"I loved leading innovation which has shaped my career ever since."

UTS Business School Alumni Profile - Maile Carnegie

Maile Carnegie (B Business 1992) leads the strategic development and delivery of a superior digital experience for ANZ’s eight million retail, commercial and institutional customers. This includes digital projects, innovation and strategic relationships with the FinTech sector. 

She holds shared responsibility for the financial results of ANZ’s Australia Retail & Commercial business along with Group accountability for data & analytics, human centred design and marketing which includes ANZ’s brand, advertising and sponsorship. Maile is also responsible for payments across all customer segments in the 33 markets in which ANZ operates. 

Maile is keenly focused on customer centric innovation and design. She joined ANZ in 2016 from Google where she was Managing Director Australia and New Zealand. She also spent 20 years with Proctor and Gamble in roles including Managing Director Australia and New Zealand, General Manager for Asia Strategy, Marketing and Design based in Singapore and a number of senior commercial roles in the United States. 

With a passion for helping future generations, Maile contributed as one of six members on the independent review of the Australian public service, was previously Vice-Chair of the ASIC External Advisory Panel and a board member of Innovation and Science Australia advising on placing science and innovation at the centre of government policy making.

She is currently Chair of the Vice-Chancellor’s Advisory Board at University of Technology Sydney and a Trustee of the Australian Museum. 

The UTS Business School is grateful Maile shared her thoughts and recollections for an alumni profile:

Why did you choose to study at UTS and what is one key lesson you learned that is still relevant to you today?

I wanted both theory and applied knowledge and UTS had the best balance of both versus some of the older institutions that seemed much more focused on theory.  

The flatter that organisations become; and the faster that innovation cycles play out, the more important it was for me to be keeping my hands “on the tools” with contemporary practical knowledge which is becoming more important.

What was one turning point that changed your career, your life, or both?

Being great at “innovation” was not a highly sought after strength for the first 10 years of my career.  I was working in the subsidiary of a US based company so the skills that were seen as most important were the ‘disciplined reapplication skills.’  

However, moving to the US Headquarters and understanding their slightly different mindset was actually really good –  I loved leading innovation which has shaped my career ever since.

What motivates you to achieve your goals?

 I feel very blessed for the chances that I have been given and want to be able to help future generations have similar opportunities.  And … I’m very stubborn and hate giving up! 

What do you think are the most valuable skills for new graduates entering the workforce?

 Technical skills are changing so fast that what used to be called “softer” skills are becoming more important; learning mindset, curiosity, leadership etc.  

What change – in your industry, community, or society at large – would you like to help create in the next ten years?

 Accelerate Australia’s innovation capacity.

What do you feel is special about UTS?

 UTS has a history of teaching students to use “Mens et Manus” or minds and hands equally.  But the more recent addition of “heart” via the focus on social responsibility is very special.  

With the under representation of women in senior leadership positions, how did you reach your level of success? 

 I was raised in a family where both parents contributed equally economically and domestically.  I was never allowed to use my gender as an excuse for anything nor put up with any ‘rubbish’ because I was a woman.  Therefore, it never occurred to me that I should start doing that when I entered the workforce.

As a female leader, what has been your experience with mentors and being a mentor, and how important are these relationships for professional development?

I have had a number of fabulous male and female mentors.  Their largest contributions have been to tell me “inconvenient truths” about my style or performance that other people had sugar coated and also to be generous with their connections.  

I’m worried that managers softball feedback they give to women which does not help their development.  I try to do the same to people I mentor – give then unvarnished feedback and access to my contacts.  

What advice would you give to aspiring female leaders entering male-dominated industries?

Assume 99% of men want you to be successful.  I have found as many difficult women as I have men.  Obviously, take no ‘rubbish’.  

But initially walk into any environment assuming people want you to succeed.  

The more explicit you can be about what help you need and the easier you make it for people to give you “tough” feedback the better.

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