Rex Buckley has over 18 years of experience in management roles in the finance industry. He has a proven track record of setting up and managing call centers, implementing quality assurance programs, and leading teams through change initiatives like office relocations. Most recently, he was redundant from his role at the Commonwealth Bank in 2015 but has since gained temporary customer service work and conducted market research interviews.

1. Curriculum Vitae – Rex Buckley
I am a self-motivated person who enjoys a challenge, I work well in a team or working independently. I have
worked for the past 18 years in the finance industry, in frontline roles, supporting roles and management
roles. My position with CBA was made redundant in January 2015, bitter sweet, (the bitter) I enjoyed
working for CBA, however the redundancy (the sweet) has enabled me to pay of all my debt, I no longer
have a mortgage. This means that I can now look for new opportunities,I find this very exciting.
Some of my career highlights are:
▪ Setting up of a Superannuation Call Centre, the development and coaching of the team members.
Repairing and building a working relationship with external adviser networks who the call centre
supported. Improvement of processes to a 24 hour turnaround for new business.
• Management of call centre operations, customer experience programmes, coaching and
development, budget, resource management, relationship management, product development and
compliance/risk analyst. Continuously seeking ways to improve efficiency (i.e. unit cost reduction,
without impacting negatively on service, brand, and therefore shareholder value).
• Implementation of QA programmes for two call centres.
▪ Relocation of Call Centre Operations, Key responsibilities including the following: Preparation and
implementation of project documentation such as Business Requirement documents. Management
of projects for the business unit to meet deadlines (key milestones) within budget. Project status
reporting to stakeholders. Relationship Building with internal and external business partners.
Conduct Post Implementation Reviews.
▪ Director Essential Care Services Pty Ltd (during career break from the Bank): Management of a
Home Care Service during career break (1/11/07 to 1/9/08) end to end management of a medium
size private business. Management of Resources to meet client demands. Procurement of new
business & relationship management. 24 hour on call – providing support for ECS Home Care
Workers and referring agencies with patient care. Support the administration of accounts, including
the calculation of time sheets and payment of salary for 50+ on-road staff & 3 coordinators.
Implementation of a booking dBase – moving from a paper based system.
Summary - Work History:
6th July to current - Customer Service Office, Land and Property Information, employed by Hays
Recruitment temping 3 days a week.
• Inbound calls answering enquiries for Land and Property Information.
• Forwarding technical enquiries to Senior Technical Officers as a written task

2. • Referring and assisting customers to use the LPI website for the completion of forms and to obtain
procedures enabling the transfer of property titles.
April 2015 to May 2016 - Interviewer and Qualitative Researcher (Part Time)
reporting to the Director, ISAMS Pty Ltd
• Outbound - Search and canvass National Specialists data base to identify research participants.
• Cold call to recruit Haematologists and Oncologists for ongoing participation in Qualitative Research.
• Attain consent forms for participation outlining confidentiality and payment principles.
• Interview set up and scheduling with Specialists.
• Conduct interview series (Base line, Wave 1 and Wave 2) to measure recall of product messaging,
treatment preferences, verbatim responses to questions designed to solicit feedback for a
Pharmaceutical company during a performance improvement process.
• Maintain working templates to gather key metrics including reach and frequency of contact on
participating Specialists; participation and completion rates.
• Maintain a payment schedule.
2008 – Jan 2015 – Operations Manager General Insurance Contact Centre (CBA)
▪ Leading the Finance and Administration team of 1 Team Leader, 2 Support Team Leaders and 20
administration staff. Processing of customer requests and supporting internal business units.
▪ Leading the Contact Centres Resource Planning team of two, implementation of reporting such as
Intra Day for Contact Centre Staff and Performance reporting to management. Timely production of
Contact Centre 7 day rosters,
▪ Leading the Quality Assurance team of 2 staff. Implementation of Assessment Cards, Compliance
(General Advise), Identifying coaching and development opportunities, implementing Contact Centre
reporting.
▪ Leading the Underwriting team of 1 Team Leader and 9 GI underwriters. This team supported the
Contact Centre and Claims staff providing the guidelines for selling our product and assessing risk.
▪ Document Administrator (DA) and Responsible Person (RP) for GI business operations. This
responsibility was a risk control for all correspondence sent to the Banks customer base, advertising
campaigns and training documentation.
▪ Customer Service Experience (CES). I lead the Contact Centre in the implementation of the
Customer Experience Surveys, working closely and building strong relationships with CommInsure
CES reporting Teams. Development of reporting and identifying coaching and training opportunities
for Contact Centre Staff and the celebration of success for Contact Centre Staff.
▪ Recruitment for Contact Centre Staff. Working closely with the Banks Human Resources and
Training division, management of the interviewing process, engaging external recruitment agencies,
and on-boarding of new staff.
▪ Compliance. Ongoing review of Contact Centres risk profile and controls, testing of controls and
implementation of mitigates for controls that failed in testing. Implementing reporting for GI Issue
Notifications and working with internal and external auditors. Setting up and the ongoing
management of the Hazard Management Plan for General Insurance Division. Working closely with
the Banks Human Resources in providing a safe working environment.
▪ Projects. Representing the Contact Centre in projects such as Process Improvement initiatives,
Disaster Recovery, Relationship building with Branch networks and Product launches. IT changes
and system enhancements for our Policy Administration Systems.
▪ Process Improvement, the review of processes for the administration team working with the Banks
Process Excellence Team. Resulting in improved timings, reduced wastage and a
reconciliation/reduction of reporting.
2007 to 2008 – Career Break – 01 November 2007 to 01 September 2008.
During this time I took over the end to end management of a business that I shared with my partner. My
partner was not well at the time and passed away in September 2012. We provided care to the elderly and
people living with disabilities. Our business had 2 full time Co-ordinators and one part time Coordinator, 1
Accounts Clerk and between 50 to 60 Care Workers on the road at any one time. My role was to promote

