Anne Pavlovic

Oversee the alignment of strategy and the diagnostic and delivery processes across all of NAB's domains, ensuring strategic alignment, monitoring portfolio health, and optimising resource allocation.

• Dynamic leader of a diverse 19-member cross-functional team, adept at driving delivery excellence across short sprints and high-value projects exceeding $500 million.
• Instrumental in driving transformative initiatives to enhance customer experience and optimize operational performance across 9 domains and their associated sub-domains.
• Provision of strategic relationship building and engagement with all stakeholders, guiding and advising on project scope requirements and timeline, presenting tactile solution design or the utilisation of Technology, RDA, RPA, Process Automation, Agile, Lean Six Sigma and Lean Process Engineering-resulting in an average on-time delivery rate of 97% .
• Introduced agile ceremonies such as SCRUM and daily stand-ups to enhance transparency and facilitate timely issue resolution, ensuring alignment with project milestones and governance standards throughout the project lifecycle. These initiatives led to a remarkable 82% improvement in client satisfaction and a substantial 35% increase in revenue.

As the Agile coach and Change Manager, I was instrumental in the large-scale migration of Telstra’s fixed-line broadband and phone customers to the National Broadband Network (NBN). This initiative involved connecting 11.7 million premises, including many customers transitioning from Telstra’s legacy copper and Hybrid Fibre-Coaxial (HFC) networks. The project required decommissioning Telstra's existing copper network in areas served by the NBN and successfully migrating customers to the new network.

• Established the vision and strategy for the Capability function, driving operational excellence and spearheading change and communication initiatives for both the Enterprise NBN business and the Migration Central Program teams.
• Created and facilitated "FR-AGILE," an informal session to evaluate and discuss the Agile Manifesto's implementation and our agility within the team.

I joined NBNCO to develop and implement the Lean Six Sigma program "SLA Volume Reduction," where I led a team of 40 Lean Six Sigma Green Belts in identifying and implementing process improvement opportunities. My focus has been on guiding organizational initiatives to align investment priorities with strategic goals. I have provided strategic counsel on prioritizing investments across various initiatives, collaborating closely with project teams to develop compelling business cases for key projects. Strengthening relationships internally and externally is a cornerstone of my approach, fostering effective collaboration and synergy. Additionally, I am skilled in producing detailed resourcing reports that pinpoint essential resources for seamless project delivery. My expertise also includes advising on optimal project delivery methods and conducting thorough performance analyses to ensure successful outcomes across initiatives.

• Conducted a top-down diagnostic using Lean Six Sigma principles, achieving a 15% capacity increase across 250 FTE in Processing Services within 12 weeks. The key focus was on creating scalable centres of excellence to reduce costs and improve service quality through automation, production management, and end-to-end process optimization.

In Customer Operations at NAB, I served as a key advisor, influencing tactical and strategic initiatives across Lending Operations. Working closely with the General Manager and Executive General Manager of Customer Operations, I was part of the team that led the implementation of one of the organisation's most significant IT changes in 25 years.

• Provided coaching to 11 Business Banking Centre’s across Australia. This resulted in improved process and practice of document control for New to Bank, Refinance, Churn, Renewals and other business that saw a reduction in re-work by 90% and reduced time to decision for the customer from an average of 45.4 days to 5.8.
• Successfully designed and delivered Operational Excellence and Lean Leadership Capability & Behavioural Change Program reaching 2,500 people within first 12 months. Results: 40%+ operational capability, 10%+ staff engagement, 9%+ productivity increase, $10M p.a. cost savings (NAB).
• Successfully restructured the HR People Advisory Centre to Melbourne resulting in a cost save of $1.5M pa and no impact to existing staff.

Managed over 5,000 members accounts and expanded the business to generate effective leads, surpassing sales targets for specific REIV L&D Events.

• Led the transformation that delivered an increase in enrolments from 25 to 79 in 2 months
• Lean and Six Sigma Process Reengineering designed and implemented in-house and distance learning methodologies resulting in the win-back of traineeship enrolments across 8 large corporate Real Estate Agencies.