Andy Sheldon Email & Phone Number

Engaged to deliver, recover plan and budget for Cloud Migration of Digital Adviser services▪ Assigned for project recovery of inflight Digital Adviser delivery which was migrating existing Adviser related cloud services from IBM Cloud Private (ICP) to Google Cloud Platform (GCP) alongside delivery of new web services directly onto GCP.▪ Rebaselined delivery plans and costs gaining senior management commitment to revised parameters.▪ Standard periodic project reporting, planning and fiscal monitoring, reporting into programme level delivery forums. Senior stakeholder management, team engagement and matrix management.▪ Delivery of migration and introduction of new services was a pre-requisite in supporting the migration of over 1.2m Scottish Widows policies across 18,000 schemes and 3,000 3rd party Financial Advisers. Retaining customer satisfaction and reducing operational impacts. This was undertaken as part of the Verona programme and the adoption of CSP as Scottish Widows core insurance platform.

Engaged to Replatform the General Insurance SAP Claims Estate ▪ Led the study (facilitated by Microsoft Whiteboard) to re-platforming the General Insurance Claims management platform - moving to latest versions of SAP product set, rehosting on new virtualised Application Servers (RHEL6-8) alongside database migration (Oracle 11-19c).▪ Formalised Study response and presented and gained approval to proceed with delivery phase via divisional governance.▪ Applied suitable reporting and fiscal monitoring processes alongside daily stand-ups to provide timely communication, increased engagement and management of early breaking issues.▪ Issue free deployment preceded by several Dress Rehearsals, closed out project following completion of failover and handover to Run The Bank BAU operations teams.

Engaged for Windows 10 Migration and Evergreen Adoption across the Scottish Widows Life and pension estate.▪ Responsible for the migration of Insurance division onto O2013 and Exchange Online as a pre-requisite to Windows 10 adoption▪ Led the study to re-platforming over 600 applications from Windows 7 to Windows10 for General Insurance, Scottish Widows, Life Pensions and Investments. ▪ Led the remediation and rollout of Win10 devices and applications across the Insurance business and IT estate, ensuring adoption of Evergreen principals & processes within Run The Bank BAU operations.▪ Engaged with senior stakeholders to update on project progress, communicating risks and issues and plans to mitigate these.

Engaged to recover and rebaseline delivery schedule, and budget for a high-level risk transformation project on 12 24/7 general public and independent insurer websites.▪ Led a matrix-managed on/off shore team including Developers, Testers and BA’s, overseeing third party suppliers including IBM to ensure smooth delivery of the solution.▪ Led the delivery of multiple concurrent workstreams, creating detailed programme / project plans to realistic timeframes, defining scope, managing risk and applying systematic use of Agile and PRINCE2 to align best practice frameworks and business needs.▪ Engaged with senior stakeholders to update on project progress, communicating risks and issues and plans to mitigate these.▪ Employed strict fiscal planning and adherence to £5m project budget, reporting to both senior stakeholders on project spend and variance.▪ Created engagement communication plan for senior stakeholders, Developers, third parties and IT teams to ensure accountability for project progress.▪ Chaired high-level, detailed planning sessions with internal departments, establishing business-critical requirements and creating workaround solutions when necessary to achieve solution within an aggressive timeframe. ▪ Delivered 82 servers across Dev, SAT/SIT, NFT and PROD environments., managing the decommissioning of 77 virtualised servers.▪ Led the migration from Oracle to SQL Server, re-writing application in .Net.▪ Increased agility and reduced cost of change within the content management team, migrating Consumer CM content to TeamSite.▪ Improved encryption across the IT Estate in adherence to Group standards.▪ Led User Acceptance Testing processes, creating work-around solutions where necessary and overseeing implementation into BAU.▪ Managed all governance, quality and risk within multiple projects, acting as the central point of contact for business units and third-party vendors.

Managed the re-platforming 150 applications from Windows XP to Windows7 within the insurance division including General Insurance, Scottish Widows, Life Pensions and Investments.▪ Engaged with senior stakeholders to understand complex business requirements and implement fit-for-purpose solutions.▪ Created and managed migration plans for applications to ensure targets were achievable and had minimal impact on remaining / interdependent Group systems.▪ Led the delivery team to manage a series of application deployments, aligning release schedules and remediating the application to put them back “into service” with minimal disruption to services.

Systems consolidation, McLarens engaged third-party software provider FINEOS to adopt and modify their loss adjustment claims system. The aim to streamline & standardise global operations, enhance efficiency by merging multiple loss adjustment systems into one common solution.• Engaged to deliver a tailored global insurance administration and claims management system for McLarens to Manage loss adjustment.• Liaised with senior management to scope and define business requirements, implementing a governance structure to delineate fully-costed and deliverable project plan.• Worked alongside third-party supplier, conducting regular meetings with the project and software teams based across global locations (UK, Belfast, US & Australia) to ensure business requirements were being adhered to and provide support.• Created a working group with key players on the multiple projects, leading daily calls to drive delivery within the agreed timeframe.• Managed extensive troubleshooting for interdependent technical and business challenges in collaboration with internal IT and third-party vendors. • Created, maintained and managed robust RAID logs throughout project lifecycles.• Managed the configuration and implementation of the bespoke system, ensuring smooth delivery to minimise impact to daily business-activities.• Created stakeholder and senior management engagement communications strategy, reporting project milestones, KPIs and collating enhanced MI for internal Boards to ensure smooth project delivery.  Built, maintained and oversaw Agile testing area, undertake regular test audits utilising Jira to monitor and ensure ongoing solution was fit-for-purpose and mitigate any areas of risk. Created user guides for end-users to ensure strict adherence to improved system technology. Delivered system into Aviation division, deemed successful by stakeholder and adopted as standard for the McLarens brand , enabling future deployment across all global divisions.

