Responsible for the development and delivery of automation solutions across the Banks's operational areas - ranging from Mortgage to Business Banking customers. Primary focus has been the development and deployment of robotic process automation (RPA) to simplify the back office processes and reduce effort - using Agile methodology.Currently, developing the methodology and approach for design sprints across different operational areas to resolve business challenges which then feed into road map for process automation programme.

Coaching senior managers and executives to embed and deliver the Bank's standard of leadership excellence.Recognised as a trusted advisor and subject matter expert in coaching others through direct observations and tailored feedback. Provided opportunity for leaders to practice delivery of new tools and approaches in a supportive environment - with the ultimate aim is that they create a working environment that is beneficial to both their customers and their staff.

Led a team of change and transformation specialists on key bank process using Agile methodology which has reduce lead time by 25% and created a capacity of 20% within the operation. Fully engaged stakeholders with benefits being realised by Q2 2017.

Responsible for programme and project approach, mobilisation and benefits - principally within the RBS Wealth division (aka Coutts). Working in partnership with internal business stakeholders and managers to develop bespoke Lean interventions that provides value to their clients, engagement opportunities for their staff and real return on investment.Certified Gallup Strengths Coach for over 160 colleagues within Service Optimisation and other RBS franchises – providing analysis of assessments, insight to behaviours and collaborating with the individual and team managers on plans to maximise performance – all feedback externally validated by Gallup and used in their certification process.Led and facilitated the risk and controls assessments for RBS International products within the bank-wide Controls Transformation Programme – providing coaching support for SMEs on project approach, simplification and deliverables – all assessments completed within a 12-week timescale and achieved the Regulators deadline of September 2016.Initiated and produced a resource framework for the Orientation and Induction of Service Optimisation staff to ensure that they were fully operational prior to the project start date – received leadership recognition and the framework was implemented for the 120+ deployment staff in March 2016.Project manager for numerous departmental relocations across multiple sites during 2012-15 – engaged and communicated with different business stakeholders throughout the process to ensure a smooth transition – all moves were completed within timescale and without any business interruption – received leadership recognition for efforts.

Lean Transformational Approach Business Partner for Group Lean Practice Senior Lean Leader for the transformations across different business areas and locations within the Risk and Coutts franchises – supported the development of the Lean approach and ensured all business readiness assessments were completed at least four weeks prior to Lean deployments – both programmes delivered combined benefits of £50m from 2012 to 2015.

Managed a team of 8 analysts who resolve multi-million dollar new business trades (within hourly market deadlines) on behalf of the London Prime Brokerage business unit – ensuring all governance controls and process adherences were in place to avoid financial exposure and reputational impact – achieved the lowest trade fails rate and no breaches during 2011.

Managed multi-functional team handling both inbound customer retention and outbound lead generation for Scottish Provident – key relationship manager between Capita and Royal London (Scottish Provident owner) for all commercial aspects of performance and service level agreement achievement – exceeded target of £5m and secured £6.8m in retained policies.Key relationship manager between Capita and Royal London for all aspects of performance and service level agreement achievement.Led and implemented business unit project on Continuous Improvement – created basis for all future project submissions – reduced duplication and created uniformity for business area.Managed cross-functional project to redesign customer surrender documentation – engaged with key stakeholders and project delivered within 12 weeks – associated complaints reduced from 30/month to nil over a 12 month period.Implemented new Partnership Support Consultant role within deadlines; and, managed development of new database to monitor and report activity.

Responsible for key Underwriting process review of cases submitted to third party insurers – revised risk submission and checking procedures implemented – potential £114m risk avoided.Led exit plan of underwriting function from business portfolio – including full staff consultation and final closure – all completed within a timescale of 24 weeks.Facilities manager for Glasgow operation (100+ FTE) – responsible for all risk, health and safety and day-to-day operational building requirements – led and implemented office restructure and refurbishment project – conduit between business areas and external contractors – delivered ahead of timescale and achieved annual savings of £300,000/annum.Managed underwriting, administration and support teams (18 FTE) for new business applications for Bradford & Bingley and Barclays – combined portfolio of £12m/annum.

Reviewed current end-to-end call assessment and quality monitoring process and implemented a new customer-centric quality system for the complete Glasgow operation.Assessed all calls aligned to new customer-centric quality system and devised bespoke individual coaching plans for individual agents.

Worked in partnership with Regional Business Development Manager to produce annualised training plans aligned to the Sales Contact Centre’s business plans to ensure strategic target delivery.Identified, organised, designed and delivered all aspects of training for Sales Support staff on products, processes and systems. Evaluated learners and programme effectiveness to identify and incorporate improvements.

Designed and delivered (technical and skills based) training courses, e.g. Induction, Customer Service, Soft Selling Skills, Teleservicing, Complaints, Product Underwriting and Processing, Coaching, Giving and Receiving Criticism.

Collected and collated information and produced daily, weekly and monthly reports on team/departmental Unit Costs, Efficiency and Productivity.

Responsible for the relocation of 28 paper-based offices to 5 telephone service centres.

Assessed and processed home, motor and travel insurance applications.