This role worked across and in collaboration with Internal Vocalink stakeholders other VL and Mastercard functions such as Internal Audit, Risk and Operational Resilience along with external customers.Responsibilities included:• The front door into VLL for both Internal Audit & External Customers Audits (e.g., Pay.uk), coordinating with function leads & other stakeholders such as Risk, Customer Relations to deliver smooth engagements and positive outcomes.• Ensuring close alignment with Internal Audit, Risk, key business functions (i.e., O&T. Security, Delivery, Product, Relationship Management) and L1 & L2 Risk Management.• Leading audit engagement for external customer Audits.• Managing and facilitating in flight audits including evidence provision, stakeholder advice and guidance, challenge and review of findings, and facilitation / agreement of obtainable actions.• Ensuring leadership focus on tracking of Internal Audit actions with early sight of potential misses / issues.• Maintaining accurate tracking of all data points and related reporting.• Managing business meetings and reviews ensuring appropriate documentation is provided / established and retained.• Management focus on close out of audit actions covering other areas such as such as ISAE 3000, ISO 27001 and Bank of England actions• Recording / analysing solutions / root cause for future reference and learnings.• Audit & Certification production of materials / reporting into executive committees.• Management of required attestations to mitigate /reduce risk.• Supporting function document refreshes within the established cadence.• Supporting the implementation of enhancement plans / improvements.• Risk mitigation and remediation– identifying and delivering outputs including logical recommendations based on analysis undertaken to facilitate discussion and drive positive outcomes.

The team supported what was needed within O&T from a business needs position, including:• Support & monitoring of the corporate onboarding timescales• Supporting any queries that may arise from the use of the corporate time provision tool.• Coordinating any relocation of functions with O&T• Oversight and assistance to a project migrating software engineering for aspects of the business to one of our 3rd party delivery partners.• Created and delivered training on the new version of the corporate time provision tool• Analysis and interpretation of demand and supply figures

This was the first international deployment of a near real time payments by Vocalink since Faster Payments in the UK.I was involved from the early phases of the project as a defect manager. As an Incident & Problem manager I was on call 24/7 for 2 years

Devised and managed the defect discovery and fix flow – full ownershipThe role involved the creation of release notes and defect management reports. Key was working with the Technical SMEs to understand the nature and impact of software defects and to be able to explain this to the customer and then negotiate a time suitable to all parties to release.

My role in Testing Services (Q&A) was to examine the as-is operating model for the function and to work on a basis of continuous improvement, introducing new ways of working as appropriate.Service Delivery Life Cycle – This was a new concept for Vocalink. We introduced an overarching framework for Project Management. I gathered the requirements, designed and built the content. I then proceeded to deliver it across the organisation at all management levels including to board.

Faster PaymentsI was seconded to the UK Faster Payments project in December 2006 as a Customer Engagement Manager, responsible for the on-boarding of 4 UK banks. I worked with APACS, LINK, VOCA and gateway providers to clarify activities and issues related to member engagement. All 4 banks initiated their connections to schedule.Automated DisputesI created and delivered training for the Link scheme on new services such as Automated Disputes. This project migrated the 49 Link Scheme members from a paper based fax and telephone heavy process to a new automated workflow.I was part of the implementation Working Group and had to understand what the existing process did and what the new system would provide. Working with the scheme members I devised a pilot trial, authoring the documentation, scripting the trial scenarios and again documenting them.I then spent a month in Harrogate delivering training to all 49 Link Scheme Members using a mix of PowerPoint, discussion and hands-on delivery.HST migrationA migration project, moving banks from HST to either ETS or STS. A team delivery.Voca Euro Services project Contributed to the creation of and delivered training across Europe with the assistance of a native speaker in each country across three countries in three days.NewBacsContributed to the creation of and delivered training on the new version of the BACS service to its members throughout the UK across 3 months in 2006.

My career started in BACS operations and after 7 years moved into a role dealing directly with the members of the BACS scheme. A role which demanded a strong working knowledge of the Electronic Funds Transfer system. It required a flexible and adaptable focus with strong organizational and communications skills.Relationship ManagementI chaired the regular Bacs/CSG Liaison meeting for approximately 3 years. It was an industry forum that was conducted very much at an operational level. During my time as chair, I like to think that I brought the organisations together and engendered mutual support.I was also the Communications Officer for the REMIT project, involving working parties, presentation delivery and training. Key was keeping an open channel of communication between member banks and Bacs.Project ManagementWithin the boundaries of my role, I closed down the Bacs city office which was a satellite drop off and pick up point for magnetic media. The following year I outsourced our internal transport function.NegotiationI also managed the regular Service Level Agreement negotiations between members and Back