Lead the rectifiction and remediation of customers impacted by CCCFA. Role was focussed on policy changes, process improvements, delivery of technology solutions and appropriate controls and customer communication.

Lead the implementation of a platform to support both informal and formal recognition in a timely and meaningful way in the flow of work.

This program was focussed on embedding key behaviours, engaging and equipping our leaders to drive change and implementing systems and tools to reinforce change and empower our people.

This role was foccussed on leading the change management workstream to support a potential de-merger from a parent company. This included reviewing operating models, impact assessments and business readiness review to inform the Executive and the Board.

Working across teams to deliver customer remediation within mandated dates.

Leadership of a team specialising in:*process engineering;*robotics; and*exploring opportunities for intelligent automation

Lead design and implementation of customer experience programme of work. This included a service model review involving organisation and workflow design, technology enhancements, process improvement, customer journeys, policy reviews, training and communication and performance reporting.Part of the Commercial, Corporate & Institutional leadership team reporting to GM.Responsible for Change management activities and designing and embedding continuous improvement framework

Leading business transformation initiatives across Business banking (Agribusiness, Corporate, Property Finance, Commercial & Institutional)- Agile delivery approach

• Operational support for CC&I e.g properties, business continuity, audit• Strategic business unit planning, board reports and quarterly business reviews• Customer campaign support• Lead integration of Corporate, Commercial and Institutional teams• Responsible for change management and continuous improvement and related reporting• Looked after portfolio of projects delivering business initiatives• Pro-active management of operating expenses • Balance sheet reporting & management• Business performance reporting• Working with teams on Product development opportunities • Responsible for marketing & communications

Worked across Private, Wealth, Insurance & Institutional businesses• Develop and drive broad strategic agenda • Evaluating growth opportunities to drive profitability• Product development and innovation• Develop business plans and budgets• Lead competitive and industry analysis projects• Support prioritisation of products and markets to optimize growth• Manage strategic developments, planning, processes, performance, competition and other key aspects of the business

Came back to NZ to spend time with family and travelled extensively through Europe, Africa & the America's

Seconded to work on the merger/strategic review of ABN AMRO and RBSProgramme managed the transformation of a RBS communications team from a UK centric model to a global model *Managed the integration of ABN & RBS communications teams into one team globally*Lead the creation and embedding of the global communications model to support communications activities for 45,000 staff across circa 50 countries. Including developing an engagement model to provide consistent messaging globally with local relevance across new combined ABN/RBS organisation*Managed team of circa 50 staff delivering internal communications activities to circa 45,000 staff across 50 countries*Lead communications business partner sitting on a RBS strategic review team

Part of team leading the inception and set up the European Offshoring Centre based in PolandOther activities included:Programme Management - involved in leading transition activities relating to merger RBS/ABN (including rationalisation of services, technology, workforce and footprint within EMEA);Provided management oversight of property & facilities maintenance, service contracts, utilities and physical security Quality and Service Level Management: embedded ongoing business process improvement programme, designed and implemented charging framework for services rendered including invoicing process, accounts receivable reporting, letter of engagement, transfer pricing margin, cross border legal documentation, led the development of a service level management framework and delivery of relevant management information including key performance indicators, service levels, resourcing and contingency planningLead a global change team supporting multi-channel and cross boarder initiatives across RBS Group including implementation of change framework and reporting within offshoring centre;Chairperson of Regulatory Board that was responsible for ensuring that operations within AECO met internal compliance and risk requirements as well as regulatory requirements of Poland, the European Union and Dutch National Bank

Regional responsibility for Chief Operating Officers (COO’s) and subsequent activities in 9 countries within Central, Eastern and Southern Europe and Africa with total people under management of circa 500Provided regional business management support to 12 countries including Russia, Poland and Kazakhstan Designed and implemented new financial management processes in CESEA (e.g. forecasting, resource planning, governance) to support financial goalsRegional support for retail banking roll-out in Kazakhstan, Romania and Russia. This involved expanding the ATM and branch network, human capital, facilitating internal and external supplier performance contract discussions.Supporting agenda for business growth by delivering key change projects specifically regional responsibility for Commercial branch expansion in Turkey and a branch opening in SlovakiaDevelopment of metric based management processes for day-to-day management of services across the region and specifically for new projects*In country COOs are responsible for Property, Operations, Technology, Risk, Compliance and Legal