank intraday and industry no-recourse rules — reducing risk and cost while improving resilience of a system where failure is not an option.

• Shaped the 5-year payments strategy and won executive approval and investment for a re-platform to a modern payments framework.
• Recruited and led a 42-engineer delivery organisation across seven build / test / run teams; embedded agile, DevOps, CI/CD and automated testing.
• Negotiated a world-first co-development partnership with the platform vendor; built a data-driven migration simulation to de-risk cutover.

Delivered in 8 months for $8m with zero defects at go-live and no remediation incidents since; de-risked $1b+ in daily payments through migration. Recognised with a global industry innovation award.

A consumer marketplace serving ~4m members was slowed by unclear role expectations, fluid accountability, centralised decision-making and inconsistent practices across teams — blurring ownership and dampening speed to value.

• Designed and implemented a Strong Accountability Model — new Product Owner and Agile Practices Lead roles, and self-managing value-stream squads aligned to the 5-year strategy.
• Embedded experiment-driven practices (continuous dual-track discovery, thin-slicing, A/B testing) and instrumented the change with clear metrics: cycle time, PO–sponsor expectation gap, and practice maturity.
• Built enduring capability — Product Owner toolkits, a PO Guild, continuous-planning routines and a data-driven capital-development cost model.

A 45% reduction in delivery cycle time within three months, rapid adoption of new practices, and the flexibility to re-align the portfolio around eight strategic initiatives at pace — with measurable customer outcomes: 10%+ uplift in buyer purchases, 300% ROAS, and 580,000 site returns from real-time marketing.

A shared SAP estate underpins finance, procurement, asset management, payroll and HR, with six business functions pushing change into one tightly-coupled environment. A severe testing bottleneck and out-of-sequence transport imports were causing code overwrites, instability and delivery risk — just as a major ERP transformation loomed.

• Established the product operating model and ways of working for corporate-services technology delivery — operating rhythms, multi-criteria prioritisation and visibility-of-work routines — and built in-house delivery capability.
• Authored a risk-based analysis of the payroll testing strategy, recommending SME-led business-process validation over sole reliance on the system integrator.
• Refined the integrator selection approach around SAP Activate and shift-left quality principles; advocated a blended in-house / vendor model to protect continuity and institutional knowledge.

A more stable, well-run BAU environment with clearer prioritisation and lower payroll-remediation risk — the foundation a major ERP programme needs to deliver its new payroll and workforce-management systems into.