Working in Regulatory change.

It’s good to be back. I am working on Payment related projects linked to PSR and GDPR EU regulations.

Payment Services Directive 2. - Assigned to project in August 2015Key changes from PSD1 are the inclusion of TPPs (Third Party Payments providers); namely Payment Initiation Service Providers (PISPs), Account Initiation Service Providers (AISPs) and Card Initiation Service Providers (CISPs).Review of existing regulations against revised directive to highlight key changes. Initial analysis undertaken to identify 'compliance/regulatory' related Articles whereby evidence of compliance or identification of 'gap' required. Together with identification of those Articles and Recitals that are not applicable to PSPs (Payment Service Providers) as the responsibility falls to others.Analysis and impact assessment also undertaken of revised Wire Transfer Regulations against existing regulations to identify key changes; agreeing next steps required with key stakeholders to implement any changes required to be compliant with new requirements.EBA Project:The European Banking Authority together with the European Central Bank have 14 core requirements that are split into 66 key considerations that they expect payment service providers to be compliant against together with a number of 'Best practice' initiatives for further consideration.I joined this project in April and am currently undertaking gap analysis to identify whether further evidence is required to confirm next steps and agree engagement with appropriate business representatives. Analysis completed and accepted by key stakeholders with positive feedback from project sponsors. Deliverables: PAYMENTS PROJECTData gathering and analysis of key capabilities'End to End' process reviewAnalysis of Management Information across 3 payments teams - presentation of findings well received by SMTReview of role specifications, consolidated and presented into one document with positive feedback from HR project representativeHigh Level Business Requirements Review

High profile LBG divestment programme driven by the European CommissionBusiness Analyst on the re-alignment team for retained Commercial customersResponsible for ensuring customer accounts are re-aligned as expectedIssue resolution post re-alignmentInterface between 'Programme' and Business sponsorsInitial 3 month contractDELIVERABLES:Data analysis and 'source to target' account mapping validationCustomer Treatment Strategy and Customer Journey validationData and Business Readiness Incident ManagementIssue ResolutionBusiness Process analysis'End to End' process DesignProcess implementation and Business Operational support

Practicus was founded in 2004 and specialises in the practical delivery of business and technology change in financial services. They are known as an 'Outcome Delivery partner' because they are totally focused on delivering change that is sustainable.Lead Process Analyst working for one of their financial services clients on a complex finance migration project, the final phase of a large integration programme.

• Purpose of engagement to identify how Coffee shop can increase profit margin• ‘End to End’ review of every item sold; calculating current net profit • For those items with insufficient profit margin; recommended alternative suppliers and process change eliminating waste• Introduced ‘Customer Footfall’ measure to identify daily average; providing cost comparisons • Designed and introduced Customer Questionnaire to gauge ‘Customer Experience’ against ‘Customer Offering’ plus customer type to drive future marketing initiatives• Reviewed ‘Quality Control’; engaging with local authority to maximise availability of ‘homemade’ productsRecommendations well received by management team and some have already been implemented

Responsible for staff property moves in 19 cities for the RBS Divestment Programme to complete the customer segmentation process

Achievements:o Project managed the WLO migration; all files (circa 5000) were transferred from Bristol to Edinburgh within very tight timescales. A key deliverable within the Lloyds HBOS group Integration Programmeo Arranged ‘hands on’ training sessions for staff undertaking new roles; ensuring seamless migration, thereby reducing risk and minimising customer impacto Successfully led teams through department closure; assisting with self analysis of skills and experience, C.V. writing and interview preparation in 4 months; resulting in 69% of staff securing new roles. As well as continuing to meet SLAs and undertake migration tasks o Set up new Corporate Communications team. Took on responsibility for all inward communication. Drove forward the change to a paperless office; successfully implementing ‘Image Now’o Transformed underperforming teams; undertook ‘end to end’ process reviews and skill set analysis, identified knowledge gaps and training needs. Nostro breaks reduced from 400+ to 30 in 3 monthso Introduced principles of ‘lean’, bringing greater focus on workflow management, training and contingency planningo Implemented new workflow management system, improving capacity planning and MIo Reviewed and documented 30 core operational processes, improving quality, reducing risk and minimising Op losses o Produced 40 ‘A Frames’ for operational teams – ‘hands on’ user guides

Achievements:o Secured key subject matter experts (SMEs) to join project, through successful negotiation with senior managemento Worked on site with colleagues in New York office to align processes across both departments; ensuring effective utilisation of new Treasury Accounting Platform (Flexcube) and successful implementationo Mapped and validated all ‘as is’ and ‘to be’ processes, within tight timescales, with changing scopeo Successfully delivered training to over 40 managers, team leaders and unit staffo Reviewed and tested all Business Objects reports required from new IT system improving compliance with Business Banking Code

o Produced paper ‘dealing with mortgage complaints’; increasing the number of trained staff available to handle these concernso Set up a ‘furthers team’ reducing backlog of 500 cases in six monthso High level of successfully resolved complaints with positive feedback from satisfied customerso Complimented for excellent analytical skills; resulting in minimal ex-gratia payments and cases won by the Financial Ombudsmano Took on the role of CICS (Certificate in Customer Service) Assessor

o Customer Relationship Managemento Dealt with requests for overdrafts, personal loans and credit cards

o Front Line Customer Services role o Designated Account Opener for’ new to bank’ customerso Achieved highest customer satisfaction scores in the groupo Volunteered to administer accounts for deceased customers and became Designated Manager

o Operational support to Manager – Personal Bankingo PA to Group Senior Manager, with line management responsibilities

o Undertook numerous ‘Back Office’ support duties