NAB
Financial services systems, architecture & business ownership
2003–2010
Financial services experience spanning financial planning and third-party mortgage broking. Four chapters in connecting technology decisions with sales, service reliability and business priorities.
Career record · 2003–2010
Support the adviser platform across countries.
I invented and architected an end-to-end diagnosis platform that stored and executed the support team’s knowledge, identifying faults before they caused support tickets. Low-bandwidth roaming design and a Citrix proof of concept addressed adviser access across locations during the international Adviser Central rollout.
Analyst
Financial services rollout depended on the systems and tools used by advisers across countries.
Diagnose the environment
Third-level support and release analysis identified recurring installation and environment faults. I turned that shared support knowledge into a self-healing configuration tool: the Environment Validation Tool executed the checks before faults caused support tickets.
Design for advisers on the move
I designed low-bandwidth roaming and a Citrix proof of concept to test adviser access across locations, supported by installation and support guidance.
Shared support knowledge became a self-healing configuration tool that caught faults before they generated support demand.
From supporting a product rollout to evaluating the platforms behind mortgage origination.
- Adviser Central third-level support and release-cycle analysis
- Environment Validation Tool · NAB creativity award recorded in April 2006
- Low-bandwidth roaming design and Citrix proof of concept
- Input
- Adviser Central rollout across countries
- Output
- Systems and tools supporting the international rollout
- Mechanism
- Adviser needs → systems and tools → international rollout
- Technology
- Business analysis · adviser tools · financial services rollout
Evaluate the next mortgage origination platforms.
I assessed and selected origination platforms for NAB’s third-party mortgage business. Technology due diligence, integration plans and cost estimates made the acquisition risks and future operating requirements part of the choice.
Project management & platform selection
The third-party mortgage business needed decisions on its next origination platforms, including choices arising through M&A.
Map the assets and process
I assessed candidate software and origination processes to establish the assets and dependencies behind a platform choice.
Price the integration path
Integration plans and cost estimates made synergies, acquisition risks and the work beyond purchase visible to the business.
Connect local requirements
As broker liaison, I brought local origination requirements into the bank’s wider NGP replacement program.
Platform choices connected to the direction of the mortgage business.
From selecting platforms to addressing their impact on a live business.
- Technology assessment across software and origination processes
- Synergy, risk, integration-plan and cost analysis
- Broker liaison to the NGP platform-replacement program
- Input
- M&A opportunities and mortgage origination platform choices
- Output
- Platform analysis, selection and project management
- Mechanism
- Business direction → platform analysis → selection
- Technology
- M&A · technical project management · platform evaluation
Stabilise a platform under severe pressure.
I designed commissions remediation and capacity relief for a fragile mortgage platform. Centralised activity data and automated commission feeds supported reconciliation; targeted capacity work relieved operational pressure and created room for platform replacement.
Solution architect & business lead
A failing platform threatened the business while commissions problems required remediation.
Connect the decision path
I designed the XML/LIXI gateway connection between mortgage applications and bank credit-scoring services.
Repair the commission flow
The remediation design centralised activity information and automated multiple commission feeds, connecting the data needed to reconcile payments.
Create room to replace
Targeted capacity relief created operational headroom on the legacy platform so replacement work could progress while the business kept running.
Business continuity supported through targeted architectural decisions under pressure.
From stabilising a critical platform to owning service commitments and long-term priorities.
- XML/LIXI gateway integration with bank credit-scoring services
- Centralised activity information and automated commission feeds
- Legacy-capacity work supporting platform replacement
- Input
- Commissions remediation and a platform at risk of failure
- Output
- Remediation solutions and pragmatic platform stabilisation
- Mechanism
- Business pressure → targeted architecture → stabilisation
- Technology
- Solution architecture · commissions remediation · operational resilience
Own the service. Set the investment priorities.
I owned NAB Broker’s service-level agreements and business-wide origination rollouts, managing teams through operational crises and critical delivery peaks. I set change priorities and decided where to invest and what to retire within a fragile technology estate.
Business systems owner
The business had to sustain service on fragile foundations while introducing new origination systems.
Own service and rollout
Service-level agreements, reporting and change priorities sat alongside my ownership of business-wide origination rollouts.
Join operations to change
Mortgage-conversion analysis, vendor and aggregator relationships, and governance forums brought broker-channel needs into delivery decisions.
Choose where to invest or retire
I managed teams through critical delivery peaks and operational crises, selecting areas for investment and retirement on fragile foundations.
Accountability for service continuity, business change and technology investment decisions.
Financial services judgement grounded in how platforms behave under real commercial and operational pressure.
- Service reporting, change demand and business prioritisation
- Vendor, aggregator and governance relationships
- Broker-channel delivery including a portal for 4,000 brokers and 250 internal staff
- Input
- Service commitments, peak delivery pressures and business priorities
- Output
- Service ownership, origination rollout and investment or retirement decisions
- Mechanism
- Service obligations → operational decisions → invest or retire
- Technology
- Business systems ownership · SLAs · crisis management · investment priorities
Recorded evidence
Mike Lowe · career record, clarified 8 September 2026
- Chapter 01 / 2003–2010 career period · MLC · Analyst · A grounding in how financial services products depend on the systems behind the adviser channel.
- Chapter 02 / 2003–2010 career period · NAB M&A · Project management & platform selection · Platform choices connected to the direction of the mortgage business.
- Chapter 03 / 2003–2010 career period · Homeside · Solution architect & business lead · Business continuity supported through targeted architectural decisions under pressure.
- Chapter 04 / 2003–2010 career period · NAB Broker · Business systems owner · Accountability for service continuity, business change and technology investment decisions.
Related work