execsample3

General Manager, Retail (Posn: 18246) Client Name
Confidential Page 1 of 14
Selection Criteria Statement
Introduction
Over the last 3 years, I have been privileged to lead a $1.4 billion retail business for ANZ. As this experience is the
most relevant to the position of General Manager Retail with the Power and Water Corporation, responses to selection
criteria are focused on my “ANZ story”:
What it looked like when I got there: Brought on board by the ANZ Head of Rural Banking, Australia, to
steer a languishing retail business through a period of intense cultural transformation. Inherited a team that
wanted to succeed but had never been given the opportunity or motivation to have a genuine crack at it.
Profit was in decline, staff satisfaction was at a national low, market share was unsustainable and the brand
was viewed unfavourably by both staff and customers.
What I was accountable for: Privileged to lead 120 staff through 15 senior managers, with
responsibility for the day to day operations of this $1.4 billion retail chain through 14 key shopfronts.
Oversaw operations, finance, sales, marketing, risk management, governance, public relations and
people capital in keeping with the powers, discretions and delegations granted by the Board.
What I did: Comprehensively overhauled the business to deliver against stretch goals. Wrote the business
plan, found and developed key talent, motivated the team, fostered strong links with industry lobbies and
influencers, revamped the marketing effort, refurbished shopfronts, trained staff to improve customer
service skills, initiated systematic business development campaigns, launched new products and won the
support of local communities.
What it ended up looking like: Grew profit by 120% in less than 3 years, generating an additional $8m
PBT annually. Reduced cost-to-income from 64% to 55% while increasing return on equity by 80% and
nurturing staff satisfaction from 51% to 90%. Won $800m funds under management, grew business
lending from $10m to $80m pa and significantly improved customer satisfaction. Improved sales
productivity across a $120m NPAT business encompassing 274 retail outlets with $26 billion FUM.
1.0 Relevant tertiary qualifications
Throughout my career I have actively pursued opportunities for professional development on an ongoing
basis. My strong practical experience is complemented by extensive formal qualifications, including:
• Bachelor of Laws (Commercial, TBC)
• ANZ Business Leaders Program for Executives
• Bachelor of Social Science (HRD & Communication)
• Qualified Omega sales coach for senior sales managers
• Graduate Diploma in Information Management and Analysis
• Credit risk management and retail compliance courses
• Advanced Investigation and Interviewing courses (Reid, USA)
• Staff training, coaching and development (Instructor)
• Certificate IV in Business Frontline Management
• Associate Diploma in Personnel Administration
• Certificate in Information Systems Security
• Rogen Advanced Public Speaking Courses
• Resource Management for Leaders

• Certificate in Vocational Instruction
• FSRA Regulation & Compliance (Tier 1)
• ANZ Accredited FSRA facilitator
• Media interview training
2.0 Highly organised and outcome focussed to achieve corporate objectives
My 15 years’ leadership experience across the Asia Pacific working for well-known companies such as
ANZ, Fairfax and Lion Nathan has inculcated a deep sense of results focus combined with a genuine
passion for people. In all appointments, my mandate has included the need to deliver consistent short
and long term results while implementing large scale change to achieve cultural and business
transformation.
A key determinant of my success in delivering results has been my ability to operate strategically and
execute well, often thinking outside established organisational structures to focus on the broader
objectives of the company and not just those within my immediate circle of responsibility.
As a leader of multi-site international businesses, I have developed a sound understanding of the need to
use people flexibly to get the best results and create an environment where professional knowledge is
shared and used successfully. Specific examples of my ability to manage organisational capability,
marshal professional experience, deliver results and manage risks are provided below:
2.1 Organisational capability and responsiveness
• At ANZ, proactively recruited, developed talent and implemented succession planning. Asked
key customers who the best people in the market were and hired them. Implemented training
and coaching programs such as the Ones Stop Sales Shop, customer services initiatives and
Omega coaching to develop staff at all levels. Developed a succession plan for all key
appointments, including understudy arrangements.
• Cross-trained staff to ensure flexibility so they could be moved between various projects as
business needs dictated. Brought together people from different backgrounds to make the most
of complementary skills. For example, invited front-line staff to have input into strategic
planning, sales and marketing strategies.
• Promoted knowledge sharing by putting in place working groups and a “buddy” system
regionally and with other teams interstate. Regularly met with peers to discuss best practice.
Trained other regional teams on sales and borrowed ideas such as streamlining credit
management from other Regional Managers.
• Challenged the status quo at ANZ while maintaining excellent relationships. Was a “first
mover” on several initiatives that were adopted nationally. Broke new ground by adopting a
retail store approach to banking, running sales training internally and supporting tailored direct
marketing at the regional level.
• Managed competing resources to ensure goals were achieved while still developing staff,
completing refurbishment programs and conducted a raft of training to lift service and skill
levels. Made decisions on trade-offs on a daily basis to ensure the best outcome for ANZ.
Deployed resources for the best return. For example, invested $1m in the Kalgoorlie store
despite having a smaller customer base because of its strong profit growth.

