General Manager Human Resources
‘In Conversation with’ is a series of interviews conducted with Employees of Toyota Finance Australia including the leadership team. This series aims to highlight the business strategy and culture and to provide insight into who our leaders are.
The interviews are conducted by Lauren Ingleson from the Talent Acquisition Team. Lauren is the Talent Acquisition Business Partner for Retail Finance and Insurance, Corporate Services, Corporate Affairs and Risk Management.
Why did you decide to accept a role at TFA?
The change, challenge and for a different environment. I had never previously worked in Automotive Finance but I have a background within Financial Services companies. Another draw was the brand and the amazing transformation that will happen within the organisation within the next 2 years.
From your perspective, how would you describe the management at TFA?
Our leaders are well equipped in the sense that they understand the business so deeply. They understand our history and strategy. It’s now just the execution piece in terms of the digitalisation and the different ways of working. We are working towards a much more rapid response in every aspect of business from the internal processes to our guest’s experience.
The traditional management techniques are great for a BAU style environment, however, we are not operating in BAU style environment. We are going to start some training with our leaders to equip them with the skills required to succeed in the landscape that we work in, that is a rapidly changing one. This is not specific to TFA, it is much wider in terms of the global economy rather than being confined to within the business. Watch this space on that one, there will be evolution.
In terms of ways of working, can you describe how we work and why we work certain ways?
We have had a very traditional office environment. It has been traditional in the sense of our office space, static desks and desk phones. We have come to realise that with the way that we operate as a business now, that no longer works. We have now transitioned to a Hybrid Agile environment. This means that we have a much more open plan layout. Our Head Office is still making this transition but we are operating in an agile manner in Caribbean Park and Olympic Park in full force. At present we are working towards getting the whole business to this point. The intention is to make it easier to work with the people that you need to at a specific time and for what you are working on that day. The new environment enables you to get up, walk and move around so that you can find the people you need and provide a more fluid input on the projects you are working on. To enable this environment to be successful we also have had to review and update our technology and this will be ongoing.
What is TFA’s stance on diversity and inclusion?
We have just gone for our Employer of Choice citation renewal. We also have a very active Diversity and Inclusion Council – this is a rebrand of the “Gender Balance Committee”. We are working on helping all levels. For example we have a workshop next week for staff that are quite junior that come from non-English speaking backgrounds to help them network within the organisation and to support each other’s professional development. As you would find with larger organisations it is a journey and we are currently on that journey. My perspective is that diversity is not only gender based, it’s so much wider than that – we have focused a lot on gender in the past and will continue to do so but we will widen this to inclusion as well.
We are looking at our recruitment strategy to ensure that we recruit from all areas of the community and bring more diversity into the organisation.
In terms of the ways that TFA gives back to the community –do you have some examples of that?
TFA gives back as a business but also has initiatives for our employees to give back as teams or even individuals. At present we have 2 corporate charities that TFA supports, the Smith Family and Canteen. We have just had the Senior Executive Team approve a new partnership with Good2Give which will launch in the coming months. This partnership will open up workplace giving to allow any employee to give to any charity that they nominate from their pre-tax pay and TFA will match (up to $20K per year).
What do you do outside of work?
I spend most of my free time with my husband and 2 children.
How long have you been in Australia?
13 years.
Would you call Australia home?
Yes. I used to go back to Scotland to visit family 3 times a year. But over the last 2 years I’ve gone back myself twice. We will probably not go back a lot to be honest.
And where else have you worked?
I have been very fortunate to work across the globe. My career started in Scotland, from there I travelled to London, Europe, Hong Kong, United States and then I arrived in Australia. The travel has mainly been due to assignment. I have had long tenures with past employers and have been rewarded with overseas pieces of work.
General Manager – Retail Finance and Insurance
‘In Conversation with’ is a series of interviews conducted with Employees of Toyota Finance Australia including the leadership team. This series aims to highlight the business strategy and culture and to provide insight into who our leaders are.
The interviews are conducted by Lauren Ingleson from the Talent Acquisition Team. Lauren is the Talent Acquisition Business Partner for Retail Finance and Insurance, Corporate Services, Corporate Affairs and Risk Management.
How does TFA fit into the Toyota family both globally and locally?
Globally TFA is the third largest of all Toyota Financial Service Companies in terms of net receivables. USA and Japan are the leaders. In Australia we are very fortunate to be the largest in the auto finance segment. That is right off the back of great people, great brand and a fantastic Dealer network.
Consumer buying behaviours are changing. How is TFA evolving to flourish in this environment?
The game plan is rock solid. The strategy is right. Yes, consumer behaviours are changing. Two critical areas that our guests want and expect are transparency and fairness. That’s what we stand for and that’s why we have implemented personalised interest rates. What does that mean? Full transparency and an interest rate that is tailored to the individual’s personal circumstances.
What products and services that we provide to our Guests do you believe demonstrate TFA’s ability to future-proof their position in the market?