3. Essential Care Services Pty Ltd, build and maintain relationships with Government agencies, recruitment of
Home Care Workers and supporting our Coordinators with the day to day duties.
2005 to 2007 – Colonial & Commonwealth Products restructure – Manager Group Risk &
Superannuation Services, CommInsure (CBA).
▪ Group Risk - Leading two teams each with a Team Leader and Support Team Leader, 20
Administration staff who administered and calculated premiums.
▪ Support the Business Development Managers with building relationships, this included visiting
clients and attending conferences where Colonial had display stands.
▪ Compliance, the review of risk controls, identifying any gaps and implementation of appropriate
controls. Lead in the testing of controls and reporting to the business compliance division.
▪ Superannuation Services - Leading a team of two Team Leaders, Two Support Team leaders and
20 Administration staff who processed payments, set up new business and maintained existing
business. Conducted annual reviews by portfolio and processing of statements
▪ Relocation of Superannuation Team from Burwood office to Martin Place Office, CBD.
2002 to 2005 – Manager Service, Commonwealth & Colonial Products (C&CP) Call Centre, Burwood
(CBA).
▪ Leading a team of 6 Team Leaders, 1 Traffic Controller and 1 Quality Assurance Assistant with 105
indirect reports (Customer Service Officers)
▪ 6 Team Leaders - Each Team Leader had 14 to 16 CSO's. I lead and supported the TM's with
performance management, staff development, management of personal illness (including TL's).
Implementing of policy and procedures, risk management.
▪ QA Assistant - Development and Implementation of a QA programme, supporting the QA Assistant
with the ongoing running of the programme. Lead in the continual review of the programme and
implementing changes as identified by a working party of TL's and CSO's.
▪ Representing the call centre in process improvement initiatives, leading in change management and
staff engagement.
2001/2002 – Colonial merged with Commonwealth Bank, Project Manager/Change Manager for Direct
Banking (CBA)
▪ Worked within a team of 5 Project/Change Managers, supporting the retail banking division of CBA.
▪ Rollout of system changes/enhancements, new products or product improvements. changes in
legislative requirements impacting Direct Banking staff.
▪ Production of project plans and reporting on timelines, identification of gaps that may impact a
project, identification of any slippage or risk to any critical event in a project.
2000/2001 – Manager Special Projects, Colonial Call Centre.
This included the integration and migration of call centres in Melbourne into a central call centre in Sydney.
2000 – Legal & General merged with Colonial.

4. ▪ Operations Manager Projects - Relocation of business contact centre and administration teams from
Melbourne to Sydney.
▪ Leading a team of two in mapping processes, and designing training material for closed products.
▪ Developing project plans for call centre and regular reporting to key stockholders.
▪ Representing the call centre at product and compliance development workshops and BAU meetings,
1996/2000 – Manager Superannuation Call Centre, Legal & General
Set up of a small contact centre of 15 phone consultants and 4 administration staff. Day to day management
of the call centre, Relationship management with external Adviser Networks,
Qualifications:
PC skills (MS Word, MS Project etc)
Advanced Diploma In Call Centre Management
PS146 Compliant (Risk, Investments, Superannuation)
Commonwealth Bank internal training programmes
• Performance Management,
• Project Management,
• Leadership Skills,
• Process Improvement,
• Customer experience training,
• Compliance - Responsible Person for documentation and Document Administrator. compliance
testing and reporting.
References on request.