Creating commercial value in complex financial-services businesses

Led Product and Credit for the development, launch and growth of a new digital SME banking business on Constantinople's Banking-as-a-Service platform, distributed through GSB and an embedded partnership with MYOB. The work integrated proposition economics, customer acquisition, credit, risk, technology and operations. The business launched within 12 months of joining and grew to more than 10,000 businesses and over $200 million in deposits.

• Led the development of an integrated SME banking proposition spanning transaction accounts, savings, term deposits, payments, invoicing, accounting integrations and secured and unsecured lending.
• Held full P&L accountability, combining commercial strategy, pricing, customer acquisition, credit and portfolio performance.
• Built and led an eight-person Product and Credit team, establishing the capabilities required to develop, manage and grow the business.
• Developed credit policies, risk-based pricing and automated decisioning processes; personally contributed to assurance of the credit decision engine and bespoke repayment calculator, identifying errors missed in earlier external assurance.
• Established the operating model across the bank, BaaS provider and embedded finance partner, integrating customer processes, operational responsibilities and risk controls.
• Worked closely with Digital and Marketing to develop research- and analysis-led customer value propositions and acquisition messaging, and used funnel and deposit-customer analysis to refine targeting towards higher-value segments.
• Pushed for direct access to Snowflake data to understand deposit-customer behaviour and value, and developed dashboards to support shared commercial decisions across the business.
• Developed product risk and compliance controls, including DDO requirements, and addressed emerging fraud and financial crime risks in the live banking environment.

Led ANZ's merchant acquiring product business across more than 150,000 merchants, combining portfolio economics, customer segmentation, product strategy and leadership of a multidisciplinary organisation of approximately 45 people. Following interchange reform, I developed detailed modelling of customer-level impacts to design segment-specific pricing that shared savings with merchants while maintaining sustainable commercial returns.

• Built detailed models of interchange reform impacts across approximately 150,000 merchants and led segment-specific repricing that shared savings with customers, managed attrition risk and improved margins by approximately 15%.
• Developed and implemented interchange-plus pricing arrangements for Corporate and Institutional customers, reflecting the underlying economics of payment acceptance.
• Supported development of BladePay, an Android-based mobile payment platform, by addressing project funding, delivery structure and commercial priorities.
• Led product development initiatives including payment acceptance solutions for hospitality, retail and healthcare markets.
• Contributed to a strategic review of ANZ's merchant acquiring business, evaluating alternative operating models and supporting recommendations considered at Board level.
• Introduced a more integrated approach to managing the end-to-end value chain, improving coordination across product, technology, operations and distribution functions.

Led commercial lending and deposit product management across SME, mid-market and corporate segments, with a focus on new propositions, portfolio economics, pricing and simplifying complex products and processes. This included detailed review of pricing models and capital assumptions as well as major lending remediation and technology changes.

• Developed and launched a new market-based commercial lending facility to replace traditional commercial bills, generating more than $1 billion in sales in its first 12 months through proposition design and close engagement with distribution teams.
• Led a $5 million lending simplification program, addressing product and process complexity across overdrafts and term loans while improving commercial outcomes.
• Supported the migration of a $5 billion commercial bills portfolio to LoanIQ, addressing legacy system constraints, maintaining customer continuity and correcting historical discrepancies across approximately 6,000 facilities.
• Led a $3 million remediation program to resolve systemic term-loan repayment calculation issues, coordinating cross-functional analysis, corrective action and customer remediation.
• Addressed significant issues in a statutory trust account portfolio through improvements to systems, contracts, operating processes and regulatory relationships.
• Developed deposit pricing and margin analytics, improving visibility of commercial performance and establishing a more disciplined approach to pricing governance and portfolio management.
• Led a detailed review of Esanda's dealer loan pricing model, including capital and return assumptions; confirmed appropriate pricing and identified simplifications, with findings delivered to the GM, Product Executive and Head of Pricing.

