My Career

In my current role, I often get asked about my career path and the roles I've held along the way. It wasn’t until I decided to put something together as a presentation that I took a moment to look back—and realised just how many roles and people have shaped me into who I am today. So, I thought I'd write a little about that.

I joined CommBank in 2002 after being offered a job by a customer I served at my previous workplace. I’d always wanted to work for a large organisation—and if it was going to be a bank, then it had to be CommBank.

I started in the branch network, beginning as a teller and gradually progressing through the various roles: specialist, lending, Assistant Manager, and eventually, Branch Manager. I worked in several branches, which gave me an early insight into different leadership styles. What I look back on most fondly from this period are the people—those who supported me, challenged me, and helped me grow. I always felt like part of a bigger family, and I still keep in touch with some of those early colleagues. I was also fortunate to be mentored by an Area Manager whose strengths in goal-setting and leadership had a lasting impact. He taught me not just to chase goals, but also to understand the power of leadership.

Becoming a Branch Manager was a turning point. I realised that leadership, while inspiring in theory, is challenging in practice. I had to learn to adapt my style to suit different personalities. That was tough. I also came to understand that people are motivated by different things—not everyone is driven by winning. This was a steep learning curve, but an important one. What I really enjoyed in that role was running the branch almost like a small business. As someone who enjoys talking to customers and is comfortable with numbers, I found it rewarding to help people improve their banking experience.

Then, I took a new direction and moved into a leadership role within our retail contact centre—worlds apart from the branch network.

It turned out, I loved contact centres! What I loved most was the different kind of energy. In an office environment, the team dynamic was more connected, and we could have fun in new ways—theme days, food days, and the chance to connect with hundreds of other people, compared to the 10 or so in a branch.

It was in the contact centre that my passion for leadership really came to life. The diversity of personalities, the high turnover, the pace—it forced me to adapt constantly. Because the work is demanding and often entry-level, I learned the importance of being supportive. When I look back at the hundreds of people I’ve worked with, I feel proud knowing that, in some small way, our relationship shaped how I continued to support others.

Contact centres aren’t just full of people—they’re full of data, too. And data is something I’ve always loved digging into. After several years leading service and sales teams across both retail and business banking, I was given the opportunity to work on projects. I loved it!

I spent about 2–3 years in project roles, focused particularly on complaints, customer satisfaction, and one major piece of work around customer retention. Project work was very different—long stretches of deep analysis, listening to customer feedback, drawing insights, and then designing how to present and solve issues. But it also meant less human interaction, which I missed. That’s why my next step—leading a large team of leaders—felt like the perfect evolution.

Leading leaders and managing larger teams has been incredibly rewarding. I still get to work closely with frontline staff who are just starting their careers, helping them grow as I once did. I also enjoy supporting leaders stepping into their first leadership roles, guiding them through the same journey I once walked.

In my current role, I lead around 130 people, including 110 casual employees—something that’s relatively new to me. It’s been a valuable experience learning how to support a different kind of workforce—people who have unique needs and perspectives around work. It’s also been satisfying to streamline processes to better suit them, and based on the feedback, I think we’re on the right track.

Finally, I want to say thank you—to the hundreds of people who’ve been part of my journey. To those who invested in my development, to the leaders I’ve worked with and those I’ve led, and to every team member I’ve had the privilege to work alongside. Work is at its best when you’re part of a great group—and that’s what makes it all worth it.

Here’s to more goals, more development, and staying ambitious.

Michael