Thanks
@bmwatto1 
- I have been wanting to put something together for a while! If it even helps 1 HC member understand something better then I'm happy, I enjoy sharing here.
You will see most of my post is based on evidence and the figures were created based on that evidence of "what if"
I'm sure there will be many responses and I hope there are, the more we all work together the more we all learn!
Well we haven't had a presentation so I had a quick little go myself! haha.
@Sector Lead - That billion dollar potential all depends on IAM and it's management which is top class, Mark Rantall, Patrick Canion, Mark Fisher and Matt Walker (Who we all know)
We know in business are great idea can only blossom if managed correctly, IAM management are more then qualified IMO.
Mark Rantall
Experience
CEO
FPA
2010 – February 2016 (6 years)
Dean of Advice
NAB
2008 – February 2011 (3 years)
Managing Director
Godfrey Pembroke
2002 – 2008 (6 years)
Patrick Canion
Experience
Co-owner, CEO
ipac Western Australia
March 1998 – Present (18 years 7 months)Subiaco, Western Australia
ipac Western Australia is one of Perth's largest financial advice practices. As CEO I am responsible for determining the strategic direction of our business, and delivering on our business plan. I also have my own clientele of personal advice clients, specialising in business owners, corporate governance and wealth diversification. I comment regularly on financial advice matters in the media. I am also a recognised expert witness.
Non-Executive Director
Intiger Group Ltd
June 2016 – Present (4 months)Perth, Australia
Intiger Group Ltd (ASX: IAM) is a provider of technology and outsource solutions to financial planning professionals.
Director/Trustee
Future2 Foundation
January 2014 – Present (2 years 9 months)
Future2 is the foundation of the Australian Financial Planning Association. It exists to make a lasting difference in the lives of those who need it most, giving disadvantaged young people a second chance and hope for a better future.
Director, The Hunger Project Australia, Western Australia Development Board
The Hunger Project
May 2015 – January 2016 (9 months)Perth, Australia
The Hunger Project works to break the cycle of poverty. We believe hungry people themselves are the key to ending hunger. In partnership, we unleash their vision, commitment and leadership so they can feed themselves and their families.
Chair, Regional Chair committee
Financial Planning Association
February 2012 – November 2014 (2 years 10 months)
This committee is charged with advancing the levels of membership engagement as well as recruitment and growth of new members. The committee advises the board and management on issues including chapters, advertising, and the association's value proposition.
Director
Financial Planning Association of Australia
November 2011 – November 2014 (3 years 1 month)
As director, I helped determine the strategic direction of the FPA and, with the board, provide corporate governance of the association. I also chaired the Membership Engagement & Growth committee and the Regional Chair committee, having been responsible for a wide-ranging review and restructure of our member engagement strategy.
(Open)1 honor or award
Director
Western Australian Club
September 2013 – November 2013 (3 months)Perth, Australia
President
Western Australian Club
September 2011 – September 2013 (2 years 1 month)Perth, Australia
As President, I am accountable to members for the Corporate Governance of the Club. This involves chairing board meetings, representing the Club and overseeing Club management.
As President, I oversaw the relocation of the Club and redesign of the Club's business model.
Member, Board Committee for Membership Engagement
Financial Planning Association of Australia
June 2011 – October 2012 (1 year 5 months)
This committee exists to advise the FPA Board on strategies, activities and policies that will ensure the
FPA:
1. Raise the community standing of members
2. Differentiates FPA and FPA members from other participants (amongst
consumer and member audience)
3. Builds and supports a Professional Community (that deepens
relationship with individual professional identity and the FPA)
4. Support and engages with members through local Chapter’s effectively run and appropriately governed
Member, Communication and Marketing committee
Financial Planning Association
June 2011 – February 2012 (9 months)
This committee reports to the Board Committee of membership Engagement. Specifically, we work with the FPA to assist in helping design and improve the way FPA members communicate with the FPA, each other, and our clients.
Strategic Policy Committee member
Financial Planning Association of Australia
December 2009 – May 2011 (1 year 6 months)
The Strategic Policy Committee acts to advice the full board of the FPA on issues that effect the position of financial advisers in Australia.
Vice President
Western Australian Club Inc
July 2004 – September 2010 (6 years 3 months)
As Vice President I partake in the corporate governance and strategy of the WA Club. I also chair the Membership & marketing subcommittee.
