Carika Norval
Summary
Commercially minded, people-driven transformation leader with 20 years of experience delivering enterprise-wide change, turning strategy into action, and embedding operational excellence.
Proven ability to cut through complexity, challenge the status quo, and focus on what drives measurable impact.
Specialises in building high-performance cultures through continuous improvement, uplifted governance and risk capability, and scalable, future-fit ways of working. Known for activating strategy—connecting people, performance, and purpose to deliver enterprise value and elevate customer experience.
Overview
21
21
years of professional experience
Work History
Process & Operational Excellence Lead - Strategy & Transformation
ANZ Banking Group
12.2023 - Current
- Executing enterprise-wide transformation to embed High Impact Processes (HIPs) and process management into daily operations, driving consistent business performance and a culture of action.
- Design and govern process architecture across NZ Retail, Institutional, and Business portfolios, delivering operational insights and championing continuous improvement and standardization.
- Partner with Risk, Operational Excellence, and Customer Care to develop integrated process solutions aligned with NFR, Complaint-to-Compliment, and Customer Care frameworks, embedding controls and enhancing customer experience.
- Establishing Process Mining as a core capability, leveraging analytics to identify inefficiencies, enable data-driven decisions, and accelerate performance improvements.
- Developing detailed end-to-end process models in Signavio, capturing key activities, risks, customer experience, costs, and technology through collaborative workshops.
- Driving data-informed decision-making using performance metrics, financial data, and KPIs to surface opportunities, prioritize actions, and embed accountability via dashboards.
- Coordinating HIP program implementation across the enterprise, ensuring strategic alignment, consistent execution, and sustainable transformation aligned with Group Framework.
- Optimizing Signavio platform integration to enable scalable process modeling, performance tracking, and continuous optimization.
- Building strong stakeholder relationships to embed process excellence mindset, secure buy-in, and align initiatives with broader transformation goals.
- Leading continuous improvement efforts, conducting deep-dive process analysis to drive productivity, effectiveness, and superior customer outcomes.
Senior HR Business Partner Technology
ANZ Banking Group
01.2021 - 11.2023
- Owned HR strategy for a 1,600-person Technology portfolio, partnering with CIO and senior leaders to align people and performance strategies with business transformation priorities.
- Designed and implemented workforce planning models and performance dashboards, driving data-informed talent decisions and optimizing capability deployment.
- Drove commercial decision-making in hiring strategies—reducing costs, managing contractor use, and ensuring role grading aligned with operational and cost strategies.
- Led people risk, governance, and compliance initiatives, embedding enterprise-wide standards to mitigate risks and ensure delivery effectiveness during Core Banking Transformation.
- Drove change readiness and adoption, collaborating with Change COEs to embed sustainable transformation and reinforce change through coaching and feedback.
- Influenced prioritization and execution across leadership teams, ensuring alignment of talent and performance initiatives with business goals.
- Delivered quarterly executive reporting on workforce risks, transformation progress, and performance metrics to support strategic decision-making.
- Developed human-centered engagement strategies and led leadership coaching to boost employee connection, retention, and a high-performance culture.
- Partnered cross-functionally with Talent, OD, and Rem to deliver integrated people solutions, including career frameworks and succession planning.
Global Workforce Design Lead
Fuel50 Talent Experience Technology
08.2018 - 12.2020
- Led enterprise implementation of AI-powered Talent Programs and talent marketplace platforms across the USA, UK, Europe, and APAC, driving internal mobility, workforce agility, engagement, and retention with measurable business impact.
- Designed digital workforce architectures including job levelling, performance, succession, and leadership development frameworks to build agile, future-ready organizations.
- Co-designed key product features for HR tech platforms like Fuel50, including FuelArchitect, AI-enabled career journeys, capability frameworks, and succession planning tools—improving user experience through human-centered design.
- Developed strategic workforce dashboards and digital capability maps, translating complex people data into clear, actionable insights that aligned with business priorities and enabled informed decision-making.
- Transformed traditional Learning Management Systems (LMS) into modern, scalable platforms that accelerated learning, adoption, and digital engagement.
- Reimagined career architecture and organizational design, simplifying structures and embedding agility through technology-driven solutions aligned to strategic goals.