London, United Kingdom

Engaged to deliver 2 studies as part of a simplification programme as a result of a merger with Halifax, aiming to reduce operating costs, increase revenue generation and customer retention across the banks increased estate.▪ Created high-level studies using Agile / Waterfall methodologies, utilising in-house and overseas resources, reporting recommendations to the CIO and Portfolio Steering Committee.▪ Liaised with a series of third-party vendors for both Lloyds and Halifax banking groups, preparing RfP documentation and working closely to understand proposition values for the PEGA product.▪ Deployed an enterprise workflow management, unifying a series of applications in the existing Lloyds IT estate and testing against the customer process / journey.▪ Collaborated with PEGA, Head of Function, IT Director and build team to deploy new product into BAU operations across all functional areas.

General Insurance - Cardiff

Engaged following the EU competition commission mandate for Lloyds to divest assets, creating another UK retail bank, TSB known as the “Verde Programme”.▪ Delivered the Verde study, covering change management across ecommerce, administration, claims and BI / data warehousing.▪ Identified associated impact across the banks insurance division, creating technical solutions to mitigate and preparing superior costing analysis to ensure maximum ROI on Cap-Ex.▪ Delivered technical paper to the CIO Steering and IT Delivery Portfolio Steering Committees, defining recommendations for delivery, build costs, project plan / identified interdependencies and SOWs.

Engaged to rescue operational reconciliation element of the Lloyds / Halifax merger which was behind schedule and had no credible recovery plan to satisfy stakeholders.▪ Analysed existing plan and created support plan to ensure deployment within aggressive timeframe, fostering relationships with stakeholders to install confidence within the IT team and solicit buy-in.▪ Managed cross-functional project team, establishing strong collaborative working practices within the team and supporting third-party vendors to ensure project deliverables.▪ Managed multiple third-parties and internal delivery team to ensure compliance with recovery plan, delivering operational reconciliation, enabling 32 million accounts with over £105bn liabilities to be processed on-time and progress with next phase of merger activity.

General Insurance - Cardiff

Engaged to manage the delivery of the Scaling and Retail Release C programmes associated with the Lloyds / Halifax merger.▪ Responsible for 5 infrastructure projects, including the implementation of a re-platformed SAP Claims system to ensure capability of increased traffic / new business volume.▪ Identified and understood the integration points of the solution across entire estate, identifying and leading the mitigation of any technical gaps and/or risks.▪ Acted as representative at internal and third-party meetings to discuss technical aspects of the project and make recommendations to enhance/progress the solution.

Engaged to lead the IT Delivery study to identify functionality of systems associated with the Lloyds / Halifax merger, responsible for programme reporting and representation into IT delivery portfolio steering committees.▪ Separated study into 4 mainstreams consisting of Scaling / system changes, Retail Release / change functionality, Sales & Marketing / ecommerce and Home Options /changes to business operating models to align with merger.▪ Chaired workshops with internal business divisions to gather business input needs.▪ Fastidiously controlled all phases of the programme, applying first-class leadership to deliver on time and within budget.

Gloucester, United Kingdom

March 2007 – January 2009 Senior PM C&GLloyds changes its delivery model splitting into business change and IT delivery divisions, I am aligned to the IT Delivery Division and form part of its senior management team.With 6 project managers reporting into me I’m responsible for overall CIO stake holder management, SOW (bid response) proposals, OTOB delivery and PMO support of all projects within the newly formed C&G IT Delivery function. Support the introduction of offshoring and the management of internal resources through change curve. December 2005 – February 2007 Programme Manager C&G (NT4 Eradication) Accountable for re-platforming the South West region of the banks estate from NT4e to XP/2003 including all of Cheltenham & Gloucester branches. Direct reports from 6 project managers, current budget in excess of 8 million GBP, team size sixty fte’s with a mixture of permanent, contract, offshore and 3rd party vendors.

Gloucester, United Kingdom

July 2005 – November 2005 Project Manager C&G (NT4 eradication Workflow & Document Image systems) Reporting into Programme level Delivery Manager, responsible for re-platforming of the bank’s Workflow and Document Image Processing systems from NT4 to XP/Server 2003. Current budget approx 2 million GBP, 11 direct reports contract negotiations with 3 3rd parties (Meridio, Fujitsu & DSTI). Working to CMM L2.January 2005 – July 2005: Project Manager C&G (Mortgage Regulation Phase II Responsible for implementing second phase of mortgage regulation work and handover to support for Cheltenham & Gloucester mortgage systems (New Lending & Back-Office Admin). Budget approx. 800,000 GBP, direct reports 10September 2004 – January 2005: Project Manager C&G (IFRS) Reporting directly into Business Steering to a fixed regulatory deadline, progressed project On Time to Budget (1.4 million GBP) through Study, Design Build Test & Implementation. Direct reports 8 including management of 3rd party software provider (75% of solution). Target platforms Mainframe (IBM/UNISYS) in house development languages COBOL. Working to CMM L2.October 2002 - September 2004: Project Manager C&G (Mortgage Transformation Programme) Reporting directly into Business Steering and management of third party suppliers. Responsible for a project budget in excess of 6 million GBP and have led contractual negotiations with multiple third parties; my immediate project team consisted of five development staff with an extended team of fifteen. The project was responsible for introducing new infrastructure and applications for correspondence production, migration, archiving and multi-channel distribution.June 2001 - October 2002: Project Manager C&G (Lloyds Core Banking System) January 2001 – May 2001: Project Manager C&G (Fiscal Year End)January 2000 - September 2000: Project Manager C&G (Credit Reference Agency (CRA) system)

Gloucester, United Kingdom

Fairfield Connecticut