Katey King (nee Chalmers)

Transitioned into the Personal Banking Transformation team to contribute to change from a specialist team.

• Continued to improve Direct Home Loans productivity via streamlining processes and implementing enhancements and new tools in the Direct Home Loan team.
• Helped the team understand changes and the impact on process.
• Reduced operational costs and average handle time, by identifying inefficiencies and implementing cost-saving measures.
• Managed relationships with internal stakeholders in Tech, Product, Legal and Compliance to ensure changes were rolled out effectively.

Technology Change lead for Direct Home Loans, accountable for the successful implementation of Technology solutions in Direct Home Loans.

• Worked with Ecosystem teams to Design proposed automation and features, including user testing.
• Ensured proposed solutions contributed positively to Objectives (Productivity, Quality, Conversion) and do not negatively impact CX, EX, operational complexity or regulatory compliance.
• Collaborated with L&D, Product and Technology teams to ensure business readiness activities are completed ahead of roll-out (eg. training guides, BPD/BPP updates, team engagement); monitor during high care period (first 8 weeks) to support embedding of change and resolve any issues.
• Collaborated with Technology and Analytics teams to ensure reporting is in place ahead of roll-out so desired outcomes of each feature can be measured.
• Determined via Post implementation review whether solutions delivered are performing as expected and contributing to desired results.
• Increased team productivity and conversion via Operational Transformation (Op Model Review).
• Create and manage Change Board (Kanban) for Direct.

.Promoted to Associate Director, managing the team through multiple layers of management (Senior Managers and Team Leaders) reporting into Head of Direct Home Loans.

• MIS reporting - working with Business Management team to enhance the operational management of the team including capacity planning, ad-hoc data/dashboard requests.
• Growth Forum - weekly engagement in Direct Growth Forum and monthly review and updating of the Funnel Review pack for Exec team.
• Direct HLs Change forum - management of Direct change Kanban board
• Mortgage policy guidance group-weekly calibration with Credit Risk and Credit Ops around policy.
• Workforce Planning, Working Groups representative.
• Direct governance (monthly compliance meetings, monthly Direct governance meetings), weekly capacity planning meetings.

Joined the Direct Home Loans team as a Team leader managing the pre-sales team, alongside a team of Banking Specialists. Scope and responsibility increased alongside growth in volume and team size, with headcount of up to 80 staff.

• Continual recruitment of new staff into multiple roles within Sales Team (Producers, Managers and Senior Managers).
• Management and escalation of HR issues within team.
• Forecasting, capacity planning and MIS reporting.
• Key representative for Direct Growth Forum (Sales Funnel Management)

Managed multiple functions in Australian Investment Administration for MAM and MSIS evolving into the Head of AIA role.

Teams and Functions managed:

Credit & Arrears Team

August 2009 – January 2019

• Managed a team of 10 staff
• Relationship Management - including external collection agencies, internal stakeholders, RMG and external law firms.
• Management of all aspects of the recovery process from initial failure to securing judgement.
• Implementation and ongoing management of the Litigation process.
• Development and implementation of an Internal Arrears Management System – reducing operational risks.
• Creation and implementation of arrears workflows in Pega.
• Managed the Credit Team from June 2011.
• Obtained B Signatory delegation July 2013
• Head of MAM MSI Credit- June 2015: Management of Credit Function
• Business discretion of $10 million loan size and $300,000 unsecured exposure for structured product loan approvals (B+ Signatory).

Bond Street Custodians Limited (Domestic Custody for MIM and MSIS)

June 2017 to January 2019

· Equity Settlements

· RTGS Payments

· Cash Management

Managed Funds Team (Investment Operations processes for MIM and MSIS)

November 2016 to January 2019

• Manage trade lifecycle in Hedge Funds and Externally Managed Funds, from trade instruction, acceptance, confirmation and settlement.
• · Operational Support for MIM, MSI, FLP and MIDIS
• Payments to fund subscriptions, invoices, fees and swap settlements.

Retail Support & Execution team (Loans/Registry Management/Execution)

July 2015 to January 2019

· PPSR Monitoring and administration

· Commissions

· Operational support for MSIS Fund Trading

· Trade Processing

• Led teams of up to 17, supervising daily performance as well recruitment, development, mentoring and performance management of staff.
• Prioritized tasks and allocated resources appropriately to keep teams focused and productive.
• Focus on control framework to minimise operational risk
• Incident Management
• Cash Management (Ensure compliance with Client Monies framework)
• Project Management – Project Owner transitioned business out of Macquarie.
• Resource modelling and budget management
• Management of MSIS June Project annually (Onboarding up to 35 staff for an 8 week period.
• Head of MAM MSI Credit.

• Management of Client On-boarding for MIM and MSIS (18 staff)
• Management of Offshore team (Sykes)
• Implementation of monthly reporting to Senior Management
• Incident Management
• Monthly KPI Reporting
• Approver responsibilities
• Cross-trained existing employees to maximize team agility and performance.

• Responsible for collection of outstanding interest and investment redemption shortfalls for structured investments.
• Maintained strong customer relationships through respectful communication and effective problem-solving techniques.

Progressed to Team Leader in August 2009.

Phone Sales and Customer Service