- Delivered high-impact capability and strategy workshops, aligning leadership, culture, and functional capability to business objectives during periods of transformation.
- Researched and reported on global workforce trends, providing clients with quarterly insights to guide strategic workforce planning and investment decisions.
- Led change and transformation initiatives, embedding growth mindsets and building digital capability through software enablement and agile methodologies.
- Partnered with global clients including MetLife, Bank of America, Johnson & Johnson, Commonwealth Bank, and PepsiCo to deliver future-of-work strategies and scalable talent solutions
Senior HR Business Partner (Contract)
FlintFox International Technology
04.2018 - 08.2018
- Led global HR initiatives across NZ, UK, USA, AU, and LATAM, driving complex ER, performance, workforce planning, restructuring, and succession programs to enable transformation and workforce agility.
- Directed global remuneration, benefits, and EVP programs, aligning culture and compensation with strategic goals to boost engagement and retention during change.
North Island HR Business Partner (Contract)
Fulton Hogan
12.2017 - 04.2018
- Partnered with senior leaders to deliver strategic HR solutions across workforce planning, talent acquisition, onboarding, and change, aligning people strategies with business transformation goals.
- Led national talent programs—including graduate recruitment, EVP, and employment branding—addressing skill gaps, building internal pipelines, and enhancing the end-to-end employee experience.
Regional Manager - Talent & Transformation
Deloitte
01.2013 - 10.2017
- Led end-to-end transformation programs across Finance, Insurance, FMCG, and Public sectors—spanning culture, talent, and digital strategy.
- Designed enterprise-wide Talent & Culture transformation roadmaps, aligning people strategy with business priorities and execution timelines.
- Audited and reimagined digital HR assets, creating integrated digital roadmaps aligned to enterprise architecture and strategic goals.
- Delivered high-impact change and digital adoption strategies, accelerating uptake, reducing friction, and driving ROI on transformation initiatives.
- Co-developed global tools, including a digital mentorship model, international digital interview assessment platform, and a skills-based offshore hub to boost capability, equity, and delivery efficiency.
- Advised on strategic people initiatives, including workforce planning, talent acquisition models, D&I, EVP, retention strategies, and org design.
- Launched graduate and women-in-leadership programs to build inclusive, future-fit talent pipelines and support long-term capability development.
- Managed HR tech transitions, including large-scale migrations from SAP SuccessFactors to tailored in-house HRIS platforms.
- Led and coached a high-performing team, guiding eight direct reports and three indirect contributors through complex transformation delivery.
Business Analyst
AB InBev (FMCG)
01.2011 - 01.2012
- Built and maintained performance dashboards and KPI tracking tools, translating sales, production, and marketing data into actionable insights to support strategic decisions.
Learning and Development Consultant/ Entrepreneurship Lecture
University of Pretoria
01.2009 - 01.2011
- Designed and delivered innovative, human-centered (HCD) learning strategies and materials, leveraging people analytics to close capability gaps, run engaging workshops, and drive impactful, data-informed development outcomes.
HR Generalist
Mercedes Benz Motors
01.2004 - 01.2008
- Delivered integrated HR solutions across the employee lifecycle, partnering with leaders to align talent strategies with business goals, while driving initiatives in workforce planning, employee relations, performance, onboarding, recruitment, retention strategies and organizational development.