2.2 Marshalling professional experience
• Struck a balance between internal and external knowledge. Invited business partners to
present to the team on areas of expertise and retained external consultants to develop new skills
where no internal proficiency existed. Managed external contracts closely to ensure relevance
of the training outcomes and control costs. Met with industry heads and government
departments to ascertain market information.
• Consulted internal experts such as sales, marketing, credit, product development, training,
finance and legal executives. Tapped the knowledge of these people for project work such as
regional sales training, product launches and business development initiatives.
• Contributed my expertise to the broader team. Played a key role in developing and
implementing national sales platforms. Held membership of the Branch Council and Sales
Council) and volunteered to work with peers interstate to replicate successful initiatives.
Travelled widely to train facilitators for a large scale sales and service program.
2.3 Ensuring closure and delivering results
• Committed to 13% compound profit uplift per half (26% per annum) and stretching targets for
customer satisfaction, staff satisfaction, risk management, operational losses, regulatory
compliance, market share, share of wallet and numerous other metrics. Consistently achieved
all goals and recognised as a top performer nationally (see my ANZ Story above).
• Encouraged team members and peers to strive for goals, motivating them at a personal level.
Developed tracking systems to monitor progress and stay focused on goals. For example,
implemented weekly reports and team meetings. Trained the senior management team on the
use of Customer Value Added (CVA) financial modelling to help them understand
performance and make business decisions.
• Used a multitude of measurement and reporting systems. Worked extensively with CVA
financial models to evaluate and manage performance in key areas of accountability such as
profit, return on equity, margins, share of wallet, market share, operating losses, product cost,
ELP, staff satisfaction and customer satisfaction.
• Delivered on the strategic plan, translating it into action. Achieved all key milestones ahead
of schedule, including profit targets, staff development goals and restructuring of the banking
platform. Gained significant momentum by giving staff the skills needed to run their business,
helping them formulate goals in keeping with the broader organisational goals and letting them
get on with the job.
• At Lion Nathan, I built teams that exceeded production targets by 20-45% to “set the
benchmark in performance”. Increased line efficiency for three high-demand stock keeping
units from 55% to 72%. Exceeded the performance of other operations managers by $3 million
in my first 3 months. Led a production crew to set a line efficiency record of 94.5%.
• The “What it ended up looking like” part of my ANZ Story summarises the results I achieved
at ANZ.

