Senior Associate Transformation Portfolio Oversight

About the role

The Senior Associate, Transformation Portfolio Oversight supports the Senior Manager in providing independent second‑line risk oversight of ANZ’s strategic transformation programmes. You will help identify, analyse and monitor non‑financial risks, ensure early escalation of material issues and deliver clear risk insights aligned with the bank’s risk appetite and regulatory expectations.

Key responsibilities

• Support proportionate, risk‑based oversight of prioritised strategic programmes across all lifecycle stages, from initiation to transition to BAU.
• Analyse programme artefacts, governance and delivery plans to surface operational, compliance, conduct, technology, data and delivery risks, interdependencies and emerging themes.
• Engage early at material decision points – prioritisation, scope changes, design trade‑offs, delivery resets and risk acceptances – to treat risks before they crystallise.
• Assess whether transformation initiatives strengthen the control environment and avoid creating new material control gaps.
• Prepare concise, decision‑oriented risk reporting and thematic insights for senior risk forums, and monitor issues, actions and time‑bound risk acceptances.
• Build effective relationships with Line 1 transformation leaders and Group Risk partners, balancing constructive partnership with independent challenge.
• Contribute to continuous improvement of oversight practices, templates and reporting, modelling strong risk culture and ANZ values.

Required profile

• Experience supporting second‑line risk oversight, assurance, audit or transformation governance within a regulated financial services environment.
• Working knowledge of operational risk, compliance risk and control frameworks across programme lifecycles.
• Strong analytical capability and ability to draft clear, executive‑ready risk insights.
• Ability to analyse portfolio‑level risks, identify systemic interdependencies and assess control effectiveness.
• Excellent written and verbal communication skills, tailored to executive and board audiences.
• Stakeholder partnering skills – collaborate while maintaining independence and influencing outcomes without direct authority.
• Disciplined approach to documentation, escalation and provision of regulatory‑ready evidence.
• Learning agility – quickly adapt to new or ambiguous situations and apply insights to improve decisions.