Provision of consultancy in programme delivery, business transformation and innovation in sectors ranging from Financial Services to Central Government

Responsible for the successful delivery of large complex programmes within Aldermore Bank, which will deliver the Bank’s strategy for service and infrastructure

• Programme Management of an IT Transformation Programme delivering a new hosting and services strategy for CIO, combining a number of initiatives to manage the Transition between incumbent and new service providers following award of contract, migration of all applications from 4 incumbent data centres to new providers private and public cloud data centres, implementation of Target Operation Model, ITIL processes and IT Service Management platform and an IT resilience work stream of projects replacing end of life legacy technologies• Oversight and decision making across the Programme via project and Programme governance forums ensuring articulation of the relevant information to enable informed decisions to be made• Management of 4 projects with approx. 25 initiatives supported by a dedicated team of 20 - 25 people and a budget of circa. £20-25m• Lead project teams in support of the management of project activities, plans, and schedules associated with deliverables and milestones • Build and maintain effective channels of communication with key cross functional stakeholders and SteerCo members • Management of programmes risks to ensure delivery of the required business outcomes and alignment with Aldermores strategy

• Project Manager for the procurement of an IT Hosting and Services provider and Transition of the services to a new provider. The outcome being a 5 year contract (including Transition of IT Support Services and Transformation of the Bank’s entire IT infrastructure to a new flexible, resilient hybrid cloud platform) • Project Management of Programme critical Transition Risks reported at Board level for oversight/approval and spanning Change Management, Information Security, People, Business Continuity and Information Security.• End to end Resource and Financial Management for an IT Transformation Programme spanning 4 financial years with 9 projects and a budget of £13.6m• Production of IT Transformation Business Case and presentations for OpCo, ExCo & Board• Management of 3rd party external suppliers including PwC (consultancy), CMS (legal), Atos (consultancy)• Audit, verification and negotiation of supplier pricing spanning consultancy services, software licencing, technical delivery and support (Atos, ServiceNow, Engage-ESM, PwC)• Requirements Lead for Resource Management & Timesheets modules of ServiceNow• Operating at Senior Management level, engaging with CIO, COO, CFO, General Counsel, Chairman.

Time-boxed assignment and in partnership with Vodafone, the project management of a cost optimisation programme, to identifying and prioritise tangible cost reduction initiatives within Bad Debt, Inventory Management & Repairs & Maintenance for Botswana Telecommunications Company. In addition the collation of benchmarking data (income statement) to compare against industry standards to identify processes with critical performances • Project Mobilisation (governance, plan, raid and action log)• 2 week on-site visit in Botswanao Observation sessions and analysis of core processes, activities, roles and responsibilities and performanceo High level process functional mapping and gap analysis between core processes and best practiceso Presentation of findings to Steering Committee and CFOo Implementation Roadmapo High-level cost benefit analysis identifying 13 short term initiatives with 5 year cost saving net benefits of £1.5m – £2.3mo High-level cost benefit analysis identifying 15 medium to long term initiatives with 5 year costs saving benefits of £4.0m - £7.0m

Sustained (5-year) involvement at the centre of a transformational programme to fundamentally re-engineer the organisations processes and technology platforms in the wake of the Northern Rock failure in 2008. Initially engaged as Finance specialist in PMO, subsequently became deputy to the programme manager and Head of Change, undertaking general management duties and acting as trouble-shooter across a wide range of issues. Latterly engaged in Business Partner role to augment capability during Finance function restructure.• Devised and implemented £69M bottom up operating budget for FY16/17, driving a 5% efficiency saving against previous FY. • Developed and coordinated bottom up and top down cost model for 7-Year Claims Outsourcing Strategy Procurement (£22M baseline - £15M Year 5), incorporating sensitivity analysis for business case and ITT.• Developed Operations BAU financial models (18 Business Units/£30M) and worked closely with senior stakeholders to produce robust quarterly forecasts to identify financial risks and opportunities against in-year budget.• Developed scenarios for volume-related claims forecasting (8 product types/18,000 claims/£16M).

* Delivery of approx. 70 initiatives in the form of 6 workstreams, centrally managing and governing the project plan, risks and issues, dependencies and status reporting to secure a cost reduction on outsourced contracts of £1.5M in 2016/17. * Implemented a governed and controlled method for delivering BAU small change to support the Restoration of Service and enhanced Customer Experience initiatives, which provided leverage during commercial discussions with BPOs. * Transitioned the realisation of projected benefits for each initiative to business owner. * Delivered a mechanism to stand up Small Change delivery capability.

