After nearly three decades in banking across the UK and Australia, our Head of Business Banking, Darren O’Hara didn’t set out to build a career in banking. Yet, it seems the industry was always going to find him.
From broker to business banking leader
“I didn’t intend to get into banking,” he says. “My first role out of university was as a finance broker in the UK.”
Working closely with several UK banks quickly sparked Darren’s interest in the banking industry. He started his banking career in the UK initially, working for HFC (owned by HSBC) and then Citibank.
When Darren relocated to Australia, he planned to step away from banking altogether. Instead, opportunities kept pulling him back. Starting at Suncorp, he quickly progressed into a Broker Business Development Manager role in the Home Loans department, where he began handling referrals for commercial transactions. This led to an Assistant Relationship Manager role in Suncorp’s Property Finance Team.
“I started referring commercial deals onto the commercial property team which I pre-qualified, and that was literally how it started.”
Darren went on to hold an Assistant Relationship Manager role at St George Bank, moving to the same role at Westpac where he progressed to Senior Relationship Manager, specialising in the property industry sector. His passion for commercial and property lending deepened and after leaving Westpac, he joined P&N in 2023, bringing that same property expertise and relationship focus with him.
Transitioning from WA State Manager to National Head of Business Banking, the shift for Darren has been significant.
“I’ve gone from being very granular and involved in individual deals to stepping back and looking at the bigger picture - trends, strategy, and long-term direction.”
The move has also required a change in leadership style. Interacting with Senior Management and Executives, communication, self-awareness and strategic thinking play an even greater role in his day-to-day.
A team built for growth
What excites Darren most about leading nationally?
“The team. We have a great business. If you look at the fundamentals and the capability of our Relationship Managers and the wider team, they understand what we do and how we do it.”
For him, success isn’t only measured by KPIs, it’s about potential.
“They’re more than capable of hitting every KPI and building long-term relationships with customers. Challenges will always come up. What excites me is how adaptable this team is.”
Relationship banking in a digital world
At the heart of Darren’s philosophy is one simple principle: relationships first.
“First and foremost, it’s about building relationships. Being in touch regularly. Understanding not just the business, but the person behind it.”
In a landscape where major banks increasingly rely on automation, he sees opportunity in connection.
“We know their birthdays. We know their kids’ birthdays. We understand where they want to take their business. We are with them on their journey.”
Many of his clients have followed him throughout his career, a testament to his relationship-driven approach.
“We may not always be the only bank a customer uses, but we want to be the excellent alternative.”
Why customer-owned banking matters
Customer-owned banking brings a fundamentally different focus.
“We’re not owned by shareholders so it’s not just about maximising returns. It’s about doing the right thing for customers.”
In the wake of the Royal Commission, he believes large institutions became increasingly compliance driven.
“Compliance is important but sometimes the big banks lose sight of what matters most: the customer. At the end of the day, we are a service business. That’s the difference.”
Navigating uncertainty: supporting business owners today
From a national perspective, today’s business owners are navigating a challenging and unpredictable environment.
“The interest rate environment has shifted dramatically. Expectations swung from rate cuts to rate increases. Inflation and rising fuel prices are pushing costs up. There’s uncertainty everywhere.”
For many property-focused businesses, rising construction costs and funding pressures have added complexity. But within that uncertainty lies opportunity.
“In challenging markets, the businesses that thrive are the ones that identify pockets of growth whether that’s diversifying revenue streams, strengthening customer relationships, or finding efficiencies in how they operate.”
Leading nationally, supporting locally
Balancing national oversight with personal accessibility is central to Darren’s leadership approach.
“I’ve got to support customers, but I’ve also got to equip the team with the tools, knowledge and expertise they need to deliver.”
That includes being available when the team needs guidance and support, as well as assisting when clients want to engage directly at a senior level.
What clients can expect
“We’re commercial. We listen. We find solutions. The big four often have a set way of doing things but we can be more customer-friendly and agile.”
Community still comes first
Even in a national leadership role, local presence remains essential.
“In my role, networking is critical. I must lead by example not just in the business, but in the wider community.”
Staying close to business owners provides early insights into emerging pressures often before they reach headlines.
“When construction costs were increasing, we were already hearing it from customers. That’s the value of being connected.”
Ultimately, Darren believes banking is still personal.
“Customers may choose a bank, but what it comes down to is that they choose a person. That’s why presence in the community matters. And I need to lead in that way so I can support my team to do the same.”
Business banking, at its core, is about partnership. And under national leadership grounded in relationships, community and commercial insight, that partnership is only getting stronger.
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Relationship managers
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