Rebecca Curtis

In my governance role I have a responsibility to ensure that the current business practices are fit for purpose to maintain MSD accreditation and ongoing funding by meeting the operational guidelines and requirements

I have been active member of the team dedicating time with the senior leadership team to review and improve processes and ways of working resulting in greater efficiencies and better adherence to regulatory compliance

• Attended committee meetings to propose, discuss and advance management and investment ideas.
• Oversaw business-wide changes to modernize procedures and organization.
• Created succession plans to provide continuity of operations during leadership transitions.
• Maintained P&L and shouldered corporate fiscal responsibility.
• Coach and mentor paid staff, working closely with management to drive 'Operational Excellence' and developing strong foundational practise in processes and analytics to further support the daily running of the organisation

Project management for the upgrade of commercial property facilities and on-going management after project completion Feb 2025.

• Led commercial property redevelopment projects, ensuring alignment with tenant and owner requirements for optimal commercial outcomes.
• Responsible for end-to-end project delivery, overseeing contractors and fit-out to meet time, scope, and budget targets.
• Resolve complex issues swiftly , minimizing project disruptions through liaising with relevant regulatory bodies and stakeholders

A senior management role reporting to the Head of Retail Operations and a dotted line to the GM Retail. My role was responsible for the pricing of three retail network brands; Z, Caltex and Pak n Save.

• Orchestrated retail pricing strategy for 300+ locations across three fuel brands, directly impacting 75% of company revenue through diverse commercial models. Z, Caltex and Pak n Save.
• Mastered a complex, dynamic market by translating global market intelligence and insights into actionable pricing strategies, ensuring optimal balance of volume and margin.
• Championed data-driven decision-making by leading a team of analysts to optimize fuel sales, achieving sustainable profitability and fulfilling contractual commitments.
• Served as a key strategic partner to the CEO and executive team, providing critical analysis and recommendations to navigate reputational, financial, and relational complexities.
• Developed and implemented medium-term pricing strategies that maximized brand value and market competitiveness, aligning with overall organizational goals
• Managed a cross-functional team to implement a complete change of software and improve integration for greater inputs and outputs from the existing POS which resulted in $0.5M in savings.
• Led the working group for the retail fuel market compliance reporting driven from the Commerce Commission Fuel Market Study
• Developed a strong team culture, through supporting, coaching and mentoring which resulted in a stable and success driven team
• 3 Direct reports.

A newly created manager role within Z Retail reporting to Retail Operations Manager. I created the pricing function tasked to grow revenue and profit by maximising/optimising current pricing approach for fuel in the retail sector. This was driven by market growth and a changing competitive landscape.

• Developed a robust and documented pricing function that was well understood across the retail business.
• Supported decision making with analysis aligned with the annual targets, driven by the agreed and documented pricing strategies.
• Grew margin by 35% in the first year
• Developed operational processes that aligned with company compliance, met anti-competitor laws and ensure the safety of the staff on site
• Implemented pricing software to support a growing competitor landscape and increased changes in the market.
• Improved processes for pricing execution that used existing technology, supported all staff and decreased risk of errors.
• Built productive stakeholder relationships using an open-minded and consultative approach.
• 1 Direct report

A Client Manager, based in the Treasury Services group my role was to ensure the bank provided world class cash management, trade, liquidity and commercial services for global clients that also worked within the New Zealand regulatory framework.

• Educating and informing Australian based operations teams on New Zealand market practices and ensuring NZ compliance was met.
• Assisting in resolution on escalated issues.
• Managing key in country risks, with off the shelf products to ensure regulatory compliance.
• Working with other areas in JPM for potential growth clients to assist in acquisition of new business.

As the Product Manager in Transactional Banking, offering tailored banking solutions, specialist segment services and connections to an international network, I was tasked to drive product profitability for bespoke services offered by delivering effect strategy, pricing, analysis and reporting across interbank payments, treasury cash management including foreign exchange.

• Clearly defined product strategy and roadmap that drove four programs of work: Pricing, communications, operations and policy.
• Pricing program delivered $200K of uplift across the portfolio.

• 7 Direct reports