Experience

Selected transactions and transformation programs delivered by Atheryon principals across current engagements and prior leadership roles.

Work across banking, wealth, capital markets and non-bank financial institutions, including a home-loan portfolio of more than $20 billion.

1. 01

   $20bn+ Mortgage Portfolio Acquisition

   Integration Leadership
   Specialist Mortgage Servicer

   Context

   A consortium acquisition of a mortgage portfolio valued at more than $20 billion. Compressed timelines, complex separation requirements, multiple service providers and no seller transitional services.

   Role

   Integration Director for the acquiring specialist mortgage servicer, responsible for separation, transition and Day 1 readiness planning through transaction completion.

   Outcome

   Delivered operational readiness for Day 1, customer migration and regulatory continuity within an accelerated timetable, enabling transition to the new servicing environment with minimal post-completion stabilisation requirements.

2. 02

   Enterprise-Wide Divestment & Separation Advisory

   Separation & Integration Advisory
   Major Australian Financial Institution

   Context

   Separation and integration advisory supporting a portfolio of wealth, superannuation and asset management transactions exceeding $1 billion in value at a major Australian financial institution.

   Role

   Senior separation and integration advisory roles across acquisitions, divestments and strategic transactions, with responsibilities expanding over time to include an enterprise-wide M&A transaction advisory remit.

   Outcome

   Advised across a portfolio of acquisitions, divestments and strategic transactions, while helping establish repeatable separation and integration practices across the organisation.

3. 03

   Sale & Separation of Major Financial Advice Businesses

   Separation Execution
   Major Australian Banking and Wealth Group

   Context

   Sale of a major financial advice business representing approximately $8 billion in funds under advice, together with the closure of a second advice network, as part of a broader wealth simplification agenda.

   Role

   Led divestment and separation execution across major wealth simplification initiatives, including business sale, network closure, Day 1 operating model design, business readiness and separation delivery.

   Outcome

   Delivered the successful sale of a major financial advice business in four months, a record timeframe for the bank, and the orderly closure of a second advice network, achieving minimal transitional services and full operational separation.

4. 04

   Wealth Demerger & Insurance Divestment

   Separation Design & Readiness
   Major Australian Banking & Wealth Group

   Context

   Finance separation supporting a major life insurance divestment and a proposed wealth management demerger as part of a broader simplification agenda.

   Role

   Led finance separation planning and readiness activities, including standalone finance operating model design, ERP replacement platform selection, finance function separation and execution planning.

   Outcome

   Established standalone finance capabilities and separation readiness foundations to support a major insurance divestment and future restructuring options.

5. 05

   Post-Merger Transformation

   Transformation Leadership
   Global Investment Bank

   Context

   Strategic investment initiative across a €400 million asset pool delayed following the merger of the Wealth and Asset Management divisions.

   Role

   Engaged by Executive Committee members to recover the initiative and lead a multidisciplinary team through the design and implementation of a new cross-divisional operating model.

   Outcome

   Recovered a critical strategic initiative and delivered the first successful joint program following the merger, establishing a new operating model for the combined Wealth and Asset Management business.

1. 01

   Program Recovery & Delivery

   Financial Markets
   Major Australian Bank

   Context

   A Financial Markets data and analytics transformation had stalled after $50 million. At $58 million the program was 10% done, with regulatory and operational capabilities still undelivered.

   Role

   Program Director, accountable for recovering the program and delivering the remaining 90%.

   Outcome

   The remaining 90% shipped for a further $26 million, taking the final program cost to $84 million. The data and analytics platform went live, including automated trade surveillance and trade and record reconstruction, with executive-level APRA engagement. Subsequent strategic data-asset delivery ran up to ten times faster than previous methods.

2. 02

   First Near Real-Time Front Office Risk System

   Risk & Market Data Platforms
   Global Investment Bank, Commodities

   Context

   During a period of extreme crude oil volatility, commodities trading desks required near real-time risk visibility and regulatory market risk reporting.

   Role

   As Global Head of Risk Platforms, led the design and delivery of the bank’s first near real-time front-office risk platform, including VaR, P&L attribution, and global market data capabilities across New York, London, and Zurich.

   Outcome

   Delivered the bank’s first production near real-time front-office risk platform, enabling faster risk decisions and enterprise-scale risk transparency across global commodities operations.

3. 03

   Regulatory Markets Platform

   Regulatory Platform Delivery
   Major Australian Bank, Institutional Banking & Markets

   Context

   The markets business faced trade reporting, record keeping, MiFID II and trade surveillance obligations, with no platform to carry them.

   Role

   Business owner and delivery lead from inception through BAU handover, including the data modelling and engineering capability behind the platform.

   Outcome

   Obligations met on a platform that transitioned into business-as-usual operation.