Richard Jeremiah

Managed a series of projects involving the installation of technology infrastructure across the bank’s branch network. Requiring strong coordination, stakeholder engagement, and execution. Key responsibilities included:

• Project Coordination & Delivery - Plan and oversee technology installations, ensuring seamless execution with minimal branch disruption.
• Vendor & Partner Management - Managed the implementation hardware and SaaS software, ensuring timely delivery, installation, and compliance with SLAs. Resolved technical and operational issues, escalating as needed to keep deployments on track.
• Stakeholder Engagement & Communication - Kept frontline staff, Private and Retail Business leadership, and Service Owners informed on project progress and impacts.
• Collaboration with Internal Development Teams working in an agile environment - Worked closely with developers, Product Owners and RTEs to align infrastructure upgrades with banker-supported applications.

Delivered a SaaS CRM (Salesforce) for the Remediation Call Centre and support functions -

• Aligned with Agile principle and governance frameworks to implement a CRM solution, overseeing large-scale data migration and ensuring long-terms sustainability for optimal user experience
• Partnering with a quality assurance team to set up automation test scripts, streamlining testing efforts, reducing cost and the delivery timeline
• Successfully led the strategic closure of a critical project, overseeing contract finalisation, vendor management, and the secure repatriation, transfer, and purging of 16M NAB customer records from major consultancy firm.
• Ensured seamless operational handover, executive reporting, and risk management, delivering a smooth and compliant transition.

IRESS/ Umlaut document submission - Integrated client correspondence into Iress’ XPlan with Umlaut.

• Revised contractual and MSA agreements.
• Managed requirements gathering and documentation.
• Oversaw PMO, governance, and security testing (ST, SIT, Performance, Penetration).
• Led POC phase, processing ~2,000 correspondence forms.
• Migrated 96,000 correspondence forms securely to a third-party platform.
• Delivered the project on time, avoiding extension costs.

Governance Reporting & Project Delivery:

• Led sessions with Senior Managers across Operations, Finance, Digital, and Product to address project conflicts and define strategies.

• Synthesized project data to produce actionable RAG reports for executive decision-making.

Project Delivery:

• Delivered 40+ small to medium-sized projects ($100K - $1M) in Super and Investments products over four years.

• Managed deployments via monthly and quarterly releases, adhering to milestone deadlines.

• Collaborated with Risk, Technology, Testing, and third-party teams to resolve blockers and ensure successful outcomes.

• Led daily stand-ups and workshops to optimize resources and maintain project integrity.

• Achieved successful Go-Live with no severity 1 or 2 defects across all project

Key Projects:

• Closure & Termination of Internal & External Investment Fund
• ATO Client TFN Validation Project
• Introduction of Admin Fee Implementation
• Introduction of APRA Levy Service Fee (Investments)

• Managed stakeholder expectations through transparent communication and timely status updates, ensuring alignment between project deliverables and business objectives.
• Supported high-priority Corporate Product initiatives (2013-2015), including requirements gathering, UAT, and post-implementation verification.
• Developed SharePoint workspaces for team knowledge sharing, process maps and cheatsheets outlining critical workflow for operational teams
• Coordinated predictive workforce planning database to optimize Data Integrity resources.
• Led change requests as Kaizen Master for Monies In business unit (2013-2014).
• Imbedded knowledge management standards for Operations teams.

Key achievements

• Proposed and led workshops to remove high-risk reports, saving 33% FTE in Data Integrity.
• Led change requests as Kaizen Master for 'Monies In' business unit (2013-2014).

Key projects

• Infra-fund Super SFT - The Employee Retirement Plan to Masterkey Business Super

• Analyzed data to create training schedules for TERP Allocations and its functions.
• Delivered training based on data insights, including 1:1 and group sessions.
• Reported on staff work quality for data entry, updates, and MLC client/member database management.
• Collaborated with ADP Employer Services to create an efficient remittance advice process.
• Generated and processed Excel templates to compile data from large employer plans.
• Documented business operation processes and partnered with manager to develop strategies for improving work output and AOM report data entry.
• Acted as 2IC, supporting leadership in day-to-day operations and team management.