Jahangiri: Suncorp has significantly reduced its failure backup rate from 40 per cent to 4 per cent. How so?


Smith: Using NetApp SnapShot technology we moved a large amount of the backup control to the storage layer. This allowed us to schedule backups with a more balanced load-reducing contention than we had previously experienced on our tape library.  By introducing a virtual tape library between the host and tape drive infrastructure we improved the speed of backup, freeing client systems from being constrained by the limitations of tape drive infrastructure.


Jahangiri: What IT priorities are shaping your agenda for the year ahead?


Smith: Suncorp has embarked upon a major program of consolidating its back office systems and processes, particularly in the general insurance business.  Our priority this year will be to drive the technology components of that program, as well as to continue to support the commercial imperatives of the Group’s operating businesses.


Over the past few years, we have invested an enormous amount of effort in overhauling the Group’s technology infrastructure and this has provided us with a fantastic platform to achieve our IT priorities over the coming 12 months.  


Jahangiri: Virtualisation and consolidation of data centres are key to Suncorp’s IT infrastructure. From a sustainability perspective, how is success being measured?


Smith: Success in this area is measured primarily in reductions to power usage and recycling of re-usable resources.  We are forecasting savings of two-thirds of current power usage and are recycling water for cooling. Another initiative that will help significantly lower electricity use is the capability to shut down and activate PC’s remotely.

Jahangiri: Given Suncorp’s market reach in the banking, insurance and wealth management markets – what do you consider to be the next ‘big thing’ in financial services technology?


Smith: We will continue to see strong growth in the usage of mobile technologies and services.


Jahangiri: Suncorp recently consolidated its storage environment with an “IT-as-a-service” model. What key indicators suggest that an organisation is ready to switch to this service?


Smith: Suncorp’s key driver for consolidating its storage with an “IT-as-a-service” was to reduce the infrastructure services lifecycle.  Success measures include reductions in the overall activation time and project delivery, lower overall costs of the infrastructure environment and reduced operational risk.



Jahangiri: Suncorp was among the first banks to venture into mobile banking [early 2009]. How do you foresee mobile banking evolving as a customer channel?
 
Smith: Suncorp was one of the first Australian banks to introduce mobile phone banking and we have seen strong growth in the number of customers using the service.  Since then, we have continually updated the service to keep pace with new technology and mobile devices. 


I believe mobile phone banking will continue to develop as an important customer service channel for the industry and we will continue to invest in this area where appropriate. 


Jahangiri: Suncorp has a 3 to 6 month intern program for university students. What are the terms of the program and how do both parties benefit?


Smith: Our intern program is aimed at giving university students a broad range of experiences across our business.  We also support the CEED program which links students from some of Queensland's major universities with companies and government to give them exposure to industry-based projects.   


Clearly interns benefit from gaining real experience in a major financial services organisation but Suncorp also benefits from the fresh perspective and enthusiasm that many of our interns bring.  The programs allow us to see how students ‘fit’ within our teams – I’m pleased to say that a good majority of our graduate students end up coming to work for us when they finish their studies. 


The main reason I’m so happy with the progress of these types of programs is that our interns are making a significant contribution to the achievements of the Business Technology team – it is very much a mutually beneficial program.


Jahangiri: How do you keep abreast of emerging technology trends and disruptions in financial services?


Smith: Nothing beats actually meeting the global thought leaders in those areas we do business.  I also read a lot about emerging technology trends.


Jahangiri: What IT skills are ‘hot’ right now; and do you see this changing in the next 12 to 18 months?


Smith: Agile, open source and internet channel based skills.


Jahangiri: Suncorp recently underwent a major organisational restructure. How has the IT department been positioned following the reshuffle? 


Smith: After he started in September 2009, our Group CEO Patrick Snowball moved quickly to confirm the Group’s business model, which is comprised of five operating businesses. 


I report directly to the Group CEO, as I have always done, and my team works very closely with each of the operating businesses to support their commercial objectives and technology needs. 


So it is very much business as usual for Business Technology and we are very well positioned to deliver the IT priorities outlined in your first question.


Jahangiri: Describe in five words what it takes to be an effective IT executive in today’s financial services market?


Smith: Commercially focussed, agile, innovative, and collaborative.


Jahangiri: With a high stress role like yours, how do you switch-off from the job and spend your down time?


Smith: I play tennis with my three boys and read books.


Jahangiri: Every IT leader, particularly at your level, has a legacy they wish to be remembered for. What is yours?


Smith: I’m proud of the way my Business Technology team is able to support the needs of the Group’s businesses.  I think the team’s legacy, which is far more important than my own, will be their ability to adapt to new ways of delivering IT services to meet the commercial needs of their internal customers. 


The team has been so successful in introducing Agile techniques into the organisation that many other service areas of the business, HR for example, have now adopted similar techniques.