2.4 Managing risks
• At ANZ, oversaw credit, compliance and operational risk, adopting a No Surprises policy.
Kept stakeholders fully informed of trends and issues likely to affect the broader portfolio. For
example, advised on OHS, industry changes, regulatory compliance matters and major
operational decisions.
• Implemented regular planning meetings and formalised strategic planning to ensure risks were
managed and all businesses were making best use of resources and targeting appropriate
opportunities.
3.0 Strong change management leadership to achieve change from a government culture to a commercial
one
Through my 10 years management experience with the Australian Defence Force, I gained an in-depth
appreciation of Defence and government cultures. I worked extensively with government agencies such as
AFP, DIEA, ASIO, DFAT, NTPOL, Department of Fisheries and other organisations on a regular basis.
This, combined with my extensive commercial experience, has given me the experience to manage the
transition from a government culture to a commercial one.
As a leader of domestic and international businesses, my legacy has been characterised by cultural
transformation. In all appointments I have played a key role in steering the business toward a stronger
commercial culture whist preserving the core values and ensuring people were treated with respect and
welcomed as joint “owners” of the business. For example, I managed change at ANZ by:
o Developing change plans and communicating priorities clearly
o Creating a sense of purpose - explaining where the company had to go and why
o Publicising our values and the customer charter
o Getting people involved in the business and allowing them to make decisions
o Staying in touch with staff to identify and remove barriers to success
o Sponsoring Breakout programs to prepare staff for cultural change
My ANZ Story highlights the role I played in successfully fostering wholesale transformational change at
ANZ at a time when there were significant operational pressures and competing priorities. Specific
examples of my ability to steer change, commit to action and develop people are provided below:
3.1 Steering change and managing uncertainty
• Managed multiple change initiatives for Fairfax’s Strategic Publishing across Asia Pacific,
including international expansion and consolidation of the firm into Fairfax. Worked directly
with the CEO to ensure staff were fully informed of where the business was going.
• Led numerous change initiatives for ANZ, including transformation of the sales culture,
comprehensive restructuring of the retail platform, community engagement projects, brand
revitalisation initiatives and staff Breakout programs. For example, rolled out ANZ’s Rural
Vision and implemented a system of recognition to acknowledge staff who demonstrated
behaviours in keeping with change goals. In a staff satisfaction survey, 97% of staff stated
they knew the business goals and felt included.
• Held membership of the Branch Council, playing a role in the restructuring of the $26 billion
branch platform across 274 stores and contributing to the communication plan to win staff buy-
in. Implemented the restructure regionally without any significant problems or resistance by

pre-empting and addressing concerns, winning the support of stakeholders and adopting a
flexible approach to execution.
• Managed sales effectiveness initiatives for ANZ nationally across a $120m NPAT business,
developing training to achieve sustainable cultural transformation. Significantly lifted sales
productivity by as much as 200% for individual shopfronts and substantially increased staff
satisfaction.
3.2 Committing to action
• Recognised as an energetic leader with the ability to relate to staff and galvanise them into
action. For example, delivered results at ANZ through a period of intense change whilst
increasing staff satisfaction from 51% to 90%
• Created a sense of urgency about the need to change, meeting with local teams to understand
their concerns and gain their commitment. Regularly received feedback from managers and
staff that my roadshows were motivational and left staff with a genuine passion for getting in
and making things happen.
• Responded to issues impacting the business and ANZ generally, such as changes needed to
ensure competitiveness in a changing market. For example, changed ANZ’s perspective on the
Rock Lobster industry by using relationships to lobby for policy change, opening new market
segments that led to significant funds inflows.
• Established a track record for getting on with the job. Headed sales effectiveness initiatives
across a $120m NPAT business with 1,500 staff. For example, worked as part of a high-level
project team with a $12m budget to develop ANZ One Way, an FSRA compliant sales
methodology that was adopted across all divisions of ANZ.
3.3 Guiding, mentoring and developing people
• Implemented formal and informal team-building activities such as team outings, Breakout
sessions, working groups and buddy systems.
• Made time for people despite competing priorities. Frequently travelled thousands of
kilometres to thank staff and support local initiatives. Spent time with the families of staff to
let them know their contribution and sacrifices were valued. Maintained an open door policy
and made a point of personally contacting all managers every week. Frequently invited staff
teams out for coffee and lunch to hear their ideas and concerns.
• Identified and nurtured talent, give them stretching development opportunities. Promoted
talented people over people who had been in more senior roles, resulting in some of the best
operational performance nationally. Sponsored special projects to develop up-and-coming
talent. For example, gave support to a local branch refurbishment pilot based on the US
Washington Mutual model.
• Developed the senior field management team, placing decision-making in the hands of people
closest to the customers to improve operational management. Worked with senior managers
individually, coaching them to bridge gaps in technical and leadership skills.
• Delegated and provided opportunity for ownership to develop people. Gave managers the tools
to understand their business and make more informed decisions, enhancing accountability and

