Responsible for a large programme focussing on data protection within the EMEA IT Risk & Security function.o Full responsibility for preparation of the business case. This included engaging EY for a 6-week period to assist with scope assessment and cost estimates. Along with the IT Sponsor (Head of EMEA ITRS), I led the drafting, revision and socialisation of the business case with senior management which was subsequently approved for $7.8m.o Responsible for mobilising 8 workstreams, including streams to rollout CyberArk (privileged account management), Guardium (database logging / monitoring), Multi Factor Authentication, Code Flaw remediations, Data Masking, Data Loss Prevention, Outbound Email encryption, and IT Control Framework enhancements. Currently I am driving hiring of additional PM resources to assist on some of the workstreams.o Established governance structure including Working Group and Steering Committee. Responsible for weekly status reporting and programme financials and setup/maintenance of RAID logs.o As the programme is EMEA wide (26 countries in scope for MetLife) I regularly deal remotely with CIOs / CTOs in each of the countries via WebEx, as well as central MetLife IT teams based in the US. I have also been dealing extensively with external vendors / 3rd parties including EY, IBM, TCS, IDDataWeb, ForcePoint.o This began as a 6-month contract role which was renewed for another 6 months in October 2018.

Joined a long running technical upgrade project of the Treasury OPICS system to upgrade it to the Calypso platform. Key Achievements / responsibilitieso Ensured delivery and sign-off of go-live requirements for multiple Service Management areas (e.g. Capacity Management, Incident Management, IT Operations, Monitoring/Alerting, BCM, Configuration Management, IT Security, Software Licensing, Service Level Management, IT Change Management and Service Desk).o Responsible for setup of Support Model ahead of go-live. This included establishing the Production Support team and associated roles and responsibilities across technical, configuration and interface streams.o Responsible as Release Manager for the ‘Continuous Delivery’ stream where I established a regular ‘sprint’ release schedule (every 5-6 weeks) for delivery of change requests, production fixes and ‘Day 2’ items. This includes issue prioritization, sprint planning, review of available resources and capacity, and development, testing and delivery of confirmed content. This includes regularly dealing with external suppliers including Calypso, First Derivatives, HCL, Wipro who all supply key elements of the service to AIB.

I was promoted in Nov 2013 to Manager Grade 3 (Project Manager), and as PM was responsible for driving multiple workstreams within the RMFS Programme. For over 2 years RMFS was the #1 priority for AIB due to the critical issue of customers in difficulty, particularly regarding mortgages. RMFS at its peak had 100+ full time resources, an overall budget of approximately €20m, and up to 12-15 workstreams in train at any one time. I was again promoted in Sep 2016 to Manager Grade 2 (Senior Project Manager).Key Achievements / responsibilitieso Programme Manager for overall Programme from Sep 2015 – Dec 2016. Before that I was Programme Manager for the AIB & EBS Automation elements, and the Lifecycle Programme, which each had multiple workstreams. I would have typically been responsible for between 6-8 concurrent workstreams.o Project Manager on multiple workstreams including Fair Value, Low Fixed Rate & Positive Equity, CCMA, Solution To Solution, Customer Requests, BAU Validations, and Out Of Course Lodgements/Incentives. o Responsibilities on these workstreams included mobilising the project teams, agreeing Terms of Reference, developing the project plan, weekly status reports, fortnightly Steering status reports, maintaining issue/action logs and risk registers, and running quick daily washup meetings.o Proactively engaged with senior stakeholders from multiple business areas including Legal, Compliance, ASU, FSG, IT (AIB & EBS), Mortgage Products, Mortgage Enablement, Finance, and Risk.o Chaired Design Authority group of senior stakeholders which decided upon issues escalated from workstreams. Established and chaired the Automation Solution Forum responsible for progressing IT requirements.o Responsible with other senior Programme Managers for end-to-end programme planning, risk & issue management, resource and cost management, including drafting of business case submissions regularly throughout the duration of the programme for approval.

Sep 2012 - Nov 2013Member of 3 person Treasury IT Development Management Team (34 resources in team, 16 reporting into myself). Responsibilities included objective setting/PRs for 5 staff; work prioritization; BAU resource management; BCM coordinator.Key additional role was as IT Project Manager for 3 key technical upgrade projects (1) Adobe Correspondence (2) Sybase To SQL Server (3) Oracle. Responsibilities included business case preparation and submission; management of benefits register, issues & actions logs; preparation of weekly status reports, coordinating all aspects of project planningOct 2010 - Sep 2012IT Project Manager for Liquidity Upgrade project – responsibilities included those listed above for the technical upgrade projects, and in addition I chaired fortnightly Steering Meetings with senior management including a Risk executive. I chaired daily project team ‘scrum’ meetings and also dealt directly with Group Internal Audit in relation to two separate successful project auditsNov 2008 - Jul 2010IT Project Manager for Global Treasury Finance Operating Model project. Responsible for detailed project planning, cost management, weekly status reports, coordination of IT development, testing and implementations, development of project test strategies & go-live runbook; chairing daily stakeholder ‘scrum’ meetings, management of project issue logs / action logs, task allocation to project team members.2008IT Project Manager for Counterparty Credit Exposure project. This project replaced the legacy Askari Riskbook application. I had full responsibility for all aspects of the project lifecycle. I also implemented aspects of the ‘Agile’ methodology on this project which were new to Treasury IT. All key stakeholders were co-located for the project, and I also chaired daily ‘scrum’ meetings which greatly enhanced communications between stakeholders and helped reduce the number of post go-live incidents.