The strategy had some significant challenges:

• Deliver strong growth in HBOS terms (GBP2bn NPAT, growing at c.20% p.a. in 2003), which meant a significant entry in to the 90% of the Australian market outside WA at low cost in short timescales
  
  
• Build a national capability from limited resources (WA distribution, small-scale operations, limited marketing capability, unknown brand, average products, culture and process legacy from government ownership as state bank)
  
  
• Engage a disengaged, cynical and confused financial services consumer
  
  
• Build internal agreement and generate momentum and belief, at a time of uncertainty (HBOS Australia was changing CEO and governance structures)