Michael John Brandt is a senior banking executive with over 20 years of experience in leadership roles across retail banking, business banking, and insurance. He has a proven track record of managing large teams and portfolios, with responsibilities including over $1 billion in lending and $800 million in deposits. Brandt is currently the Head of Distribution Management for Insurance at National Australia Bank, where he leads the development and execution of the insurance channel sales and governance strategy.

1. Last updated December 2010
Michael John Brandt
Curriculum Vitae
PERSONAL DETAILS
Address: 32 Fenfield Street
Altona
Victoria 3018
PH: 0400899048
Email: Business michael.brandt@nab.com.au
Personal mick565573@live.com.au
SUMMARY
With a proven track record in change management coupled with outstanding people management
skills, I bring leadership, commercial acumen and the ability to manage large scale commercial
enterprises within a global strategy. A considered but decisive leader, I am an excepti0nal
operational manager who understands the balance of keeping an eye on the big picture, while
maintaining close surveillance of budgets, financial measures and reporting, compliance & risk ,
performance management, growth targets, business development and community and stakeholder
relations. My key value is the ability to lead change, in particular in the turnaround of profitability of
flagging enterprises without losing sight of core customer / client value.
KEY SKILLS/ATTRIBUTES
 Results driven and outcomes focussed; established track record as high level performer –
responsibility for managing and growing $56M business employing more than 100 staff.
 Commercial sensibility and high level business development capability.
 Personal and Business Banking executive leadership / regional management experience
 Project management experience in implementation of CRM and internal performance.
tracking system for nationally based incentives and rewards scheme.
 Operational management experience across multiple interstate locations and functions.
 Skilled negotiator and relationship manager.
 Experienced people manager, particularly through times of organisational change –
experienced change agent.
 Highly experienced Commercial & Consumer lender and leader of lenders.
 Attention to detail and strong organisational ability.
 Time management of self and others
 Robust resilience, self awareness and reflection skills.
 Lateral and innovative thinker; able to identify solutions in a swiftly moving market to
achieve outcomes aligned with business objectives.
 Excellent presentation, verbal and written communication skills.
 Management style is approachable, collaborative and supportive with ability to make
difficult decisions and implement smoothly.
 Values high ethical standards and integrity in all dealings with people and the business
internally and externally.
EDUCATION & TRAINING
 Leadership Journey, Advanced Graduate School of Management Sydney
 Sustainable Leadership, Senior Talent Management Training
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2. Last updated December 2010
 Marketing and Branding training, University of Melbourne.
 One Thousand and One – Story Telling.
EMPLOYMENT HISTORY
National Australia Bank
Head of Distribution Management – Insurance January 2015 – Current
National Role
Reports to: General Manager – Insurance @ Nab
Chief Finance Office
Key strategic role accountable for developing and executing the organisations insurance channel
sales and governance strategy.
Core responsibilities
Sales & Channel Management -
 Manage distribution network competitiveness analysis and monitor competitor
environment on a regular and ongoing basis.
 Develop the Insurance Channel Strategy in line with the Insurance Business Plan, working
collaboratively with partners and internal stakeholders to maximize growth opportunities
 Develop and manage sales programs with partners to achieve targeted Business Plan
growth.
 Influence and positively manage relationship s between internal Distribution Networks and
external partner distribution to: (a) maximize revenue opportunities (b) ensure customers
are offered the best sales and channel experience (c) drive value across the end-to-end
insurance value chain
Capability uplift
 Actively promote and support capability uplift of the Distribution Network for insurance
products through partner engagement and coaching.
Customer Experience Management
Define and manage end-to-end customer and adviser experience for Insurance in joint
collaboration with Insurance Partners and the Distribution Network to deliver the customer
and adviser value proposition
Targets & Performance Management
 Drive sales targets and performance management within the Distribution Network through
regular alignment sessions with channels and ongoing monitoring of sales.
Governance & Reporting
 Represent Distribution Management at relevant partner governance forums
 Support the Enablement team with the sales and channel related insights for governance
and analysis purposes.
Compliance & Risk Management
 Ensure that sales are compliant with relevant legislation and regulations and that risks are
appropriately reported and managed, and evaluate the impact of legislative and regulatory
change on sales channels and processes
Key achievements
 Successful 6 week relief of GM role during a period of organisation restructure
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3. Last updated December 2010
 Implementation of a key product retention strategy projected to save $10m p/a in sole product
revenue
 Introduction of 3 product lines into new distribution channels previously considered un-
winnable.
Manager - Small Business Lending – Customer Acquisition & Service
10 week Secondment July to September
Then returned to Region Manager role (see below)
Reports to: General Manager – Consumer & Commercial Finance Services
Supervises: Team of 7 direct reports and an overall team of 80 across Melbourne, Sydney &
Brisbane.
