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Matthew has extensive experience managing internal and external stakeholders through strategic initiatives and commercial negotiations to achieve successful lateral solutions.

His experience includes enterprise wide business and technical initiatives involving software vendors, business process outsourcing (BPO) outsourcing providers and third party service suppliers.

Matthew has a professional and appropriately tailored approach liaising at the senior strategic level whilst including the hands on coordination of the business and contractual processes needed to achieve successful outcomes. He draws on 15 years extensive process reengineering and organisational change management experience developed in strategic roles in NY, London, HK, Singapore and more recently in Australia since 2000.

Work experience

Feb 2007Present

Board Member & Company Secretary

Transplant Australia

Transplant Australia Ltd. is an organisation representing transplant recipients, people currently undergoing dialysis treatment, those awaiting transplantation, donor families (including living donors) and medical professionals involved in organ and tissue donation and transplantation.Transplant Australia CEO, Chris Thomas, said Matthew was ideally placed to help Transplant Australia with its strategic direction, risk management and corporate profile.

Over the past two years, I have broadened that stakeholder engagement to include corporate and political lobbying, community advocacy in the media and organisational governance in my voluntary role as Company Secretary & Board Member for Transplant Australia.




Maddfilms became fully independent and operational in late 2003. Maddfilms is a progressive film making company. We draw on many talented professionals to get the best result. Embracing Hi-end digital film making techniques, Maddfilms produced its first feature film "Sum of Existence" in co-operation with Coherent Productions. This film had success on the festival circuit & is currently screened on Channel Nine. Maddfilms second feature "Psyclops" is now seeking investors.As CFO, my role reflects the growth in this company and the importance we place on maintaining adequate and transparent financial frameworks to secure our future partnerships.

Sep 2009Present

Change Leader, WIB FX E2E Transformation

Westpac Institutional Banking

Manage cultural and process change for the FX end to end transformation of Westpac's Foreign Exchange business post merger with St George

May 2009Aug 2009

Senior Project Manager - Virtualisation and eCommerce Streams

Macquarie Group

TCS - Tata Consulting Services have been engaged by Macquarie to coordinate the stakeholders, vendors and service providers to their Virtualisation and eCommerce Streams as they migrate technology and people to new office spaces in Sydney. This successful project was completed significantly ahead of schedule and below budget.

Jun 2008Dec 2008

Project Manager

Suncorp Commercial Insurance Strategy

PM engaged by the central Strategy team to coordinate a Discovery assessment (concept phase) exploring outsourcing opportunities for Suncorp to partner with BPO outsource provider Infosys to carry out "non-customer" administrative functions to allow Suncorp to improve customer service.


Business Solutions Program Manager

Westpac Bank Australia

Leading a bank wide initiative out of feasibility through the evolution of the concept. Networking to engage 90+ stakeholders, obtain $7M+ funding approval from three funding committees and establish an appropriate talent base capable of making the strategy a reality. Lateral thinking applied to a compliance driven challenge discovering an innovative design that will deliver the client enterprise wide recurring benefits > $12 M p.a.

May 2005Nov 2006


ABN AMRO Investment Bank

The COO role covered one combined Investment Banking Group (IBG) (formerly three BU’s) with 83 staff (incl. graduates) principally in Sydney with smaller teams in Melbourne & Auckland including 14 support staff. The role supported two Co-Heads of IBG who are not hands on with the administrative issues. The workplace environment was very volatile with constant changes being implemented. Following rebuilding efforts the culture is now strong and competitive.The complexities of financial and management reporting were compounded by reorganisations leading to the creation of the Investment Banking Group and the strategic review which led to the implementation of a local staff ownership structure.The recruitment activities were extensive with > 40% turnover over the term plus the design and implementation of two graduate recruitment drives and one internship program. All these initiatives were driven within the business unit with minimal assistance from HR, beyond contracts.


Project Manager, SOX IT Program

Leading a team of 12 IT Auditors assessing the IT General Controls framework for SOX critical applications for CBA to become the first domestic bank in Australia to be Sarbanes Oxley Compliant.



IndoChine Group

Lead a rapidly expanding and dynamic hospitality group through the establishment of a financial and management accounting framework and operational business model to enable global expansion. IndoChine now has outlets in 6 countries and employs over 200 staff trading in excess of $30M p.a.


Quality Director

Six Sigma process reengineering and coordination of 24 strategic projects relating to Finance & Ops merger of Saloman Smith Barney with Citibank to form Citigroup,


Regional COO

Led the process reengineering and change management associated with the merger of ING with Barings for their Financial Markets business in Asia following Nick Leesons bankrupting episode


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