Established Point Connect Advisory to evaluate financial-services opportunities and develop viable propositions and operating models. Engagements have included market entry, customer research, choice modelling, financial business cases, payments strategy and digital solution development, drawing on an integrated understanding of commercial economics, risk and technology.

• Currently supporting a regulated non-bank financial-services business evaluating entry into retail banking through a Banking-as-a-Service model and sponsoring bank arrangement, including commercial modelling, proposition development and assessment of operating-model requirements.
• Developed product strategy, customer value propositions and go-to-market approaches for an SME-focused neobank concept, including regulatory and partnership considerations.
• Conducted Australian market-entry analysis for a global merchant acquiring business, assessing market opportunities, competitive positioning, commercial economics and regulatory requirements.
• Developed AML/CTF policy and risk assessment frameworks for a payment services business preparing for AUSTRAC enrolment.
• Advised a financial-services client on proposition development, using qualitative and quantitative customer research, choice modelling and detailed financial analysis to estimate the value of alternative proposition components; also supported a salary sacrifice provider's platform concept and market-tested MVP.
• Supported a global loyalty services provider in developing distribution and commercialisation strategies across in-store, online and subscription channels.
• Co-founded and piloted GivrWay, a QR-based digital payment proposition for cash-reliant groups, testing customer needs, practical delivery requirements and commercial viability.

Engaged by a start-up challenger bank to design, from the ground up, a banking proposition targeting Australian customers with strong ties to Asia. The work spanned the full conceptual build — target segment definition, customer value proposition, product roadmap, distribution strategy, and the detailed requirements to deliver it through a partner bank's platform under a "bank-as-a-platform" arrangement.

• Defined the customer value proposition end-to-end — grounded in the specific needs of Asian-Australian consumers and business owners, from language support and culturally-aligned digital channels through to credit models suited to customers with limited local credit history.
• Designed a phased product roadmap across deposits, lending, cards, payments, foreign currency and trade — sequencing a deliverable Phase I against a longer-term ambition spanning business banking and wealth.
• Developed a detailed, launch-ready requirements document covering origination (digital, assisted and broker channels), products, pricing, credit and fraud risk, KYC/AML, servicing and data — the blueprint a partner bank would build against.
• Structured the commercial and risk-sharing model between the challenger and its prospective platform partner, including how pricing control and credit risk appetite would migrate as the challenger took on more balance sheet exposure over time.
• Assessed a specific partnership opportunity with a member-owned bank as the platform provider, mapping the challenger's requirements against the partner's existing systems and capabilities.

Engaged by a salary-packaging and employee-benefits provider exploring a financial wellbeing platform as a way to diversify revenue beyond its core business. Over a three-month engagement I shaped the proposition across eight service areas, designed and ran the qualitative and quantitative research to validate it, and translated the findings into an evidence-based view of which features to prioritise — giving the board a clear, market-tested basis for its investment decision.

• Defined the proposition across eight service areas — financial education, account aggregation, budgeting and tracking, bill management and pay access, everyday-spend savings, innovative vehicle leasing, wealth-building, and a guided "hub assistant" — including the CVP and candidate commercial model for each.
• Designed the full research program: wrote the briefs, defined the hypotheses and assumptions to test, and engaged a specialist agency to run business-qualitative, consumer-qualitative and consumer-quantitative research, adapting the approach to COVID-era constraints.
• Built the concept stimulus that anchored the research — articulating each service in plain, customer-facing language so participants reacted to a concrete proposition rather than an abstract idea.
• Surfaced the decisive commercial insights: strong overall appeal, but real adoption barriers around employer risk-aversion, data privacy, liability and proximity to regulated advice. Mapped each service on relevance versus perceived risk to separate the safe, high-value features from the appealing-but-risky ones.
• Developed the financial model — revenue drivers across product, cross-sell, acquisition and retention, a marginal cost model, and sensitivity and scenario analysis to surface the critical success factors.
• Closed by leaving the client a detailed quantitative analysis to prioritise features by demand and commercial potential, plus a view of the operating model and capabilities required to deliver.