E2E provided Project and Change Management services supporting Westpac’s IT and business initiatives. The initiatives drove business efficiencies, improved customer service and improved Westpac’s ability to meet the ever changing legislative and regulatory compliance requirements of the industry.
Customer Static Data
The program scope was a global solution for onboarding and maintaining customer data across all Westpac Institutional Bank (WIB) businesses.
This includes a sustainable business model leveraging strategic IT capabilities that support WIB products and functions. Underpinning the Lean process improvement activities is the implementation of IBM Business Process Management (BPM) workflow tool.
The scope included developing and implementing a global operating model that provides end-to-end ownership and governance of customer data across WIB’s geographical locations; integrating customer data onboarding and maintenance into multiple systems in consistent formats; and, implementing a single virtual customer data team, distributed globally covering all channels, products and geographies under a single management structure.
The operating model is supported by globally standardised customer lifecycle processes to enable optimised, consistent and seamless customer onboarding, maintenance and closure processes; and automated processes supported by a Business Process Management technology platform.
Foreign Exchange IT Transformation
The program included up to 18 business and technology projects in each financial year. These projects were geared to provide the business with state-of-the-art technology solutions for Foreign Exchange platforms.
Responsibility included seven Project Managers and up to 72 project staff. Managing the team included forward resource planning and FTE management to Westpac quotas.
Oracle Finance Remediation Program
Project management of the implementation of multiple organisational changes to support:
- New GL reporting tool
- New Intra and Inter Company consolidation software and processes
- Remediation of multiple general ledger accounts
- Automation of journal processes Outcomes
- Strong business ownership of changes
- Transition to new operating models and processes occurred with no disruption to operations