Overall leadership and management of 3 lending functions critical to supporting frontline sales
force.
Member of both the senior leadership team for C&CFS and the national leadership team for Small
Business @ Nab
Core responsibilities
 Oversight of loan applications (Commercial, Asset & Mortgage), loan document preparation
and document verification processes for Small Business @ Nab Australia.
 Meet SLA expectations on a daily basis.
 Lead and implement process improvement opportunities to maximise operational efficiency
and assist sales force to maximise customer outcomes.
 Lead, manage and coach a large operational team.
 Influence project and new initiative forums to ensure the right outcomes for the overall
business.
Key achievements
 Implementation of ‘pause blitz’ day to reduce stalled loan applications.
 Creation of talent pipeline to minimise staff vacancies and ensure quality recruiting.
 Introduction of improved escalation process to reduce file turnaround times.
 Introduction of new file submission process resulting in quicker responses to the sales force.
 Improved interaction with stakeholders and buy-in to new initiatives.
Region Manager, Small Business June 2012 – January 2015
Reports to: Head Of Small Business Southern Australia
Supervises: Team of 13 direct reports
On appointment to one of the most challenged regions in the Melbourne & South West Vic, my
responsibilities included the leadership, coaching, assessment and performance management of a
team of 13 business bankers and the implementation of a new approach to business development
and growth in the portfolio.
Regarded as a senior member of the national team, I am sought after as a wise head and mentor to
the group.
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4. Last updated December 2010
Core responsibilities
 Coach direct reports in effective sales and customer relationship activities.
 Personally develop and manage Referral partners.
 Continuously assess the quality of service provided to clients and develop measures and
processes to assess service levels and to identify potential improvements.
 Ensure Bankers comply fully at all times with credit writing processes, policies and
procedures and achieve the correct balance between income growth and the effective
management of Risk including portfolio asset quality.
 Ensure that Bankers pro-actively identify and maximise all income generation and referral
opportunities.
 Customer satisfaction/ retention, Customer complaints.
 Budgetary spend/ cost efficiency management.
Key achievements
 Highest customer satisfaction and employee engagement scores Nationally.
 Selected to conduct CRM system pilot for whole of business unit and responsible for overall
decision regarding go/no go for implementation.
 Founder of the ‘ultimate’ client connect day calling program, now occurring nationally
across Enterprise. Included Yamjam initiative.
 Founder of improved on-boarding initiative for new to Bank employees.
 Leader of sales effectiveness strategies and mentor to peers.
 Strategic leader within the National team.
Manager, Sales Performance and Rewards May 2011 – June 2012
Reports to: Head of Sales Capability
Supervises: Team of 11 direct reports
Originally seconded to manage the Sales Performance & Incentives program for Retail Banking
Australia, this role became permanent and required the adaptation of a new system and
implementation nationally.
The implementation required a significant shift in how sales were measured and incentives provided
and involved high level communications, instructional and promotional videos and significant
stakeholder engagement.
Core responsibilities
 Management of core functions within the program – communications, data analysis,
payments and scheme administration.
 Engagement with key stakeholders both internally and externally which included technology,
projects, scheme recipients and website developers.
 Lead, coach and performance manage direct reports.
 Communicate, negotiate and influence
 Meet incentives budget for Personal Bank.
 Review, analyse and report compliance and poor selling behaviours
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5. Last updated December 2010
Key achievements
 Rebuild of entirely new scheme including reporting, quality assurance and payments.
 Introduce team based and behavioural incentives in addition to the core program.
 Rebuild of role based performance scorecards (KRA expectations) and rollout Nationally.
Regional Executive Retail* Dec 2005 – May 2011
*Two positions - Shepparton and Outer North Melbourne.
Reports to: State General Manager and Head of Retail Banking Vic West and Tasmania
Supervises: Team of 15 direct reports and 14 branches (including responsibility for 100+ staff)
As a member of the State Retail Banking Leadership Team, this position requires the
implementation and development of financial advisory services, fully integrated financial solutions
and risk management for Retail Banking customers. Portfolio Size: $1.413b Lending, $848m
Deposits, Annual Revenue $56.7m, Annual NPBT $47.7m.
This position comes with an array of high level responsibilities and required ability to balance
implementation of strategic initiatives against practical considerations – including talent
management, budget and operational constraints, shareholder and customer expectations. This
position requires exceptional negotiation and diplomacy skills, commercial analytical ability and
preparedness to contribute intelligently to the global business strategy and brand.
Core Responsibilities
 Financial: Proven and measureable achievements in leading and accelerating revenue
growth, business profitability and product penetration.