Mark Fisher
Experience
Founder & MD
Intiger Asset Management Pty Ltd
June 2013 – Present (3 years 4 months)Perth, Australia
Australia's first Australian Stock Exchange (ASX) listed Offshore Financial Service Processing Platform.
A new beginning for Australian Financial Service.
Private, personalised & bespoke, Intiger delivers Australia's first & only Outsourced Offshore Insurance, Secured & Unsecured Lending & Paraplanning/Back Office solution.
Intiger is by referral only.
Head of Strategy & Offshore Solutions
Royal Bank of Scotland
June 2011 – May 2013 (2 years)UK
Reported: MD, RBSI Main Board & UK Treasury/Gov’t
• Remit: Operational Transformation & Programme Management across Royal Bank of Scotland Retail Banking SS&P & Insurance (UK, Italy, Germany) for UK Government, minority shareholders & RBS Main Board
• Delivered: systemic Operational Restructure Strategy RBS Retail Banking core operating lines, products & services
• Delivered: 9% Net Operating Cost reduction, 13% FTE (head count) reduction (19% Italy, 6% Germany), 9% product & service provider release & 15% product line reduction across RBSI
• Delivered: introduced RBSI Six Sigma Centre of Excellence: drilling Six Sigma Methodology into DNA of RBS. 1 core Operating Team training > 120 cross business Green & Black Belts, mentoring 98 Black Belts & driving delivery of the associated 42 core Operational Change Programmes
• Delivered: RBSI Six Sigma Programme Governance & Programme Management Board: track, control & drive delivery of all cross business Operational Change Programmes
• Delivered: RBS SS&P Session 1 & Session 2 Operational, Strategic & Financial Planning cycles to deliver business wide oversight, accountability & alignment for UK Treasury, minority shareholders & UK Equities Market
Head of Offshore Processing Latin America
Barclays Investment Bank
2010 – 2013 (3 years)London, United Kingdom
Executive Director Global Restructuring
HSBC Global Banking and Markets
December 2010 – June 2011 (7 months)UK, North & South America, Asia Pacific, Middle East, Europe
Reported: Global Head Sales Performance Management
• Goal 1: redefine, build & embed new Sales Process Lifecycle & required Back Office infrastructure for select HSBC Retail & Investment Banking teams in the UK, US & Poland
• Delivered: global Center of Excellence for Investment Banking White Good/Back Office process's, documentation, recording & administrative management
• Delivered: Pitch Builder System: instant, voice activated Sales Presentation tool to replace power point in 39 languages & 12,000 pages of content, SANT System's USA
• Delivered: MI, Forecasting & Reporting Center of Excellence delivering data, metric & analytic requirements for HSBC's Top 50 Retail & Investment Banking products (bi lingual team Hungary)
• Delivered: Six Sigma process analytics on Top 3 Euro Retail banking products delivering weighted 19% reduction in application Turn Around Time (TAT)
• Delivered: Complaints Recovery Mode] (C.R.M) & Customer Complaints Resolution Process (C.C.R.P) pilot for Payment Protection Insurance (PPI) sold in UK & USA
Director – Retail Banking Offshore Processing
McKinsey & Company
March 2009 – December 2010 (1 year 10 months)UK
Reported: Chief Executive Officer CEO & Chief Operations Officer COO
• Goal 1: design & deliver Savings Retention Programme to reduce 2009 Median Net Savings Loss by 25% at or before 01/2011 leveraging Nationwide Change Management Framework
• Goal 2: full life cycle Programme Management for Head of Savings & Exec Director Group Product & Marketing
• Goal 3: construct & deliver Nationwide 2010 Retail Banking Customer Strategy inc Product Development, Programme & Change Management structural audit, cross business cost reduction, head count management, Risk & Regulatory Control Management
• Delivered: Savings Retention Programme to reduce Net Savings Loss by projected £130 mill
• Delivered: Savings Retention Programme; 6 Workstreams, 9 cross business Project Managers, 100 day delivery window & projected £130 mill fund retention
• Delivered: leveraged Senior Stakeholder Management & Project/Change Management framework to deliver Programme
• Delivered: 2010 Retail Banking Customer Strategy D1
Director EMEA - Investment Banking Process Improvement (Six Sigma)
The Boston Consulting Group
July 2008 – March 2009 (9 months)UK, Europe, Middle East, Africa (Western only)
• Goal 1: With Board define & translate Lloyds Strategy Map for 09/10, convert to KPI’s, translate to Board & business wide Dashboards & link to Exec Compensation structure with full shareholder & Regulatory transparency
• Delivered: Strategic Objectives agreed Board & business wide
• Delivered: linked quantifiable Board KPI’s with drill down to businesses & regional KPI performance
• Delivered: fully Interactive & Live Dashboards & Change Management System at Board & business level across the UK
• Delivered: buy in to usage of GE LEAN Six
Sigma BPMS (Business Performance Management System) & Kaplan & Norton Metric Management System to manage Ops Performance & Exec Compensation using data & KPI’s
Programme Director - Mortgage Platform & Market Exit
JPMorgan Chase
June 2007 – July 2008 (1 year 2 months)Greater New York City Area
• Currently under restrictive Non-Disclosure Agreement regarding this role
• NDA ends 06/2013
• London & New York based
• Delivered: Acquisition Integration of new Retail & Wholesale Insurer in USA (Southern States)
• Sub Prime/Non-Conforming Leasing business assessment, debt /book sale & closure in Northern United States
Programme Director - Global Banking Process & Change Management
Barclays Capital
November 2005 – June 2007 (1 year 8 months)South Africa, Italy, Spain, France, Portugal
Reported: Head of Barclays International Retail & Commercial Banking
• Goal: deliver full critical on site Operational assessment of Barclays Retail Banking & Insurance in Italy, Spain, France & Portugal.
