Governance and oversight of the delivery of a portfolio of projects

Objectives: Assisting the CEO and COO to develop and execute a new strategy to transform the CSUK platform into a European hub location for CSAG; acting as the primary delegate for the CEO in day-to-day approvals, representing CEO interests in various committees, assuming the CEO’s control and supervisory functions and various line-management functions; owning and delivering various cost measures (incl. FTE reduction) and initiatives to develop and scale the business - e.g. new front office pipeline reporting and forecasting disciplines, sub-participation of suitable credit cases to release GBP200m in RWA; drafting content for Board reports, town halls, periodic comms and chairing and/or sitting-on various governance committees (e.g. ExCo, FMC, CARMC, European Governance Committee, Credit Risk).Resources: 21 months, 300 FTE (UK platform)Despite a challenging economic environment, costs associated with various regulatory programmes and the need to make significant changes to the strategy in the latter half of 2016 due to the UK Referendum result, as a management team, we reacted swiftly and decisively to reverse a build-out strategy (to become a European hub location for CS Group) into cost mitigation programme, resulting in FTE reductions totalling more than 13% (40 FTE). This led to a strong business performance in 2017.

Objectives: To achieve cost reductions and process improvements; to optimise and streamline client onboarding processes; to resource and implement Delivery versus Payment non-custody (DvP) middle office; to become the business owner for all IT Applications; to own and coordinate the Internal Capital Adequacy Assessment Process, mitigating Pillar 2A capital requirements.Resources: 12 months, 21 FTEInitially, a new department was established to combine the Business Analysts, Business Control Group, Client Onboarding, Loans Administration and Business Support teams. A programme of cross-functional training was then implemented, reducing key person dependencies and ultimately facilitating FTE reduction.A project to build a DvP platform was initiated and a trade control function resourced within the new team.Result: Implemented a new electronic document archiving system and processes, electronic workflow and approvals system, new CRM platform, partially automated client onboarding and lifecycle management and defined new controls framework, Streamlined client onboarding and reduced processing time by up to 75%.Combined several teams under one management structure resulting in the release of 3 FTE.The implementation of the DvP function enabled additional revenue generation of c. GBP1m.The regulatory approval of the ICAAP resulted in a reduction in anticipated Pillar 2A capital of approx. GBP20m.

Objectives: To remediate failings identified in Section 166 report; to mitigate further regulatory sanctions, fines and compensation; to address various Internal Audit findings; to assist in the acquisition and integration of the Morgan Stanley EMEA wealth management business; to deliver strategic cost mitigation measures.Resources: 2 FTE, 12 contractors and secondment of 3 further FTE; support from Deloitte’s Regulatory Practice and Freshfields Bruckhaus Deringer Conducted an investigation into past sales of structured product and produce associated reports as part of the remediation activities arising from a Section 166 skilled persons review, imposed by the UK regulator, which found significant failings in systems and controls. Addressed numerous other failings identified within the Section 166 report; Addressed numerous Internal Audit failings, including significant failings in the quality of KYC reviews.Implemented Front Office cost reductions.Assisted in various activities to support the acquisition and integration of the Morgan Stanley EMEA wealth management business.Result: Conclusion of investigation into past sales of structured products satisfied the regulator that no further action was necessary and resulted in a reduction of provisioning for compensation > GBP50m.Remediation of other systems and controls failings, notably surrounding investment suitability controls, resulted in resolving the remaining issues raised in the Section 166 and satisfied the regulator that matters had been satisfactorily concluded.All negative Internal Audit findings were appropriately addressed and given a clean bill of health.Front Office cost reductions resulted in a 12 FTE reduction and savings totalling GBP2m across various functions.

Objectives: To deliver the infrastructure and resources necessary to facilitate the launch and regulatory approval of a new UK private bank under the Clariden Leu brand, permitting the existing Credit Suisse (UK) infrastructure costs to be shared over the two entities with an additional CHF2bn in assets on the platform and providing > GBP10m additional revenue to CSUK.Resources: 4 BAs, 2 PMOs, 1 business manager, 3 months, CHF18m, Appointed to deliver and oversee the outsourced operations to enable Clariden Leu Asset Management to obtain a UK banking licence.Liaised with Clariden Leu and Credit Suisse senior management and teams (Switzerland and UK); created the framework for roles and responsibilities; reviewed the regulatory licence application; oversaw project team; drafted the procedure manual.Result: Ensured the project delivery on time and within budget.Project cancelled on the day regulatory licence was to be granted due to strategic change with Credit Suisse AG, leading to disposal of Clariden Leu Asset Management business.

Assisting organisations increase revenues through sustainable change and robust sales process.Albany Software – interim Sales & Marketing DirectorDeutsche Bank Corporate Finance – deal management programmeDeutsche Bank International – culture change initiative (embedding sales disciplines)Ecurie International – interim Managing Director - financial restructure, setup franchise operations and events businessMM4 – Setup business operations for e-procurement fintech Results: Albany Software, a payments software vendor (subsequently purchased by Bottomline Technologies) - Revenues grew from GBP2.5m to GBP6.7 (170% YoY growth) with a market share of 27%. This then led to delivery of an exit strategy and windfall for the founder of GBP32m.Programme of coaching for Deutsche Bank International across the international locations, implemented a deal management process and developed a toolkit of resources. Led to a PTI increase exceeding EUR1m.Ecurie International - Implemented a sale and lease-back initiative, launched an events business, established a franchise model and renegotiated debt position with various creditors. Reduced debt by over GBP250k, released GBP500k in capital and grew annual revenues by GBP1m. MM4 - Fintech developing an e-procurement platform. Assisted the founder in initial strategy and setting up operations. The business was acquired 18 months later for USD22m.

Objective: To originate asset servicing opportunities (backoffice outsourcing, global custody, securities lending and performance measurement) in London, Netherlands, France, Italy and Spain. Target to achieve CAD2m in annual revenue. Secondary objective to identify potential acquisitions to augment platform ( GBP10m p.a. revenue; secured CAD12.5bn asset deal, largest ever global mandate for RBC.

Leading sales campaigns within Dell's Large Corporate Account division (5,000 + employees).Focussed primarily on revenue growth from Enterprise product lines within financial institutions, evangelising technologies and driving revenues.Consistently met or exceeded revenue targets >GBP10m p.a.