Led a Project to conduct a full-scale ABC Cost Review of Phoenix Group’s Asset Management Division (AM) Cost Allocations. Responsibilities included: • Prepared Cost Allocation Review presentations to guide discussion and review meetings with key AM stakeholders.• Developed ABC Cost Allocation Templates to capture all relevant information from AM Deep Dive Cost Allocation Reviews.• Engaged key AM Executive and Senior Management stakeholders, to conduct detailed Deep Dive Cost Allocation Reviews across all AM teams.• Construction of a cost model to Consolidate all of AM’s Activity, Business Segment, Cost Type and Product information, with functionality to generate multiple outputs, including the following:o Defined list of AM’s key business activitieso Detailed summary of Key Activities performed by each AM team and the % of each team’s time consumed by, and cost associated with, performing each of these Key Activities.o Identification of relevant Business Segments driving AM defined activities, including associated % and cost splits.o Identification of relevant Cost Drivers associated with each Activity.o Activity Cost Allocations to Product through application of relevant identified Cost Drivers.o Final AM AOP Activity and Product Cost view of AM, to support AM's Annual AOP process.• Coordination and Consolidation of supporting justification to substantiate the AM Cost Allocation results, in accordance with Solvency II requirements.• Engagement with Group Finance throughout the Cost Allocation Review Process to ensure alignment with overarching Group ABC methodologies and requirements.• Development of Cost Allocation Review Methodology Documentation to support Cost Allocation Review results, and to satisfy Audit and Actuarial requirements.• Production of Meeting logs, Cost Allocation Review Meeting Notes, and Individual AM team Cost Allocation Review results, to establish an end-to-end audit trail for the entire AM Cost Allocation Review Process.

Provided decision-support financial analytics, cost reporting and governance to ensure that Securities Services IT delivered its service and achieved its strategic goals within budget, while ensuring adherence to an operational risk and control framework Main responsibilities:• Dedicated financial advisory to Sec Svcs IT, partnering with CIO and MSS IT COO Senior Business Management team(s)• Assumed ownership of all aspects of cost reporting (directs, recovery recharges, budget interlock, targets and rates setting), providing decision-support analytics to ensure that Technology as a service was delivered on budget and stretch-targets were met• SME on financial tools, systems and cost processes, including coordination of cost allocation methodologies and associated billing• Coordination of annual boundary transfer process for total MSS IT, requiring collaboration across global functions at all levels

• Change Management Lead for Central Europe Business and Tesco Group Financial Reporting • Subject matter expert providing support and guidance to all Countries within Tesco’s Central Europe Business• Responsible for the coordination, successful migration and reconciliation of Central Europe Data for Tesco’s new HFM Group Accounting System• Key business facing contact responsible for coordination and delivery of New HFM UAT for Central Europe • Responsible for and personally performed Central Europe New HFM Parallel Run Testing for a 6 month period, including the integration, reconciliation and promotion of data to Group Review Level• Provided support and guidance to the Central Europe Business during the transition into new HFM go-live and through a period of aftercare support.• Led a team of developers to scope, build and deliver reports to satisfy Tesco Group Statutory Reporting Requirements• Working knowledge of all project related tools and systems, including; HFM, FDMEE, Smartview and JIRA

• Held full responsibility for the direct cost budget of $800million; overseeing financial planning, forecasting and monthly MI management reporting • Directed the intangible asset impairment review for assets value in excess of $2.5billion • Spearheaded a team of 4 direct reports in the UK and an offshore support team based in India, whilst reporting directly to the Head of Financial Management • Championed the development and delivery of the direct forecast model and process, enabling the completion of monthly forecasting • Played a key role within senior stakeholder engagement; presenting directly to the Retail Banking and Wealth Management Technology CEO, RBWM Technology COO and the Technology Group COO and senior executives• Challenged with reporting on budgets, providing financial advice and assisting the business to control costs • Oversaw the workforce management function whilst advising on affordability reviews in order to assist in the recruitment and onboarding of staff, as well as the training and development of the team