• Delivered: Identify & define execution plan for Top 10 Areas of Retail Operational Improvement per country
• Delivered: Reduced application to acceptance Turn Around Time for Spain mortgages from circa 29 to 12 days
• Delivered: in with Italian Sales Director new Euro Sales Incentive Structure; driving reduced application Turn Around Time, faster time to “YES”, faster time to “Cash” & 23% application Up Sell from in field Sales Force
• Delivered: road map to boost national Payment Protection Insurance for Barclay Card “PPI” Portugal mortgages
• Delivered: Spain, France & Italy: defined & developed road map to redesign back end processes to reduce application rework, errors and drive higher, faster accept rates
Programme Director – Wealth Management Change
Barclays Wealth and Investment Management
December 2004 – September 2005 (10 months)UK
Reported: IRCB Head of Insurance & Consumer Finance
• Goal: Design & implement Non-Conforming Mortgage platform
• Delivered: Full Life Cycle business to offer non-conforming mortgage products to UK customer base
• Delivered: Non-Conforming Mortgage model design & execution, legal, compliance & regulatory approval, cross business process & change management, training, Customer Complaint Resolution Process, Customer Services Process, contract negotiation, stakeholder management & operational set up
CRM Global Programme Management
GE Capital
March 2002 – December 2004 (2 years 10 months)Spain, France, Portugal, Italy, USA, UK, Poland, Hungary, Australia, France
Customer Relationship Management (CRM)
• Budget: £7 million.
• Team size/direct reports: 17 people
• Delivered: designed & implemented Cross Business CRM solution/process reduced Customer Churn & Redemptions by £360 Million Net Assets per annum
• Delivered on full lifecycle project. Identified & then manipulated internal processes & Key Drivers of change boosting Net Income by £3M in 2003
Sales Force Improvement Director
GE Capital
March 2002 – December 2004 (2 years 10 months)Spain, France, Portugal, Italy, USA, UK, Poland, Hungary, Australia, France
Process & Change Delivery - Sales Force Improvement
• Budget: £4 million.
• Team size/direct reports: 11
• Delivered: Developed & implement continuous process improvement program & “Living” SFI Compensation Model across European Mortgage businesses
• Delivered: reduced Sales Force turnover 23% in 8 months, boosted Sales Force penetration 16% in 6 months, raised Net Earning Assets UK £80 million in 12 months. Drove changes to all internal process to implement program objectives.
FS Regulatory Programme Management
GE Capital
March 2002 – December 2004 (2 years 10 months)UK, USA
Process Management - Financial Services Authority Regulation Change
• Budget: £2.7 million
• Team size/direct reports: 37
• Delivered: at Board & functional business level to implement changes required by FSA Regulation of UK Mortgage/Insurance market & UK IFA network
• Led Change Programs & Interdepartmental Project Teams in Finance, Sales, Compliance, Ops & HR to deliver on changes required by FSA CP 197 & 198
• Delivered: stakeholder management, communication, training & process change programs to meet FSA requirements. Represented GE Mortgages as contact for FSA & IFA distribution network throughout regulatory change program.