Education
Bachelor of Commerce - Human Resources Management
University of Pretoria
Bcom Honors - Strategic Business Management
University of Pretoria
Skills
Transformation & Process Excellence
- Operational Excellence & Continuous Improvement
- Process, Business, Capability & Workforce Architecture
- Strategic Workforce Planning
- Capability & Org Design
- Risk, Governance & Change Management
- AI & Automation Opportunity Identification
People Strategy & HR Leadership
- HR Business Partnering & Advisory
- Talent Acquisition, Retention & Development
- Employee Experience & EVP
- Performance, Reward & Engagement
- Diversity, Inclusion & Culture
Data, Tools & Innovation
- People Analytics & Insights
- HCD & Design Thinking
- HR Tech Integration & Enablement
- Research, Innovation & Digital Transformation
Awards
- Deloitte Young Achiever Award
- Deloitte Way Award - Positive Influencer
- National Award - Best Employment Branding Campaign
- Golden Key - Deans merit list at university (Top 10% of class)
- Sports Prefect
Timeline
Process & Operational Excellence Lead - Strategy & Transformation
ANZ Banking Group
12.2023 - Current
Senior HR Business Partner Technology
ANZ Banking Group
01.2021 - 11.2023
Global Workforce Design Lead
Fuel50 Talent Experience Technology
08.2018 - 12.2020
Senior HR Business Partner (Contract)
FlintFox International Technology
04.2018 - 08.2018
North Island HR Business Partner (Contract)
Fulton Hogan
12.2017 - 04.2018
Regional Manager - Talent & Transformation
Deloitte
01.2013 - 10.2017
Business Analyst
AB InBev (FMCG)
01.2011 - 01.2012
Learning and Development Consultant/ Entrepreneurship Lecture
University of Pretoria
01.2009 - 01.2011
HR Generalist
Mercedes Benz Motors
01.2004 - 01.2008
Bachelor of Commerce - Human Resources Management
University of Pretoria
Bcom Honors - Strategic Business Management
University of Pretoria
Similar Profiles
Assad SultaniAssad Sultani
Fraud Detection at ANZ Banking GroupFraud Detection at ANZ Banking Group
Andrea PukehikaAndrea Pukehika
Assistant Manager at ANZ Banking GroupAssistant Manager at ANZ Banking Group
Sandy AlvesSandy Alves
Senior Banking Consultant at ANZ Banking GroupSenior Banking Consultant at ANZ Banking Group
Ezhilarasu MunuswamyEzhilarasu Munuswamy
Product Area Lead - Payments Platformsa at ANZ Banking GroupProduct Area Lead - Payments Platformsa at ANZ Banking Group
HEATHER PETTITHEATHER PETTIT
<ul><li>Oversaw all operational functions during the successful amalgamation of two legacy mutual insurers into a single, unified organization. Reported directly to the CEO and played a key leadership role in aligning people, processes, and performance with long-term strategic goals.</li><li>Led the full operational transformation of Salus Mutual, uniting teams and systems from two legacy organizations under a cohesive structure with shared goals and culture.</li><li>Redesigned leadership accountabilities and implemented new KPI and SLA frameworks, enabling stronger performance management and outcome tracking.</li><li>Built internal capacity in key operational areas, reducing reliance on external consultants and establishing a culture of ownership, capability, and continuous improvement.</li><li>Established an Operations function to support Claims, Underwriting, and Sales, delivering enterprise-wide value through data insights, process improvements, project delivery, and enhanced customer service.</li><li>Collaborated closely with the Senior Leadership Team and Board of Directors to co-develop and launch the organization’s first corporate strategy post-amalgamation.</li><li>Held P&L responsibility for $45M in Gross Written Premium, with a strong focus on operational efficiency and strategic growth.</li><li>Delivered key strategic outcomes, including: First-ever member rebate in company history, First employee engagement survey, achieving a 75% engagement score, 3% reduction in expense ratio through operational efficiencies and cost control.</li></ul> at Salus Mutual Insurance Company<ul><li>Oversaw all operational functions during the successful amalgamation of two legacy mutual insurers into a single, unified organization. Reported directly to the CEO and played a key leadership role in aligning people, processes, and performance with long-term strategic goals.</li><li>Led the full operational transformation of Salus Mutual, uniting teams and systems from two legacy organizations under a cohesive structure with shared goals and culture.</li><li>Redesigned leadership accountabilities and implemented new KPI and SLA frameworks, enabling stronger performance management and outcome tracking.</li><li>Built internal capacity in key operational areas, reducing reliance on external consultants and establishing a culture of ownership, capability, and continuous improvement.</li><li>Established an Operations function to support Claims, Underwriting, and Sales, delivering enterprise-wide value through data insights, process improvements, project delivery, and enhanced customer service.</li><li>Collaborated closely with the Senior Leadership Team and Board of Directors to co-develop and launch the organization’s first corporate strategy post-amalgamation.</li><li>Held P&L responsibility for $45M in Gross Written Premium, with a strong focus on operational efficiency and strategic growth.</li><li>Delivered key strategic outcomes, including: First-ever member rebate in company history, First employee engagement survey, achieving a 75% engagement score, 3% reduction in expense ratio through operational efficiencies and cost control.</li></ul> at Salus Mutual Insurance Company