I’ve enjoyed a rewarding career in banking and finance, working across the spectrum of the industry from a Big Four bank to a government-owned specialist funder to Australia’s largest credit union.

I started with ANZ as a graduate, choosing to work in a branch rather than at head office, which gave HR a pink fit. But it was a great introduction to retail banking and I learned valuable lessons about the importance of the customer. ANZ gave me the opportunity to work overseas, to open new banks, to develop products for specific markets and to advance through the ranks to the C-suite level. Most of all, I was able to build relationships that have lasted to this day.

Rural Finance Corporation was my first CEO role and it was well matched to my personal interest in farming and agribusiness in regional Victoria (read more about that under About me). As CEO, I loved being able to impact the entire organisation, which resulted in very strong growth and excellent shareholder returns from dividends and a lucrative sale.

I jumped at the CEO role for Credit Union Australia (now Great Southern Bank), a mutual (meaning member-owned) banking and health insurance business. When I arrived, the organisation had expanded rapidly through dozens of mergers and not surprisingly, it was struggling to become an integrated business. I think I’m most proud of being able to infuse a strong sense of purpose into the culture and I saw the benefits again and again, as we grew our membership and improved all of our success measures.

Alongside these CEO and executive roles, I’ve held many directorships and Board roles. It’s been interesting and educational to be both a CEO reporting to the Board and a Board member working with CEOs. You can read more about my Board roles here.


Growth and Transformation at CUA

  • increased balance sheet by 50%, reducing cost to income ratio as net interest margins fell
  • maintained profitability over 5 years, despite $60m investment into building digital capability
  • improved Net Promoter Score, closing the gap on the leader from over 20 points to 1 point
  • increased staff engagement score to 79% and improved culture score to 66%
  • grew membership by over 33k to over 550k

Turnaround of Rural Finance Corporation

  • grew lending by 20% and net profit by 51% (whilst distributing 16.5% pa to government)
  • achieved NPS of 77% and strong staff engagement scores over 80%
  • managed the sale of the business to Bendigo & Adelaide Bank for a net return to the government of over $400m

Sale of ANZ Bank’s Oman operation

  • identified a buyer, negotiated the sale and set up a new bank in Oman for the new owner
  • generated a return to ANZ equivalent to 19 years earning of the business that was sold


Establishment of ANZ Royal Bank in Cambodia

  • identified a partner and obtained regulatory approvals


Establishment of ANZ’s Regional & Rural businesses

  • built ANZ’s Regional & Rural businesses which comprised 3,000 staff across Regional Australia, across three types of business with total end-to-end accountability
  • increased NPAT by 12% pa, grew Small Business Banking from six staff to over 200 staff, grew market share from 14% to 16% and net profit by 25%


Williamson Leadership Program 1999

Senior Management Program 2003

Senior Executive Program 2006

Advanced Risk Management Program 2010

International Directors Programme


Bachelor of Economics 1980

Graduate Diploma of Corporate Finance 1986