• Successfully project managed the transition of hosted Replicon Time Sheet system to new cloud-based Time Recording and Project Management system, whilst staying in line with the IT budget • Oversaw the IT Business Administration area, with 2 direct reports, covering all IT admin matters including onboarding of contract and consultancy staff and all IT related Procurement• Reengineered and documented Finance month end process for IT Division and coordinated the implementation • Worked with Finance to develop new Financial MI Packs for IT, whilst conducting monthly review of Financials, both RTB and Change, with respective Business Unit, Programme & Project Managers• Provided financial advice and guidance to all stakeholders within IT, up to and including the CIO, ensuring key lines of communication and senior level collaboration • Liaised with internal stakeholders at all levels, including Business Managers in IT, Operations, Finance & HR, CIO & external suppliers on matters including but not limited to, Financials for both RTB and Change, Procurement, Project time recording and other all administrative matters• Played a key role as the Head of Finance on the IT Waterdragon Governance Team overseeing the Waterdragon Programme; this programme was tasked with the separation from Standard Bank and integration into ICBC Standard Bank

• Played a key role within the team that oversaw the transition of Financial Planning, Decision & Support function to South Africa• Coordinated full process documentation and testing of all roles within scope of relocation strategy, whilst also writing process documentation for Intercompany Accounting and Finance Business Partners roles • Travelled to Johannesburg and trained local staff to perform both Intercompany and Finance Business Partner roles; providing transition support to new staff in South Africa during the transition phase of the relocation project

Oversaw the management of a team of 2 staff with responsibility for Intercompany Accounting and Partnering IT,Operations, Marketing and Finance Business Managers to help them best manage and understand their cost base Championed the training and management of new staff members in the role of Intercompany Accountant, as well asconducting annual and quarterly budget forecasts for business areas Coordinated budget process for front and back office groups, including consolidation and loading of data into theaccounting system Performed financial modeling work to help Management identify cost saving opportunities; driving improvements in thebudgeting and forecasting process, including development of new budget tools Conducted key monthly review meetings with business managers and other key stakeholders to review and discussperformance Liaised directly with key stakeholders to educate and assist them to improve the Financial Management of business areas

• Partnered directly with IT Business Managers to help them best manage and understand their cost base, including responsibility for monthly transfer pricing• Developed and prepared monthly MI packs and present to IT business managers; managing offshore resources based in India responsible for month end transactional tasks• Held full responsibility for conducting the annual and quarterly budget forecasts and prepare communication decks to present results to senior management within both Finance and the Business• Played a key role as the primary contact on Transfer Pricing within Commercial and Retail Division, for all stakeholders, including; responsibility for communicating and gaining acceptance of monthly Transfer Pricing charges

• Challenged with overseeing the development of ABC/M models throughout the Australia Post network; designing, developing and implementing an Activity Based Costing model, processes and documentation for the IT Division• Championed the creation and provision of workshops with IT management to document and agree key activities undertaken by each area• Oversaw the sourcing of data/information required to build ABC model, as well as the development of Transfer Pricing model, process and reports• Manage the development and transition of the model and Transfer Pricing responsibility to IT Divisional Finance; providing key support to the IT Finance Staff • Reviewed IT Business Cases and prepare IT Charge-out statements to obtain senior management approval for investment in the business case

• Ensured process improvement within the IT Finance Group through redefining cost center structure, the scope of the SAP project system and the creation of a new structure to fit into PM Methodologies • Wrote the business case for the new timesheet system, whilst designing TM1 analysis cubes for Discretionary Spending and Project Managed implementation, including training

• Held full responsibility for providing financial support and analysis to the IT Services Division of Australia Post; preparing annual IT budgets, conducting quarterly reviews and overseeing the monthly management accounting tasks • Ran monthly and ad-hoc SAP reports and set up projects within SAP for the capture and tracking of project and discretionary expenditure • Delivered to the APost business an ABC Model for IT Transfer Pricing, which significantly enhanced accuracy of IT cost assignment• Ensured the provision of greater transparency of costs charged and improved management influence and control over costs• Redefined scope of SAP PS within IT, which improved governance and control over IT spending, as well as reducing incidence of cross subsidization of IT Project and BAU Costs