Head of Growth and Strategy

Drive the ANZ Customer Growth Agenda Define the ANZ customer growth agenda, identifying the customers, industries, markets and opportunities where focused intervention can create disproportionate growth. Use customer and market insight to identify emerging opportunities and structural barriers to growth. Work with segment and industry leaders to translate growth opportunities into specific customer strategies and execution plans. Establish a systematic approach to accelerating priority customers and opportunities, ensuring the right leadership attention, resources and capabilities are brought together. Partner with sales, technical, partner, marketing and operational teams to remove obstacles that prevent customers from moving from experimentation to scaled transformation. Bring the Office of the President to bear on the most important customer growth opportunities where executive sponsorship can materially change the outcome. Work with the ANZ Senior Leadership Team to identify the small number of strategic choices and growth plays where ANZ will differentiate and lead. Provide the agreed strategic choices and priority growth plays as the formal starting input to the annual planning process led by Business and Sales Operations. Work closely with Finance, Sales Excellence & Operations, Marketing and the field to ensure resources follow the areas of greatest strategic opportunity. Work with the ANZ President and leadership team to identify where executive engagement can unlock strategic customer relationships and transformation opportunities. Ensure insights from executive customer conversations feed directly back into the ANZ strategy and transformation plan. Act as a strategic adviser to the ANZ President on growth, market opportunity, customer priorities and transformation. Lead through influence across a highly matrixed organisation, creating alignment around the priorities that matter most. Challenge constructively where activities or investments are not aligned with the strategy. Build coalitions across ANZ, Asia and corporate teams to accelerate outcomes that cannot be delivered locally alone. Help build greater strategic, commercial and transformation capability across the broader leadership community. The successful candidate will bring: Significant senior leadership experience across strategy, growth, business transformation, consulting, commercial leadership or enterprise technology. A demonstrated record of translating strategy into measurable customer and commercial outcomes. Strong understanding of enterprise customer transformation and the factors that enable organisations to adopt and scale technology successfully. Commercial and financial acumen, with the ability to connect market opportunity with investment and execution choices. Experience leading complex transformation across organisational boundaries and influencing senior leaders without relying on direct authority. Strong analytical capability and the ability to turn complex market and business information into clear choices and action. Deep executive presence and credibility with senior customers, partners and internal stakeholders. Excellent written and verbal communication, including the ability to create simple, compelling strategic narratives. Strong understanding of the Australian and New Zealand market and the economic, technology and industry forces shaping customer investment. Strong AI and technology fluency, particularly an understanding of how AI is changing customer business models, organisational transformation and competitive advantage. The Head of Growth and Strategy will be: Customer obsessed: starts with the customer problem and works backwards. Commercially minded: connects strategy to growth, investment and measurable outcomes. Strategic and practical: equally comfortable defining where we should play and working through what needs to happen on Monday morning. Outside-in: actively tests internal assumptions against customers, competitors and the market. A systems thinker: sees connections across customers, industries, technologies and organisational boundaries. Execution oriented: has the persistence to drive change through to measurable outcomes. Influential without authority: able to mobilise senior leaders and teams around shared priorities. Constructively challenging: willing to surface uncomfortable facts and challenge established ways of working. Low ego, high judgement: focused on enterprise outcomes rather than ownership or credit. A catalyst for change: creates clarity, generates energy and turns ambition into action.