Seán Edwards

I was accountable for the whole TSB Branch network. The network consists of 21 nationwide Branches that deliver frontline customer experiences. This was a highly visible and significant role within TSB, given the level of frontline change implementation. This ranged from customer engagement in providing financial services and products, compliance obligations and lifting performance standards in a competitive and ever-changing financial environment.

Reporting to the General Manager, Customer Delivery, and leading a team of ~180 FTE.

Key Achievements:

• Branch Optimisation (reduce branch numbers):

A significant TSB challenge was to reduce cost-to-income levels so I led the closure of seven branches within a six-month timeframe.

• Health, Safety and Well-being

As Head of Branch network influenced better H&S standards, from property matters, cash handling, branch security and overall staff well-being session. For example Mindfulness session that I led. Improved staff work satisfaction by 12%.

• Branch Network Performance

I led the weekly cadence performance discussions towards lifting product and productivity outcomes. This resulted in uplifting referrals of Fisher Funds Kiwisaver (12%), Insurance (Life and General) (9%) and Investments (7%).

• As an Executive, I was responsible for contributing to the goals for TSB Bank by directing all sales, distribution, and support channels to deliver the Bank’s strategy, which includes both financial and non-financial dimensions.
• An Executive member on the ALCO, Pricing Committee and Credit Risk Committees.
• Developed, executed and managed a multichannel customer and service strategy and business plan – including Retail, Business and Agribusiness. A key outcome is implementing CCCFA regulatory obligations into TSB.
• Working collaboratively with other Executive Leadership Team members to build a united and cohesive ELT.

Key Achievements:

• Residential Lending Growth

During my time as GM I delivered Residential net lending growth of ~$1b during my time as GM. FY21, $211m, FY22, $398m, FY $367m.

• Operational AML/CFT Initiatives

Implemented with GM Technology AML/CFT tool ApplyID across TSB - post Reserve Bank breaches for AML/CFT matters.

• Staff Surveys

Lifting Our Voice/BPTW survey from 59% to 71%.

• Consumer Choice Award - Best Customer Service

Awarded the Consumer Choice Awards for three consecutive years for best Bank for Customer Distribution Services.

CEO requested I led the TSB Risk function in an acting capacity while a new CRO was recruited.

Key Achievements:

• Covid response

I led the Crisis Management Response Executive team through Covid-19 impacts on TSB Bank

• Risk Systems

Implemented Triline Risk Monitoring System with TSB. Outcome was better understanding to top risks within TSB.

• Risk Team Structure/Policies

Restructured Risk Team and introduced Line 3 team

Started the formulation of the organisation’s risk management policies and application throughout the organisation

• Three Lines of Accountability Model

Implemented Three Lines of Accountability while in acting GM Risk at TSB Bank.

• Accountable for the management of TSB’s Retail Business operations to deliver simplification, consistency, rigor, capability and an improved employee and customer experience

Key Achievements:

AML/CFT Breaches

• Led business wide project streams and initiatives including AML/CFT and FAR historical breaches

Process Improvements

• Identified and implemented process improvements and efficiencies across the network.
• Reduced handling errors by 12% for Home Loans settlements using LEAN methods

Key achievements:

• Played a key part in bringing the New Zealand Post Store network into Kiwibank’s DNA through shared values and the Kiwibank culture
• Lifted the Line 1 Compliance and Risk framework regulatory culture
• Achieved performance management and development goals.
• Open new Kiwibank Branches in Henderson, St Lukes and Customs Street (CBD)

Key responsibilities and achievements:

• Accountable for growing a complex Commercial Banking (Specialised Channels) portfolio
• Met with customers to assess needs and propose customized solutions.
• Balance sheet lending growth of ~$80m both structured and cashflow lending loans on my commercial set.
• Delivered exceptional experience and maintained productive relationships with South-Eastern sector of Auckland.

• Responsible for the integration of ANZ and RBS Operations
• Delivered all AML/CFT policies and procedures for operational activities prior to Legal Day 1.

• Leader of 250 FTE responsible for end-to-end processing lending for rural, commercial and SME customers across Australia
• Supported sales plan resulted in 18% SME growth while off-shoring 70% of functions to India.

• Leader of 350 FTE responsible for all operational lending support activities for NZ group
• Achieved 98.6% error-free processing.
• Led the implementation of merging the ANZ and National Bank back-office operations teams in one operating culture

• Leader of 16 FTE with duties being >80% LVR assessment and National Bank Credit policy
• Implemented the credit risk appetite strategy for NBNZ.
• Implemented and developed operational standards, policies and procedures.