Project Description

May Chew

Senior Change Manager

Areas Of Expertise:

  • Change Management
  • Stakeholder Management
  • Project Management
  • System, Process, Compliance and Culture Change Programs


  • Masters in Applied Linguistics
  • Prosci Change Management Certification
  • Agile Change Management Certification
  • Certificate IV in Assessment and Workplace Training
  • Advanced Diploma in Financial Services (Financial Planning)


May is a seasoned transformation professional with 15 years’ experience working in financial services, manufacturing and NSW government sectors. She has been responsible for large scale programs, including the implementation of cloud-based systems, as well as their integral process and people changes. May’s experience spans Agile, hybrid and traditional methods, which enables her to flex to the needs of each individual project.

What brings

  • Involvement in complex, multi-year, global programs delivering outcomes in Australia/New Zealand, the Philippines, India, Europe and the USA.
  • Excellent engagement with teams on the ground, external vendors, as well as executive stakeholders. Highly skilled in interpersonal communication that fosters robust connections.
  • Adaptable and pragmatic contributor to large portfolios (300 project team members) with a focus on outcomes.

Key Clients:

  • Elanor Investors Group
  • Commonwealth Bank of Australia (CBA)
  • IRESS Ltd
  • Department of Finance, Services and Innovation, NSW (SIRA)
  • Aware Super
  • AMP / Resolution Life
  • Westpac Group
  • BT
  • ANZ Wealth
  • Colonial First State
  • Rheem
  • Lafarge Holcim

Key Achievements:

As a Senior Change Manager at Elanor Investors Group, May led and delivered a Change and Implementation Plan for the transition of the business to a new operating model and structure, which was endorsed by the CFO and Head of People & Culture. This engagement was completed under an aggressive timeline with robust stakeholder engagement and workshops.

As a Senior Change Manager for the CBA/ CFS Divestment Program, May was instrumental in the successful deployment of the Oracle Release 2 to the cloud. She also oversaw the introduction of leadership and resilience modules within CFS IT as part of the support activities for the separation from CBA. Furthermore, May facilitated the development of the CFS Change Delivery Framework.

As a Senior Change Manager at CBA Private, May established a robust operational resource planning process and managed the implementation of a new Learning Management System aligned with the CBA Group. Separate to that, May undertook transition management for all streams within the Private Bank Legislative Program.

As a Change Manager at CBA Wealth, May undertook extensive analysis of the Advice Transformation Program across all impacted CBA Wealth teams including aligned licensees to understand the impact across technology, processes and behaviours. She demonstrated effective engagement with internal and external stakeholders to secure their commitment to agreed outcomes. (For example, May efficiently prepared the Count Licensee for a transition to a new portal under tight schedule, ensuring a positive experience for impacted business units and licensees.) For this Program, May also covered gaps in project management and testing responsibilities to ensure on-time delivery. The solutions implemented were effectively supported and integrated into the business post-implementation.

As a Change Consultant at IRESS Ltd, May provided consultancy services for IRESS’ overseas projects in South Africa, Canada and the UK, contributing to the development of a positive change culture across IRESS’ mid-management. She also played a vital role in successfully executing systems, such as XPLAN, within their businesses. Prior to this, May was IRESS’ National Training Manager.

As a Change Manager at the Department of Finance, Services, and Innovation, NSW, May effectively implemented multiple programs including the implementation of the cloud-based Salesforce portal, the Compulsory Third Party (CTP) Reform, as well as the culture uplift program for the Dispute Resolution Services (DRS) Leadership team.

As a Senior Change Manager at Aware Super, May was responsible for the design, development and implementation of a strategic Change and Communication Plan at the portfolio level. She developed artefacts and tools to support the three Levels of Accountability uplift, Remediation and Regulatory Affairs initiatives as well as an enhanced competency framework aligned with ASIC requirements.

As a Senior Change Manager for the AMP/Resolution Life IP Remediation Program, May developed a Customer Communication methodology for endorsement by ASIC and executed a comprehensive internal and external (customer) communication plan. This plan covered the development, sign-off, and implementation of correspondence and artefacts. She also coordinated a comprehensive training initiative for internal teams and business partners, including enhancing the skills of both internal and external resources and establishing a support framework for the Customer Call Centre. May further conducted planning and gap analysis for the implementation timeline, including resource allocation.

As a Performance Consultant at Rheem, May worked with the Finance Leadership Team to define, develop and implement the “Ways of Working” initially at the leadership leader and then to the entire Finance Team. A Competency Framework was developed to support the agreed “Way of Working” for the business. Follow up sessions were carried out six months later to ensure that the practices are entrenched.

As a Global Transition Consultant at Lafarge Holcim, May led efforts to devise a knowledge transfer strategy for the transition of support services from Manila to Mumbai. She also designed and delivered cultural awareness modules for India, Australia/New Zealand, the USA and Europe. Additionally, May was responsible for crafting and executing the Engagement and Communications Plan for the portfolio and effectively engaged stakeholders at governance and global levels.

As a Change Manager at Westpac Group for the AP221 Program, May conducted a thorough change impact assessment, formed targeted mitigations, developed an Engagement and Communications Approach, and actively engaged stakeholders across multiple organisational levels.

As a Change Manager at BT Group for the Ongoing Advice Remediation Program, May supported the development of a comprehensive Change Strategy for the business case. For the Life Insurance Code of Practice Program, May completed a detailed impact assessment and developed and validated training requirements for the program. She was then responsible for the design and delivery of a training program to the Life Insurance Operations team.

As a Consultant at ANZ Wealth Management for the Future of Financial Advice (FOFA) Program, May successfully managed change initiatives to meet legislative requirements within strict time and budget constraints. She assembled and upskilled a dedicated team of trainers to deliver the new ANZ Planner induction program and efficiently oversaw the design, development and implementation of customer-centric induction modules for ANZ Financial Planning.

As a Change Manager at MLC for the Stronger Super e-Contributions project, May effectively undertook and validated a detailed impact assessment for all impacted departments in the Superannuation business. She provided essential support to the Senior Change Lead.

As a Change Analyst (and PMO support) at Colonial First State, May was responsible for crafting and executing change initiatives within the Institute of Advice’s Organisational Change Management (OCM) Plan. She effectively delivered the BW Financial Advice Induction Program and oversaw the BW Financial Advice New Pricing Policy project. May also excelled in delivering a comprehensive training package tailored to the CFP Advice Strategy.

Other Team Members