 People Leadership: Leadership and management of human capital across a range of
technical and professional capabilities; provision of coaching and performance
management according to corporate principles and values, and recruitment and accelerated
career development of high performers.
 Stakeholder relations: Development of industry and external alliances and networks;
development of sponsorship programs in regional and community areas; development of
relationships and service for high net worth clients.
 Customer and Community: Development of prospects, sales, referrals and superior customer
experience; active representation of nab, and enhancement of nab reputation through
profile raising activities (media, sponsorship and advertising) within target markets.
 Risk management: Manage operational and legislative risk.
Key achievements
 Election to Retail Advisory Council 2008.
 Selected to attend - Ignite Sustainable Leadership 2009.
 Initiated and managed NAB region response to Black Saturday fires in 2009, including
liaison with local leaders to establish best practice for corporate response – included local
and community support initiatives and donations, as well as support of staff affected
directly by the disaster in branches. Received Professional Excellence Award.
 Successful turnaround strategy of Goulburn Valley Local Area Market (LAM) 2005-2008.
 Successful turnaround strategy of Melbourne Outer Northern Suburbs LAM 2008-current
 Winner of State Financial Planning Campaign – Nov 2009.
 Top 10 performer Nationally 2010
 Only LAM Nationally to achieve business growth objectives in all KRA’s at half year 2010.
 Leading Local Area Market in Victoria for Customer Satisfaction 2011
 Mentor of many newly appointed Regional Executives.
 Appointed Senior Leader of State Employee Engagement Committee (2010)
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6. Last updated December 2010
Relationship Manager - Warrnambool Jul 2003 – Dec 2005
Business Banking
Reports to: Regional Executive Business Banking
Supervises: Business Banking Officer/Analyst.
Pro-actively managed customer relationships and met needs by providing full Integrated Financial
Services solutions through the most cost effective and appropriate channels. Portfolio Size - $50m
Lending, $12m Deposits – responsible for full portfolio management of existing customers,
acquisition of new customers and expense management.
Core Responsibilities
 Developed and managed a portfolio of key Business customers and Referral partners.
 Identified new business and referral opportunities and established, developed and used
networks of internal and external contacts to achieve income targets.
 Assessed economic value and risk potential of new business.
 Maintained and enhanced the credit risk profile and profitability of the portfolio.
 Sales - Implemented specific local competitive and aggressive sales/ income campaigns and
initiatives and sold and promoted tailored Bank products and services within Bank
parameters.
 Personally sanctioned lending within own personal lending authorities.
 Prepared and submitted for approval business lending proposals outside own authorities
with full justification for recommendations, including obtaining and analysing industry and
business information.
 Led and coached direct reports.
 Demonstrated professional and ethical behaviour by ensuring compliance with external
legislation, bank standards and internal operating policies and procedures relevant to the
position.
Key achievements
 Victorian Night of Nights winner 2005.
Relationship Manager - Naracoorte Aug 2000 – Jul 2003
Business Banking
Similar to previous role (Warrnambool – see above for responsibilities) with smaller portfolio size;
$30m Lending, $10m Deposits – responsible for business performance, management of branches
and driving business development.
Branch Manager - Jamestown Jun 1998 – Aug 2000
Retail Banking
Reports to: Area Manager
Supervises: Team of 10 Direct Reports across 4 Retail branches
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7. Last updated December 2010
Responsible for the overall business performance of 4 Branches; undertook and drove activities to
achieve Branch performance targets (revenue growth, customer service scores, referral targets)
through team leadership and business development
Core Responsibilities
 Reporting, target setting, and monitoring
 Performance Review, Planning, Training, Support, Guidance,
 Mentoring, Coaching (sales and skills development)
 Ensuring regulatory and operational compliance
 Recommendations on succession/workforce planning, staffing, premises issues.
 Briefing on operational issues/concerns (e.g. major cash errors, losses).
 Fating of lending proposals.
 Product sales/service (lending, deposits and transactional).
 Identified needs and opportunities for quality referrals to sales team in order to provide
support and build ongoing relationships
 Ensured team provides standard of excellence in customer service/satisfaction/experience.
 Implemented efficient and satisfactory customer complaint resolution
 With responsible for Branch P&L, undertook and drove activities to achieve Branch
performance targets through team leadership and business development approaches.
 Conduct lending interviews and maximise any cross-sell opportunities for new and existing
customers by conducting quality conversations.
Key achievements
 South Australian Night of Nights winner 1999.
 South Australian Insurance Salesperson of the Year 1999.
Relieving Business Accounts Officer, Northern Areas SA Jul 1997 – Jun 1998
Business Banking
REFEREES – Available on request
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