Mariam Salman

<p>Led strategic advisory and transformation engagements, conducting organisational diagnostics, structured gap assessments and performance analysis to identify opportunities for service innovation, operational improvement and digital transformation.<br>
Partnered with senior government stakeholders to define strategic priorities, structure transformation initiatives and develop actionable recommendations, implementation roadmaps and organisational capability-building plans.<br>
Led MOHAP's organisational excellence and accreditation readiness programme, coordinating diagnostics, evidence assessments, improvement initiatives and stakeholder alignment, contributing to the Ministry achieving Gold certification.<br>
Facilitated executive workshops and cross-functional stakeholder engagements across Strategy, Finance, Technology, HR, Compliance and Operations to assess business challenges, evaluate improvement opportunities and align transformation priorities.<br>
Established PMO, governance and performance management frameworks, defining delivery accountability, KPIs, risk oversight and executive reporting to strengthen programme execution and benefits realisation.<br>
Directed organisational readiness, change impact assessments and capability-building initiatives, supporting the implementation and sustainable adoption of transformation programmes.<br>
Applied continuous improvement and agile delivery principles to optimise business processes, strengthen service performance and translate strategic recommendations into sustainable operational improvements.</p>

<p>Led stakeholder engagement, business requirements analysis and change readiness initiatives across 200+ NSW Health entities, aligning operational priorities with enterprise digital transformation objectives.<br>
Supported the redesign and standardisation of enterprise asset management processes, identifying inefficiencies, improving service journeys and strengthening operational consistency across health facilities.<br>
Led business transformation and technology adoption activities for AFM Online (IBM TRIRIGA), collaborating with business and technology teams to improve digital user experience, system functionality and adoption.<br>
Translated complex business requirements into actionable technology enhancements, coordinating 100+ system improvements to strengthen digital asset management capabilities and operational effectiveness.<br>
Developed performance measurement, quality improvement and governance frameworks, contributing to a reported 60% improvement in frontline operational performance through process optimisation and continuous improvement.</p>

<p>Led end-to-end implementation of Frollo's Personal Financial Management (PFM) solution, supporting Open Banking and digital financial services transformation, alongside the migration of 90% of financial advice practices.<br>
Delivered 50+ enterprise process improvement initiatives, redesigning customer and operational journeys, simplifying workflows and strengthening service efficiency, customer experience and regulatory compliance.<br>
Collaborated with PwC Australia and senior stakeholders to conduct current-state assessments, identify operating model and capability gaps, and design future-state processes aligned with strategic and customer requirements.<br>
Translated business challenges into actionable digital and operational improvement recommendations, partnering with cross-functional teams to support technology-enabled transformation and implementation.<br>
Supported transformation governance, stakeholder engagement and continuous improvement, aligning process enhancements, operational controls and delivery priorities with enterprise objectives.</p>

<p>Led enterprise business process reengineering across Issuer Services, Market Operations and Market Surveillance, conducting current-state assessments and identifying opportunities for process digitisation, service improvement and operational efficiency.<br>
Supported the design and delivery of Straight-Through Processing (STP) capabilities for corporate actions, streamlining end-to-end workflows, reducing manual intervention and strengthening operational resilience.<br>
Established PMO governance and continuous improvement frameworks, developing 20+ strategic recommendations to support executive decision-making, transformation prioritisation and operational improvements.<br>
Collaborated with senior business, technology and operational stakeholders to define business requirements, assess process and technology gaps, and develop future-state operating processes aligned with strategic objectives.<br>
Supported transformation planning and implementation readiness by translating process improvement findings into structured recommendations, delivery priorities and governance requirements.</p>

<p>Led cross-functional digital transformation and process reengineering initiatives across GCC banking operations, identifying service inefficiencies, defining business requirements and implementing technology-enabled improvements to strengthen customer experience and operational performance.<br>
HOBART CRM Transformation: Led CRM implementation across six branches, addressing 90% of identified process inefficiencies and training 20+ customer service employees to strengthen customer engagement, service delivery and technology adoption.<br>
Tableau Performance Analytics: Implemented regional KPI reporting and analytics capabilities, standardising and automating 100% of defined regional KPIs, coordinating UAT and training six regional COOs to support data-driven decision-making and performance governance.<br>
Sign+ Digital Migration: Led the migration of 2,000+ clients to a digital signature platform, digitising customer interactions, reducing manual documentation and improving service efficiency and digital channel adoption.<br>
Electronic Document Management System (EDMS): Directed regional EDMS deployment across Middle East and Africa operations, strengthening document digitisation, information accessibility, process standardisation and operational controls.<br>
Change Management & Digital Adoption: Led executive stakeholder engagement, cross-functional coordination, user training and organisational readiness activities across regional technology programmes, supporting successful implementation and sustainable adoption of digital solutions.</p>

<p>Service Operations Optimisation: Redesigned customer-facing and back-office processes, simplifying workflows, reducing service touch time and improving end-to-end processing efficiency and service quality.<br>
Consumer Banking Transformation: Supported enterprise service transformation initiatives, identifying customer journey pain points, operational inefficiencies and process improvement opportunities to strengthen service delivery and customer experience.<br>
Nationwide Service Integration: Implemented standardised service management practices across 162 branches during the Union Bank–Standard Chartered merger, strengthening operational integration, service consistency and customer experience.<br>
Auto Loan Process Reengineering: Redesigned end-to-end loan processing workflows, reducing turnaround time from 18 to 5 days — a 72% improvement through process simplification and operational efficiency initiatives.<br>
Credit Card Process Optimisation: Improved credit card issuance processes through workflow redesign and service improvements, delivering US$104,171 in cost savings while strengthening operational performance.</p>

<p>Managed Anti-Money Laundering (AML), regulatory compliance and customer due diligence processes, ensuring adherence to internal controls and regulatory requirements.<br>
Supported customer onboarding and service improvement initiatives, identifying opportunities to streamline operational processes and enhance service efficiency.<br>
Collaborated with cross-functional teams to monitor product performance, strengthen operational controls and support consistent customer service delivery.</p>