improving transparency down to line level. For example, cascaded CVA financial reporting to
branch level with individual P&L.
• Celebrated success and rewarded achievement. Personally thanked staff for their efforts and
went out of my way to show appreciation. Rewarded teams with staff parties, sent individuals
interstate to visit business partners in recognition of their efforts, provided gifts and invited
high performers to meetings with senior executives to ensure their efforts were recognised and
publicised. Frequently sent thank you cards to staff at all levels to reinforce behaviours in
keeping with ANZ’s values and goals.
• Provided clear, constructive and timely feedback to encourage learning. Voluntarily
subscribed to a coaching regime that encompassed frequent personal and remote contact with
management and senior staff to ensure their development. Volunteered to facilitate coaching
courses nationally, developing a high level of competency in performance coaching.
Maintained very open relationships with staff at a personal and professional level to the point
where they felt comfortable airing concerns and raising opportunities.
• Set performance standards, conducted regular reviews and addressed under-performance.
Prepared formal performance appraisals on all managers each half, with an emphasis on their
development of other staff. Managed under-performance in keeping with ANZ polices. Held
staff accountable for high standards, raising the bar every half as targets were achieved.
Focused heavily on the individual to ensure no-one got left behind. Invested in training to give
staff the best chance of success. Implemented formal development planning for every team
member. Mentored managers on teams within other regions at the request of those managers.
4.0 Sound commercial judgement with conceptual, analytical and problem solving skills
As a member of the executive team at ANZ, Assirt and Fairfax, I made positive contributions to the
strategic direction of the company and maintained effective management of the resources required to
conduct business in keeping with corporate objectives. An example of my commercial, analytical and
problem solving skills in practice includes my “Fairfax story”:
What it looked like when I got there: Joined this fast-paced team at a time when the Fairfax Board was
aggressively pursing international expansion across Asia Pacific. Growth was rapidly outstripping
infrastructure, multiple products were being launched across 14 countries and there was a need for greater
rigour and planning to support strategic business decisions.
What I was accountable for: Reported directly to the Divisional CEO and CFO, initially with responsibility
for Group-wide growth and business planning. Oversaw market research, product development, launches,
acquisitions, financial projections and cost/benefit analyses. Later promoted to General Manager, with
leadership of multinational sales and marketing teams. Analysed product development, competitors,
market trends, client needs, sales cycles and marketing activities. Conducted a global business review.
What I did: Travelled throughout Asia to lay the foundations for growth. Reviewed the profitability of
existing businesses and developed plans for launches and acquisitions to build the brand quickly in foreign
markets. Volunteered to troubleshoot business units suffering from low profitability and took over poorly
performing projects, turning them around to ensure the financial stability of the group. Wrote business
plans for icon products such as MarketBase. Managed the company-wide leadership development program.
What it ended up looking like: Established a footprint in key markets across Asia Pacific within a very
short period of time. Improved profitability of flagship product lines, eg. improved revenues for the CFO
masthead by 10%. Substantially improved the quality and timeliness of strategic planning, personally
authoring plans for the acquisition of a Hong Kong firm and planning in excess of 8 international launches

within 6 months. Managed a key publishing project to beat budget by 26% with extremely limited
resources.
4.1 Judgement, intelligence and common sense
• Identified relationships between issues, synthesised complex information and discerned key
implications for the business in view of priorities. Examined decisions in the context of the
broader business and the impact on stakeholder groups in my role as member of the Branch
Council, Sales Council and Regional Manager. Anaylsed ABS data, internal financial
reporting, feedback from industry contacts and input from clients and staff to identify key
issues. Asked the right questions to get to the heart of issues.
• Anticipated problems and took steps to mitigate them. Identified and managed a variety of
strategic, operational and regulatory risks. For example, responsible for regional decisions
under the Financial Services Reform Act framework.
• Made decisions requiring sound judgement on a daily basis, including hiring and performance
management, dispute settlement, refurbishments (up to $1m each), media and marketing
activities, business development plans, staff promotions, training programs, pricing, etc.
• Made decisions affecting staff nationally at ANZ, where I played a key role in setting the
direction of sales skilling across a retail platform encompassing 1,500 staff and 274 high
profile outlets. Didn’t get distracted by the “noise” of daily operational requirements.
• As a Regional Manager with ANZ, I personally wrote the 3-year strategic plan, setting down
the direction for ANZ in WA and governing the effective management of resources required to
meet ANZ’s corporate objectives. The plan identified the need to move from retail to
commercial lending and this was executed ahead of the trend to capture early market share and
gain the advantage over competitors, lifting business funds inflows from $10m to $80m pa.
• Worked effectively with ambiguity and issues that couldn’t be immediately resolved, such as
changing regulations (FSRA), ongoing product development and changing corporate priorities.
Built a centralised credit function that achieved cost savings and improved credit quality while
providing the flexibility to meet proposed national credit-pooling changes.
• Presented logical arguments and drew logical conclusions. As the Group Business Analyst for
Fairfax’s Strategic Publishing business across Asia Pacific, I Researched the market to identify
gaps, developed strategic plans and sales/marketing plans, built and trained the sales team and
launched multiple new products across numerous countries. Analysed product development,
competitors, market trends, client needs, sales cycles and marketing activities. All of this
activity required the presentation of reports putting forward logical arguments and conclusions.
• Managed risks and planned ahead to mitigate them. In addition to my risk management
responsibilities mentioned previously, I ensured that Assirt remained financially viable through
sound cashflow management, accurate forecasting, budget preparation and appropriate
financial controls. Prepared Board-level reporting.

