Anna Burke

In mid-2024, I took a planned career break from CBA to travel across Southeast Asia and South America. During this time, I accepted a redundancy offer that allowed me to extend my travels. The break provided space to reset priorities, gain perspective and return refreshed, refocused and ready for my next senior delivery role.

Supported an early-stage AI start-up to design and implement a clear customer onboarding delivery system. Defined key metrics, milestones and delivery dependencies, and built automated workflows, RACI structures and reporting in Monday.com. Established a lightweight governance cadence that surfaced risks early, improved delivery predictability and reduced ad-hoc escalation for founders.

I led the redesign of enterprise reporting for a 2,500-person operating team, resulting in a 93% reduction in reports (400+ to ~30), including immediate decommission of 72 reports. I redefined SLAs, OPRs and KRIs and conducted risk and control assessments across releases, identifying and mitigating delivery and reporting gaps. I also implemented a RAID cadence across the program.

Took over a struggling cross-functional re-engineering pilot mid-design and re-established delivery governance and operating rhythm. Delivered redesigned process within 4 weeks, eliminating QA failures, invalid escalations and rework. Led a data-driven diagnostic on 17k/month investigation backlog, securing policy and process changes that reduced volumes by ~90% and touch time by 10 minutes.

Built and led a dedicated transformation function to address regulatory and audit findings across financial crime operations. Led discovery, design and delivery to close high-risk control gaps, materially reducing regulatory exposure. Designed governance, reporting and delivery frameworks to transition the function into a sustainable BAU capability delivering ongoing policy-driven change.

Built and led an ECDD transformation team delivering 100+ operational changes and closing 42 high-risk issues. Designed governance to transition remediation into BAU, reducing regulatory exposure and addressing AUSTRAC findings across financial crime operations.

Led discovery, design and delivery of the Group Rules Management Framework for AML/CTF transaction monitoring across multiple global jurisdictions. Established governance for rule design, validation and risk coverage assessment, enabling consistent regulatory compliance and remediation of identified control gaps.

Delivered operational diagnostics and process improvement across shared services and frontline operations. Reduced accounts payable process steps and handovers by more than 70% and conducted DILO analysis identifying 42 prioritised opportunities to reduce non-value activity across practice management roles.

Delivered operating model and financial reporting diagnostics that enabled a staff restructure, improving throughput by 33% and reducing call centre non-value activity by 27%.

Completed Leadership Development program aimed at building leadership capabilities for senior operational roles.

Completed Customer Centric Design training to enhance user-focused service and product design skills.

Completed Lean Fundamentals training focused on process optimisation and waste reduction methodologies.

Completed professional development in business analysis to strengthen requirements gathering and process improvement capabilities.

Completed Project Fundamentals training to support project delivery skills in healthcare and related environments.

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Completed a Bachelor of Arts in Psychology and English, focusing on interdisciplinary studies in social science and literature.