Areas Of Expertise:
- Program and Project Management
- People Leadership
- Productivity Initiatives
- Business Case Development
- Operational Risk Management
- Organisational Re-structuring
- Change Management
- Business Analysis & Process Design
- Stakeholder Management
- Retail & Business Banking
- Institutional Lending
- Commercial & Corporate Lending
- Retail Lending and Insurance
- Bachelor of Information Technology, UTS Sydney
About Michael Stark
With over 27 years’ experience in the Banking, Insurance and Finance industry across Australia and New Zealand, Michael has proven large scale and complex program delivery and 20 years managing and delivering IT projects within large organisations.
Michael has a strong technical background, which enables him to focus on delivering solutions that meet business needs and create value for the customer.
What Michael brings
- Strong communication skills, and effective leadership
- Strong stakeholder management and relationship building
- Experienced in structured processes & methodology, business case development, vendor management & contract negotiation and has a broad range of system, platform and application experience
- Collaborative mindset whilst being results-focused and highly motivated
- Resolution Life
- Westpac Group
- BT Financial
- AXA Australia
- ANZ Bank
- National Australia Bank (NAB)
- Commonwealth Bank of Australia (CBA)
As IT Program Director on the AMP Life Separation program with Resolution Life, Michael was brought onto this program to assist with the delivery of over 20 sub projects managing a budget of ~$25M in the infrastructure space, working closely with the lead Technology partner DXC as well as AMP Group to ensure many critical and foundational components of the separation were successfully implemented. This included EUC (End User Computing), Enterprise Service Management and the launch of a new Help Desk, Identity & Access Management, Disaster Recovery and other important initiatives. Michael also helped to recruit & establish the team and oversee the PMO function.
As Program Director at AMP Australia, Michael was responsible for leading the development and successful submission of two strategic transformational business cases as part of AMP’s Reinvent AMP 2022 portfolio of initiatives: 1) Employee Digital Experience (EDX), a $12M investment involving enhancing & modernizing the employee experience and moving the enterprise workplace to the cloud; and 2) Network Transformation (NETX), an $18m investment to modernize AMP’s network & telecommunications services and relocation of the core network from a traditional data centre model to the cloud.
As Program Director at Avaloq Australia, Michael was engaged to lead a virtual team comprising of resources from Australia, Singapore and Europe through a due diligence process for a major Australian Wealth Manager to assess the suitability of the Avaloq platform as a replacement for the existing Wealth Management legacy system.
As Program Lead at AMP, Michael led the Lean Corporate Services (LCS) Transformation initiative, part of the Reinvent AMP 2022 strategic roadmap to simplify the company’s portfolio, reimagine advice, simplify and improve their products, create a leaner business and reinvigorate the organizational culture. The engagement over a 14 week period involved identifying and exploring options to transform technology across the HR and Finance domains, guiding AMP through a process to select a fit for purpose ERP platform and provide a recommendation around the best go forward option (BPO vs SI Delivery) and high-level business case.
As Program Director at Wipro, Michael managed Project Edison, a large-scale delivery opportunity involving the separation of ANZ’s wealth business to IOOF and Zurich and ensure adherence to regulatory requirements as part of the separation. Michael positioned Wipro to play a key role on the program, working with onshore and offshore resources and senior Wipro management to optimize the outcome for both ANZ and Wipro.
As IT Delivery Lead at Westpac Group, Michael led the bank’s core banking modernisation program Customer Service Hub (CSH), involving the implementation of Oracle Banking Platform. Michael managed one of the 8 major workstreams, Customer Communications & Correspondence. This required close collaboration with all parts of the program and helping to drive adoption of the bank’s new agile delivery methodology using JIRA and other agile tools & processes.
As Program Manager at BT Financial Group, Michael managed the IT Delivery for Project Comet, which was initiated to integrate the Bank’s key customer-facing systems to the new General Insurance administration system at Allianz. With a budget of $52M over 2 years, Michael was responsible for managing a large number of IT delivery teams from estimates through to implementation and involved working with senior stakeholders in both organisations to deliver to fixed timeframes and budget.
As Project Delivery Executive at Commonwealth Bank of Australia (CBA), Michael managed the Institutional Lending Transformation Program (TRANSFORM). With a budget of $43M, involving establishment of a middle office team in Sydney, re-designing the operating model and organisation structure and replacing the core lending platform. Michael was accountable for overseeing the end-to-end transformation of business processes, the introduction of new technology and realization of benefits as outlined in the Business Case.
As Project Manager at Westpac Bank, Michael managed the Pinnacle Program, which was a 3-year $150M program focused on transformation of the Bank’s Credit and Lending capabilities (People, Process, Technology) comprising four workstreams – Origination (3 separate releases), MIS (Credit – Basel II Compliance; Operational MIS), Collections and Credit Risk Management. During this time, Michael was also responsible for managing the delivery of 2 major components, the Business Banking workflow application (B2B) and automated document generation engine (DocPrep).
As IT Project Manager at AXA Australia, Michael managed the GUTS program (Growing Unit Trust Sales) Release 1 & 2. Michael was responsible for managing the overall delivery & implementation and led a team responsible for the development of over 20 system interfaces, which was viewed by client & Accenture management as one of the most critical and high-risk areas of the project. The role involved managing the work effort of 3 distinct teams comprising resources from AXA, Accenture and the vendor (Tacit Group) to provide integration to both internal and external systems. This required careful management of scope, budget and quality to ensure the overall project schedule remained on track.
As Project Manager at ANZ Bank, Michael managed the IT Transformation Project, Trade & Payment Systems. Michael managed the analysis of the Production Systems Support area to identify major recurring system problems, quantify effort spent on Production systems support, develop and implement a strategy to reduce costs and introduce performance measurement capabilities to track ongoing progress. He developed and implemented streamlined processes and new tools to improve quality and productivity resulting in 50% reduction in effort spent on systems support within 2 months and savings of $3.1m in the first year. While at ANZ, Michael also implemented a standard set of project management, planning and tracking processes for Trade and Payments software development projects.
As Project Manager at NAB, Michael managed the Global Cards System Outsourcing. Michael developed a global testing strategy and schedule to maximize re-use of testing materials and resources across UK, Australia and NZ, and co-ordination of the global test planning effort. During this time, he was also responsible for the development of the estimating model and estimated global testing effort, and subsequently developed project workplans for all test phases including unit / system / network / integration / UAT and migration testing.