Programme Director - New Market Entry
GE Capital
January 2002 – December 2004 (3 years)UK, USA, Spain, Portugal
• Budget: £15 million
• Team size/direct reports: 23
• Delivered: market entry & ops strategy for GE’s first mortgage business in Spain. Full project life cycle from business case to execution/roll out.
• Delivered market & competitor analysis, product design, distribution networks, regulatory & legal requirements, funding, financial analysis & operational set up.
• Stakeholder management with multi-disciplined teams. GE now Spain’s largest subprime lender, 500+ IFA distribution group & vols at 250+ Million Euro per month
Mergers & Acquisitions Deal Team & Acquisition Integration
GE Capital
January 2002 – December 2004 (3 years)UK
• With GE Capital M&A team completed due diligence on acquisition of UK subprime mortgage lender i Group
• Acquisition Integration of i Group Mortgages into GE Consumer Finance
• With GE Capital M&A team completed due diligence on acquisition of Abbey Nationals – First National
Mortgage Solutions
• Acquisition Integration of First National into GE Consumer Finance
International Project Management - Process Management & Change
GE Capital
September 2001 – January 2002 (5 months)China, Hungary, UK
• Budget: £3 million
• Team size: 3
• Delivered: £150 million cost savings from GE’s Pan European Cost Base in 2002.
• GE Europe: 19,000 heads, 22 businesses, £4.4billion cost base, 23 countries. Four Cost Out Initiatives identified:
1. Process Change & Back Office Relocation: transfer headcount & back office non-value add work to low cost locations e.g. London to Leeds.
2. Outsourcing: built Outsourcing Centre in Hungary for Euro businesses.
3. Call & Contact Center Development – Inbound & Outbound dialing capacity created for GE’s European businesses in Hungary.
4. Supplier Negotiations: project goal - secure 15% rebate on all purchases made through GE’s top 10 suppliers in 2001 (China Best Practice)
GE Private Equity - Director Cost Reduction
GE Capital
March 2001 – September 2001 (7 months)New York City & London
• Budget: £500,000
• Team size: 6
• Delivered: worked for GE’s Global Portfolio Companies as Project, Process & Change Specialist.
• Implemented Six Sigma Project, Process & Change Management program for Italian based Rails Services Co.
• Acquisition Integration program for UK based IFA
• Call & Contact Center, process & cost reduction program for UK credit card provider. Developed 24 hour Call Center Customer Service offering
Head of European PMO - Switzerland, Czech Republic & Poland
GE Capital
September 2000 – March 2001 (7 months)Switzerland, Hungary, Czech Republic, Poland
• Budget: £3 million
• Team size: 11
• Delivered: PMO leader for 3 countries & 6 languages in development & Full Life Cycle roll out of Cross Business Intranet Platform (GE Bank Switzerland, GE Finance Hungary, GE Bank Czech Republic)
Client Management Director - Credit Cards & Store Cards
GE
March 2000 – September 2000 (7 months)USA, UK
• Delivered: working for GE Capital Director of Client Sales (Europe), managing Credit & Store Card relationship between GE USA, Arcadia Group UK, Harrods UK and Wall Mart USA. Managed service provision of Customer Services & Call/Contact Centers for Store & Credit Card accounts
• Delivered: significant Stakeholder Management on 3 £200+ million pound Credit & Store Card accounts
• Delivered: contract re-negotiations with Harrods and Wall Mart up to 2007
Global Head of Outsource Pilot LCCE
GE
September 1999 – March 2000 (7 months)India, UK, USA
• Budget: £4 million Team size: 29 multi-disciplined reports
• Delivered: Pilot BPO Store & Credit Card Call/Contact Centers to India from UK
• Delivered: £8 million Cost Reduction Change Program by transferring Customer Serv & Collection Calls to India
• Delivered: process & change management program to:
1. Full end to end Sales Finance & Collection Inbound & Outbound dialing capacity for Pilot client accounts
2. Sell UK client accounts the downsizing of UK Call Centre staffing levels
3. Cultural issues: Delhi working hours must match UK, language, accents
4. Client Service Level Agreements development
Investment Banking Risk Analyst
HSBC Global Banking and Markets
January 1998 – September 1999 (1 year 9 months)UK, France
• Quantitative Risk evaluation Model Building & evaluation via Matrix Gratulates for:
- Government Bond Trading Desk & Money Market & Currency Options Trading Desks
re Interest Rate Risk, Foreign Exchange Risk & Commodities Risk