** Managed the Change Programme PMO as well as providing vendor management, resource planning and project recovery capability to the Change function. * Developed and maintained Change forecast model aligning costs to planned activities, resulting in improved accuracy and efficiency of resource allocations. * Managed the delivery, relationship and commercials across 3 external suppliers (Cognizant, Xerox and Informed Solutions), negotiating savings on change requests of circa. £150K. * Successfully recovered the delivery of testing phases and go-live of printing and scanning solution, resulting in saving of circa. £250K. * Rationalised off-shore development capability resulting in yearly savings of £250K. * Devised and implemented on-boarding process and ensured compliance with company procurement, HR and IT policies. * Partnered with the business on all aspects of project governance from project inception through to project delivery, including change request process and cost/benefit tracking. * Undertook comparative analysis against approved business case and quarterly financial forecasts. * Represented the Programme at the Change Programme Boards and Executive Committees. * Developed and collated business case finance model.

Managed and coordinated the day to day activities of the PMO Finance function providing key management information, resource planning, liaison with external parties and management of financial accounts. * Managed the overall E&P IT Programme Capex budget ($80 Million – 10 Programmes, 80 projects). * Developed and implemented new internal project models and reports across the portfolio. * Management and personal development of 4 junior members of staff to include a review of the current duties within their individual roles and restructure of workload to amalgamate the transition to a single finance function within E&P IT. * Produced detailed financial analysis of Delivery Assurance Report for the Enterprise Portfolio Office and ensured alignment of Project Server & Financial Reports. * Provided analysis to Group Finance for month end reports.

Time-boxed assignment to assess and re-engineer inherited processes following an internal restructure. * Analysed ‘as is’ and developed new processes which led to significant improvement in accuracy and usability of analytical outputs for budget holders * Worked closely with accounts team to restructure departmental roles for greater efficiency and more effective personal development.

Setup of office and operations in Riyadh, Saudi Arabia, enabling the programme team to arrive and move immediately into producing value added output. Produced key management information and worked directly with Project Leads to drive the profitability. Operated as key contact point for the project team and external finance function with regards to logistics, finance and operations. * Produced cost model with options analysis for tender. * Developed and maintained cost, resource and billing model to track and maximize revenue. * Co-ordinated set up of LLC in Saudi Arabia in conjunction with PwC & local legal counsel. * Managed the procurement, delivery, relationship and commercials with external parties. * Managed project exposure to foreign currency fluctuations. * Implemented cost saving initiative on travel and expenses and introduction of Skype as the main internal communication tool, achieving a cost reduction of £0.5M.

Time-boxed assignment as part of project team to drive through post-acquisition integration. Dual role acting as PMO Finance lead and also as subject matter expert for reconciliation and migration of data from Sage to SAP. * Introduced changes to project accounting processes to improve accuracy and currency of reporting, resulting in closer alignment between forecast and actuals. * Managed and coordinated the day to day activities of the PMO Finance providing key management information, resource plan, liaising with external parties employed on the project and managing the financial accounts. * Undertook assurance reconciliations between Sage and SAP pre- and post-migration.

Forerunner of the Riyadh assignment (see Apr ’09 – Dec ’09 above), this time in Bahrain for Saudi Aramco, with same objective to setup office and operations in advance of team’s arrival, and then provide support to team using MI to drive efficiency and profitability, and also act as central point of contact on logistics, finance and operations. * Produced cost model for tender, and provided financial analysis and support throughout bidding process. * Developed analysis reports and worked with client to streamline invoicing process, resulting in reducing DSO's (days sales outstanding) from 200 to 20 days which in turn significantly reduced FX exposure. * Developed and maintained cost, resource and billing model to track and maximise revenue and minimise DSO of invoices. * Co-ordinated fit out of office and set up of operational activities which enabled the team to arrive and move immediately into producing value added output for the projects, which maximized revenue and minimized disruption to planned activities. * Managed the procurement, delivery, relationship and commercials with external parties. * Provided key management information for both internal and external stakeholders. * Produced financial revenue and cost analysis to support the business plan/Board decision for a new office in Riyadh and the opening of an LLC in Saudi Arabia. * Developed improved models to track expenditure and to ensure the organisation accurately adhered to contract specifications. * Co-ordinated the integration of 2 billings teams (following acquisitions) and managed the billings data reconciliations and migrations from source to target systems, all of which were bespoke.

Part of the project team to implement a new computer system for the payroll and billing functions, acting as the business owner. * Responsibility for recruitment and development of new team as part of significant restructure of the function to improve the overall efficiency and capability. * Project lead for data reconciliation and migration. * Reporting and analysis of businesses KPIs, and additional ad hoc business insights as required by Finance Director.