Leon Ouretski

Senior digital and product leader with more than 10 years of experience leading strategic planning, investment prioritisation, governance and delivery across complex digital portfolios in regulated organisations. I translate organisational strategy into well-defined, prioritised and delivery-ready initiatives, balancing customer outcomes, operational needs, risk, investment and technology considerations.

At Australia

Post, I lead a multi-million-dollar digital and AI investment portfolio across concurrent initiatives, aligning senior stakeholders around roadmap priorities, governance, delivery risks, decision gates and expected benefits. At AGL, EnergyAustralia and NAB, I led Product Owners and Business Analysts across multi-team environments, developing their capability and establishing clear accountability for initiative definition, prioritisation, planning and delivery outcomes. I bring strong experience operating across strategic and operational levels, building trusted relationships between business, technology, finance, risk and executive stakeholders.

My background combines digital portfolio leadership, Business Analysis foundations, governance, continuous improvement and measurable value delivery across essential services, financial services, energy and healthcare-related environments.

Product Lead – AI & Customer Experience (Contact Centre) at Australia Post (2024-06 – Present)

Leading strategic planning, prioritisation and delivery across Australia Post's customer-service AI portfolio, shaping concurrent digital initiatives from opportunity definition through governance, delivery readiness and value realisation.

• Leading cross-functional teams across business, product, technology, operations, data and risk, establishing governance, decision-making processes and clear accountability for initiative planning and delivery outcomes.
• Owning a multi-million-dollar digital and AI investment portfolio, leading roadmap and portfolio prioritisation, governance, decision gates, stakeholder alignment, benefits measurement and assessment of delivery risks and trade-offs across concurrent initiatives.
• Developed and contributed to business cases and investment submissions, clarifying strategic alignment, scope, expected benefits, delivery risks and resource requirements.
• Partnering with business and technology leaders on architecture decisions, investment trade-offs, initiative sequencing, resource requirements and delivery planning across concurrent workstreams.
• Supported resource and capacity planning across concurrent initiatives, balancing available funding, specialist capability, delivery dependencies and workforce capacity.
• Driving 15–25% reduction in cost-to-serve through intelligent automation, routing optimisation and AI-assisted service across millions of customer interactions annually.
• Increasing automation and containment to ~30–50% of customer interactions across key journeys through agentic AI deployment at enterprise scale.
• Leading transition from legacy chatbot and IVR platforms to an agentic AI service model (Agentforce), managing risk, governance and operational readiness throughout.
• Established performance measures and reporting practices covering automation, containment, customer outcomes, operational performance, cost-to-serve, delivery risks and expected value.

Principal Product Consultant (Bupa Account) at Bound Interactive (2024-04 – 2024-05)

Supported a key enterprise client (Bupa) across product strategy, platform enablement and content syndication to improve customer engagement outcomes.

• Partnered with internal and client stakeholders to shape product direction and define content syndication and platform strategy, aligning capabilities with customer experience objectives.
• Contributed to early exploration of AI-enabled personalisation and content optimisation, improving relevance and scalability of content across digital channels.
• Recognised early for leadership and collaboration, nominated for "Leading with Empathy" within the first month.

Digital Product Owner – Customer Channels (Web, Mobile & APIs) at AGL (2021-09 – 2024-03)

Owned and evolved AGL's core digital customer platforms, including web and mobile (iOS and Android) self-service channels, as a unified product system supporting 1.1M+ active users across residential and business segments. The platform operated as the primary customer interface, comparable in scale and complexity to internet banking.

• Led strategic planning, roadmap development and investment prioritisation across AGL's unified web, mobile and API portfolio, aligning initiatives with customer, operational, regulatory and digital priorities.
• Led and developed Business Analysts operating with Product Owner accountability across multiple squads, establishing consistent approaches to initiative definition, prioritisation, governance, backlog quality and delivery readiness.
• Partnered across business and technology teams to assess initiative scope, dependencies, delivery risks and architecture trade-offs, ensuring initiatives were strategically aligned, appropriately defined and ready for delivery.
• Transformed digital self-service capabilities across billing, account management and servicing journeys, contributing to a ~10–20% reduction in contact centre demand and cost-to-serve.
• Partnered with customer, marketing and commercial teams to launch new digital capabilities, supporting customer take-up, digital adoption and conversion across key servicing and sales journeys.
• Delivered NPS improvement from 10 to 30 through redesign of key customer journeys across web and mobile channels.
• Led modernisation of platform technologies, improving performance, reliability, accessibility and security posture, including remediation of critical customer data exposure risks.
• Used customer, operational and digital-performance measures to monitor portfolio outcomes, inform prioritisation and support investment and roadmap decisions.

Digital Product Owner – Customer Channels (Web, Mobile & APIs) at EnergyAustralia (ea) (2019-01 – 2021-09)

Led the transformation of the core web portal into a scalable, high-adoption digital self-service platform for residential and business customers, supporting millions of customer interactions annually.

• Led digital initiative planning, roadmap prioritisation and delivery across multiple teams, ensuring initiatives were well-defined, strategically aligned and positioned for successful delivery.
• Led and developed Business Analysts across delivery squads, establishing accountability for initiative definition, prioritisation, planning quality, delivery readiness and journey outcomes.
• Increased digital self-service adoption by ~10% year-on-year, contributing to a ~15% reduction in contact centre demand and reduced reliance on assisted channels.
• Drove uplift of key customer journeys across billing, account management and servicing, improving overall customer experience and engagement.
• Led transition to continuous delivery (fortnightly → daily releases), significantly improving speed-to-market and delivery efficiency.
• Provided strategic advice to senior business and technology stakeholders on digital opportunities, delivery risks, sequencing, investment priorities and platform improvements in a regulated environment.
• Championed customer research, experimentation and data-led decision making to inform prioritisation and product innovation.

Lead Product Manager – Internet Banking Platform at National Australia Bank (NAB) (2018-01 – 2018-12)

Owned one of Australia's largest digital banking platforms serving 4.5M+ customers, leading teams of Product Owners and Business Analysts with embedded accountability for outcomes, prioritisation and delivery decisions across platform squads.

• Led strategic portfolio planning, roadmap prioritisation and governance for a business-critical platform, advising senior stakeholders on opportunities, risks, investment trade-offs and delivery sequencing.
• Led cross-functional teams across product, engineering and operations, driving delivery of core digital capabilities and platform enhancements at scale.
• Drove continuous platform improvements, contributing to sustained growth in digital adoption and customer self-service engagement across key banking journeys.
• Established governance and performance oversight across platform initiatives, monitoring delivery progress, operational risks, compliance, customer outcomes and