5.0 Excellent interpersonal and communication skills including persuasive, influential and negotiation
abilities
5.1 Nurture internal and external relationships
• Built networks and relationships with external stakeholders and key people within the company
and used them to raise the profile of the business. For example, networked with the Top 200
ANZ executives and was invited to present at the ANZ annual results presentation, an
internationally televised event.
• Networked with Heads of Credit, Marketing, Sales Effectiveness and Product Development.
Actively pursued opportunities to spend time with peers interstate. Hosted networking events
involving key clients, government representatives, influencers, peers and industry players. For
example, hosted the Australian Association of Agricultural Consultants, using my contacts to
attract well-known footballers as guest speakers. This event allowed ANZ to win business
from a lobby that influenced 50% of Western Australia’s grain production.
• Used shared agendas to bring people together for mutual benefit. Actively partnered with
external organisations to leverage their goodwill and gain entry to new markets and customers.
For example, proposed alliances with influential Farm Consultants to offer tailored financial
services. Tapped the top 100 agribusiness customers in WA by working with external partners
and using their brand to create opportunities to get in front of decision-makers.
• Took steps to ensure prompt, efficient and responsive customer service. Commissioned
customer satisfaction surveys, met with key referrers and attended client visits in person.
Regularly liaised with senior executives from client firms to ensure major accounts were being
appropriately managed.
• Held membership of national committees such as the Branch Council and Sales Council,
working closely with internal partners to identify business opportunities, improve customer
service and enhance efficiency across 274 retail stores.
• Implemented new product lines and acted as a test-bed for products under development,
coordinating liaison with high profile customers, internal business partners such as product
managers and external consultants.
5.2 Cooperation and partnership
• Actively pursued opportunities for community involvement. Hosted a Young Eagles flying day
for 200 school children in Geraldton, leading to extensive favourable media coverage and an
influx of business.
• Promoted cooperation by sharing information. Invited journalists to meet with staff and learn
about the “ANZ Journey”, an experience that won them over and led to regular and positive
media exposure. Built a close friendship with the Managing Director of multiple local media
channels and enlisted his support in addressing public perceptions of the Bank.
• Fostered teamwork and collaboration. Volunteered to spend time training other business units
to build rapport and teamwork. Made friendships that continue today. Drew members from
different local teams and encouraged them to work jointly on a number of projects. For
example, established customer service, sales and marketing project teams.

• Brought people together and involved them to promote open discussion. Actively sought staff
input to strategic planning and ensured staff were represented in all major business decisions.
Successfully lobbied the Head of Rural Banking to involve front line staff in the national
restructure of the retail banking platform. Gained staff input to merchandising strategies,
customer retention initiatives and local PR campaigns.
• As mentioned previously, I have represented ANZ on various Standing Committees, Working
Groups, and Task Forces at a Regional, State and National level to win the cooperation of
stakeholders.
5.3 Value individual difference and diversity
• During my time as a specialist interviewer with the Australian Defence Force, I was formally
trained and gained extensive experience in identifying different personality types and work
styles to manage people effectively.
• I value the input of others and make a point of seeing things from their point of view. This
allows me to anticipate reactions and plan ahead to address them. For example, when
implementing a large scale customer service initiative, I pre-empted concerns about training
commitments by devising flexible training schedules in cooperation with staff.
• Led multi-cultural teams across 14 countries in Asia Pacific. Formally trained in cultural
integration skills and trained as a Thai interpreter for the Australian Defence Force. Worked
abroad in Thailand, Malaysia, New Zealand, Indonesia and Hong Kong. Lived in Singapore
for 12 months.
5.4 Communicate clearly
• I have been formally trained in report writing, media interviews, public speaking and
presentation skills. Most recently, I was trained in advanced public speaking skills by Rogen
International and have applied these skills in front of audiences of up to 500 people.
• I tailor my messages to the level of the audience and use anecdotes and simple language to
ensure key messages are communicated. I have presented to large customer gatherings, staff
groups, senior management, industry groups and C-suite executives.
• My written work has been circulated at the national level. During my time as the Manager of
the Army Intelligence and Security Section in Darwin, I authored classified reports that were
read by the Prime Minister.
• I have written strategic plans, marketing plans, sales plans, formal reports, legal documents an
contracts, tenders, business proposals, financials, performance appraisals and numerous other
documents.
• During my time at ANZ I frequently presented to high profile executives such as the CEO,
Managing Director, Head of Rural Banking and numerous General Managers. At Fairfax, I
presented directly to the Divisional CEO and CFO. At Assirt, I regularly brief the CEO and
presented to the Board.
• During my time at ANZ, I was invited to present at the ANZ results briefing. I also conducted
team meetings, briefed government departments, interacted with clients at all levels, briefed the
media, liaised with unions and conducted roadshows. In all these forums, I listened first to