In 2012 we launched Toyota Access and Lexus Ownership Solutions, these are Guaranteed Future Value products. TFA guarantees the future value of the car which provides our guests with certainty and flexibility. In April 2019, following on from the success of the original product TFA launched a Used Guaranteed Future Value for Toyota- Certified Pre-Owned Vehicles. This guarantee for used vehicles will determine their worth at the end of the financial contract thus meaning further certainty and flexibility for our guests.*
Leadership approach – How would you describe your leadership style?
I would say that you could go right now and talk to any of the team and ask them yourself. It tells you that I trust them and that we are all on the same page. We don’t muck around, everyone just gets on with it.
I get an email every month of any new starter in Retail Finance and Insurance and I call them to welcome them to the team. I tell them that all I want them to focus on is culture, behaviour and standards. Understand why our business is successful – because we treat people like family, with great care; we respect the past and we develop our people.
I think that you could go out and speak to any manager in my team and they would share the same belief that management at TFA is transparent and there for the people. The management style encourages open communication and looks to foster its people to have them progress themselves and their careers.
What are you most proud of about working at TFA as a leader?
The people, the dealer network and the company values. The people are the reason that you come in everyday and love your job. Our people are first class, they have integrity, they do the right thing and they care. The dealer network and TFA have a really unique partnership which I genuinely am so proud of and love. They are like an extended family. Finally, TFA core values which have created a strong foundation for us to continue our success.
If you were shipwrecked on an island and had food and water – what other three items would you take with you?
I would definitely want a surfboard. I guess a hat and sunscreen as well.
When you were a child, what was your dream job?
When I was really young I wanted to be an architect. Until I realised I was terrible at drawing so it wouldn’t work out for me.
Chief Financial Officer
‘In Conversation with’ is a series of interviews conducted with Employees of Toyota Finance Australia including the leadership team. This series aims to highlight the business strategy and culture and to provide insight into who our leaders are.
The interviews are conducted by Lauren Ingleson from the Talent Acquisition Team. Lauren is the Talent Acquisition Business Partner for Retail Finance and Insurance, Corporate Services, Corporate Affairs and Risk Management.
Who is TFA and where are they going?
We are a captive finance company. Our purpose is to look after our guests, which include our dealerships, fleet customers and individual consumers.
We understand that to stay relevant and to continue to support our guests we must embrace technology and understand what our guests will need in the future. We are moving towards a mobility world. We are being disrupted not only by automotive manufacturers but also by Fintech companies. I recently attended a CFO conference where I presented on the change that we had seen over the last 10 years ago. Our biggest competitors were predominantly automotive and manufacturing companies whereas now we are being challenged by the likes of Google, Apple and Uber.
TFA has come a long way but we cannot be complacent. We have enjoyed many successes however to ensure that we stay relevant we must always challenge our thinking. We are currently in the process of disrupting ourselves. This may not seem an obvious move for a successful company, but it is part of our commitment to evolve in a rapidly changing landscape.
Can you outline what ‘Mobility’ means to TFA and how we are enabling this?
I believe that ‘Mobility’ in the sense of what we are working towards is to provide different solutions for different people for different needs. For example, you may be a student renting in the Inner West and only need a car on the weekends to visit home. We will be able to provide you with a subscription or we will provide a car package that is tailored to that specific need. We hope to provide solutions for all different lifestyles and needs including, car ownership, car share or car subscription. This is achievable because we have the fleet, finance and automotive capabilities.
An organisations ability to innovate and successfully embed change will determine whether the more traditional organisations can survive and thrive in a changing world. How has TFA evolved in recent years? What has been the result?
As a rule, projects are a challenge and for TFA we are no exception. The massive task of steering the company through a transformation process has presented challenges along the way. However, we are now redefining the company’s vision and moving into unchartered waters. This requires a monumental cultural shift in a short amount of time. We have made excellent progress and anticipate continued growth and innovation.
With a focus on TFA staff, we wanted to understand the way that we work. We have recently embraced an agile work environment. The result of this has been the increase in collaboration and this has meant new ideas. Practically this has meant that there is more opportunity internally to be involved in different projects and internal mobility has become easier. We are managing and rectifying legacy whilst supporting the current and looking to the future.
What are some of the most significant changes that have happened at TFA in recent years?
In terms of change, we introduced risk based pricing into our retail network. This was driven by changes in the regulatory framework. This coincided with the centralisation of our retail lending operations into Victoria. We continue to look for opportunities to improve and strengthen current processes. We are looking at all aspects of our organisation and learning from other parts of the Group. This is consistent with Toyota’s approach to continuous improvement.
What products and services do you believe that we provide to our guests that are major contributors to our success?
The Guaranteed Future Value products have performed well. They provide guests with piece of mind. However, it is not just about the product. TFA is continually looking at ways that we can collaborate with our dealers to customise and find the right solutions to support their success. The very close relationship with TMCA enables us to be a one-stop shop. Which means we can provide a whole of life solution for the customer.
We have provided (above) a snapshot of Pas’ vision for TFA. We would also like to share with you the personal side of Pas
You’re having a dinner party. You can invite 5 guests, who would they be?
My wife says that I have so many interests. I love so many different activities. This is so hard to choose. Right now, I would have;
What were you dancing to in your early twenties?
I don’t know that I was ever a dancer. If I think about my early twenties and music, I immediately think about Midnight Oil. I am still a big fan.
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