gain an appreciation of others’ needs, clarified their requirements, anticipated their reactions
and adjusted my approach for maximum effect.
• Personally facilitated numerous coaching, sales training and customer services courses for staff
and managers. Trainee feedback during formal course evaluation rated my communication and
interpersonal skills very highly. Accredited to conduct coaching courses for managers.
5.5 Negotiate persuasively
• In the course of all my appointments, I have been required to conduct negotiations with staff,
contractors, internal departments and external partners. I have always been careful to pitch my
message at the right level and focus on the key issues while acknowledging differences of
opinion and disagreements objectively.
• As the Operations Manager at Tooheys, I advised on strategy for an Enterprise Bargaining
Ageement. At Fairfax, I negotiated with vendors, international government departments and
clients to win new business and meet regulatory requirements for international business
expansion.
• At ANZ, I negotiated with senior executives to win resources, negotiated with clients to
establish commercial terms on contracts up to $18m, negotiated with senior managers and staff
on terms of employment and negotiated with lobby groups to establish new referral channels. I
was commended by influential industry players for the work done to change perceptions of the
Bank within WA.
• Maintained institutional relationships with major clients at Assirt. Personally liaised with high
profile C-Suite executives to research their needs and deliver tailored solutions. For example,
negotiated key equities research contracts with the CEO of E*Trade.
• Identified key stakeholders and won their support in the lead up to negotiations. Represented
ANZ’s position clearly and without bias, acknowledging risks and potential disadvantages.
For example, renegotiated major services contracts on behalf of ANZ by spending time with
the clients to understand their needs, reviewing credit risk associated with lending to ascertain
commercial terms and walking them through bank services and processes to win their support
prior to formal negotiations.
• Negotiated with internal service providers to manage the business effectively. For example,
negotiated high level accruals with Head Office to smooth profit growth and allow scope to
reinvest in the business.
• Renegotiated rental contracts for retail premises, saving $100,000 pa by achieving reduced rent
and locking in savings with medium-term, fixed-cost contracts. Negotiated upgrades to on-site
facilities at no cost to ANZ.
6.0 High personal standards of integrity and confidentiality coupled with political sensitivity
6.1 Professionalism and probity
I have a good understanding of the NT Public Sector Principles and Code of Conduct and I am
firmly committed to upholding them. During my tenure with Defence and other employers, I
have always abided by a system of values and conduct very similar to that of the APS.
Performance appraisals attest to my ethics, integrity and strong personal and professional values.
As a Defence member, I held a TS (SCI) national security clearance.

I am also accustomed to managing the application of EEO, ethical practice, Diversity and OHS
principles in the workplace. Each business I worked with had in-house procedures that
incorporated relevant legislation and detailed guidelines on appropriate behaviours.
Specifically, I am committed to demonstrating integrity and ethics as follows:
• Making decisions, taking action and demonstrating behaviours that are ethical.
• Being impartial in administering Government policies and opinions.
• Acting in a manner that builds public confidence in Government processes.
• Providing excellent service to both internal and external customers.
• Working efficiently and effectively.
• Respecting others.
• Preventing inappropriate conduct.
6.2 Engage risk and show personal courage
• Made tough decisions in the interest of the organisation even when they were not popular. eg.
Flattened the management structure and moved middle-level managers into customer-facing
roles to ensure ANZ delivered against the customer service charter.
• Presented a united leadership voice and supported other leaders, standing my ground when
needed in the interest of the business. Came to the support of a struggling peer, playing a back-
seat role in helping manage his business back to profitability and motivate the team.
Conducted joint regional meetings and provided guidance on business planning to impart skills
and knowledge needed to revitalise the portfolio. With support, the Regional Manager
succeeded in turning around his business.
• Adopted a long-term view to decision making and governance. Separated business
development activities from credit oversight at ANZ to remove conflicts of interest and ensure
long term security of the portfolio at the expense of short term wins. Exceeded targets despite
this decision.
• Encouraged debate and raised unpopular issues when appropriate. For example, championed
the outsourcing of telesales training on a national scale in the face of a majority view that it
should remain in-house. Won support for the idea by presenting my case objectively and
without personal bias. The training was successfully outsourced.
• Gained ANZ Board approval to implement pilot store layouts, a project valued at $0.5m.
Voluntarily cancelled the project due to flagging operational performance at the pilot location.
Took ownership of the decision, meeting with the team personally to discuss the decision.
Won the commitment of the team to turn around the performance of the store before
recommitting to the pilot.
• Sought guidance from others when I didn’t have all the answers. Took the initiative and spent
time interstate with peers to learn the intricacies of banking.
• Operated within legal and regulatory constraints. For example, managed a business with a
framework governed by a multitude of legislation at ANZ. Prepared compliance
documentation to demonstrate adherence to government licensing requirements.

6.3 Self awareness and personal development
• Focused on my own development by reading widely, networking across other industries and
staying abreast of developments within the industry. Attended industry seminars and
undertook numerous courses. Completed media management, public speaking, risk
management and executive leadership courses whilst at ANZ.
• Examined my own behaviour and performance, regularly seeking feedback from the Head of
Rural Banking, direct reports and staff. Invited 360 degree feedback on my performance
appraisal and distributed my appraisal to all staff on the team.
6.4 Political sensitivity
• Developed a strong understanding of the cultural, social, historical and political factors
affecting the business through my time working with international governments and business
teams at Fairfax and with Defence. Worked with very diverse cultures in politically sensitive
settings. Interpreted for Thai diplomats and Generals, worked with influential C-suite
executives from foreign cultures and represented the Department of Defence abroad. Led a 15
person contingent to Hawaii for 5 weeks to conduct sensitive operations involving American
cooperation.
• Gained an excellent understanding of political protocols and objectives by working with
international governments and businesses. Represented ANZ, Fairfax and Defence in public
forums to promote the agenda. Attended high level political functions and networked with
executives across numerous industries, including the utilities sector.
7.0 Strong leadership skills and proven ability to communicate the corporate vision and translate into
effective strategic and operational plans
7.1 Inspire a sense of purpose and focus strategically
• Gave direction to the achievement of ANZ’s strategy, goals and values, taking up leadership of
a languishing banking business encompassing 14 shopfronts across 2 million km sq. Brought a
balanced entrepreneurial approach to the business, nurturing key talent and stretching people to
bring out new ideas and fresh approaches. Built a framework of accountability to achieve a
high standard of corporate governance.
• Engaged staff and senior managers in the vision, articulating the need for action and building
a shared sense of purpose by demonstrating how elements of strategy fit together. Revisited
the vision every year with a relaunch of “Rural Banking Vision”. Distributed internal
merchandising to reinforce the vision and keep it at the front of people’s minds every day.
• Described the benefits of successfully achieving our goals, giving people a clear sense of where
we were going and why it was important. Allowed the team to participate in ownership of
decisions and asked them to step up to the plate. During regular visits, I made a point of asking
staff what our vision was and how their team was going about achieving it. The team went
from being proactive to reactive and took the initiative in searching for ways to improve the
business.
• Travelled widely throughout Western Australia, briefing all teams on the strategic plan, vision,
values and goals. Clearly communicated what was expected of teams to develop a shared
understanding of what needed to be achieved. Achieved unprecedented ratings in a staff
satisfaction survey for the team’s understanding of organisational purpose, the business plan,

our values, their operational responsibilities and how their contribution fitted into the bigger
picture.
• Contributed to the development of organisational strategies. As a member of the Branch
Council, advised on strategies to ensure sales transformation was accepted by staff in keeping
with our vision to be customer-focused.
• Translated ANZ’s vision and goals into practical terms. Worked with senior managers locally
to develop business plans aimed at achieving key goals in a way that fit with our values.
Provided opportunities for strong supporters of the vision to brief the team whenever possible,
ensuring that everyone was spreading the same message and that the message wasn’t just
coming from the top.
• Considered the impact of key issues from multiple perspectives and addressed complex issues
across jurisdictional boundaries. Managed national programs and held membership of high
level working groups, requiring liaison with peers, partners and executives across state
boundaries.
7.2 Harness information and opportunities
• Scanned the external environment and used information to adjust the business approach. For
example, met with senior fisheries executives and the Chairman of the WA Rock Lobster
Association to prepare a case for reviewing the way ANZ viewed security and lending
extension values. Successfully achieved policy changes that opened new markets for ANZ.
• Kept a close eye on competitor initiatives. Seized the opportunity to attract top staff away from
competitors when their brand was experiencing bad publicity. Counteracted competitor
initiatives with targeted marketing. Established an internal network to provide competitor
pricing and product information to Head Office in Melbourne, leading to product developments
that were well received by the market.
• Identified critical information gaps and obtained information. Extensively researched ABS
statistics when formulating the strategic plan to develop a good understanding of the market
and opportunities.
• Researched, industry journals and periodic media to stay abreast of changes and best practice
in the industry. Regularly met with contacts to maintain awareness of technological
developments and review their application for the business. Recommended a review of online
small-business loans systems based on a competitor model.
• Investigated and applied best practice nationally and internationally. Researched international
banking models and retail store models generally. Proposed changes to ANZ shopfronts to
make the most of overseas developments such as the Washington Mutual service model.
• Acted as the public face of the company, managing media affairs and public relations to ensure
ANZ’s values, services and people were consistently presented to stakeholders in a positive
way. Regularly conducted media interviews and provided a flow of information to the media.

8.0 (Desirable) Good knowledge and understanding of the energy and/or water industry
Throughout my career, I have worked in both government and commercial environments that are regulated
and managed in a similar fashion to the energy and water industries. I have also managed retail shopfronts
and distribution alliances similar to those used by the Power and Water Corporation.
Through my time with ANZ, I have gained a sound knowledge of the water and energy industries by virtue
of having to understand the business models to provide lending and other financial services
I have lived and worked in Darwin, Katherine and Tenant Creek and I know the market well. During my
two years with the Department of Defence in Darwin, I managed physical security and intelligence for the
Northern Region, encompassing 2 million km square. I regularly visited locations such as Katherine, Alice
Springs, Daly River, Ti Tree, Jabiru, Nhulunbuy and Groot Eylandt.
9.0 (Desirable) Good understanding of the requirements to hold a retail licence in the utilities industry
I have read the Power and Water Corporation Retail Licence Application prepared by Jim Bamber in
March 2005 and I maintain an awareness of the requirements to hold a retail licence in the utilities industry.
I have read the Licensing Manual released by the Office of the Utilities Commission, dealing with Licences
to Conduct Operations in the Northern Territory Electricity Supply Industry.
I am familiar with legislation that governs the utilities industry, such as the provisions of the Power and
Water Corporation Act 2002 and the Electricity Reform Act 2002.
Through my studies in a Bachelor of Laws and my work in regulated environments, I have developed an
excellent grasp of legal and regulatory provisions generally, including licensing requirements.
Other information
• At ANZ, I managed the delivery of services to rural communities throughout Western Australia by using a
network of community ‘agencies’ very similar to the network managed by The Power and Water Corporation.
• At Lion Nathan, I was responsible to oversee plant safety and compliance with Occupational Health and Safety
standards to Australian Standards.
• During my time at ANZ, I worked extensively with systems similar to the Power and Water Corporation’s
$9.6m Retail Management System.
• As a Regional Manager at ANZ, I managed the support of internal business units under service level
agreements similar to the Power and Water Corporation.
• I maintain a comprehensive knowledge of merchant payment systems, billing and invoice management and
retail merchandising. I have also managed physical security through firms such as Chubb and Armaguard.
Thank you for reviewing my selection criteria

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