I resigned from this position in December 2019.Penumbra is an innovative Scottish mental health charity, working to improve mental well-being across the nation. They work to promote mental health and well-being for all, prevent mental ill health for people who are ‘at risk’ and to support people with mental health problems. Penumbra provides a wide range of services which offer hope and practical steps towards recovery. Penumbra campaigns to influence national and local government policy, and to increase public knowledge and understanding about mental ill health.Penumbra is seen as one of the most significant mental health organisations in Scotland. It is known for the quality of its work, its creativity and ability to work in partnership with a range of organisations and groups.In addition to being a Board member I am also a member of the Finance, Risk and Audit Committee and have recently accepted the position of Chairperson of their trading subsidiary. This trading subsidiary has been established to obtain maximum commercial benefit from their I.Roc product which has significant and very important revenue-earning potential both in the UK and internationally. I undertake all this work on a voluntary basis.

I won a seat as a Councillor for Haddington and Lammermuir Ward on East Lothian Council. I sat on numerous internal committees including Education and Planning. I also sat on the Board of SESTRANS (strategic transport planning group for South East Scotland). I resigned in February 2019 for personal reasons.I also set up with my son an initiative whereby a cohort of children from all six senior schools in East Lothian were able to spend a week at Exeter College, University of Oxford. This initiative was established to raise aspiration and address outreach issues persistently directed towards the likes of the University of Oxford. I am currently working on establishing a suitable endowment fund to ensure this initiative is ongoing and helps build links between Exeter College and East Lothian for the benefit of all concerned.

Engaged on a consultancy contract basis for SLI in Edinburgh. SLI is a leading asset management company with approx. GBP244.2BN (as at 31 December 2013) of assets under management for clients globally. Investment capabilities span equities, bonds, real estate, private equity, multi- asset solutions, fund of funds and absolute return strategies with an increasing global footprint. My role at SLI required me to streamline and improve processes and procedures within SLI and also enhance communication flow and service delivery from their custodian banks in the area of investment market access.This was a key role where I coordinated the activities involved in global market entry in support of SLI’s strategic investment requirements.I operated within SLI's Global Investment Operations function. I worked in partnership with key internal stakeholders across a number of functions such as Legal, Compliance, Portfolio Management, Global Transitions, Investment Operations, Taxation and Finance and key personnel at the custodian banks to facilitate a robust and effective programme for access to new markets.The role utilised my skills in the areas of communication including diplomacy and persuasion techniques. It also required strong knowledge and skills in areas such as problem solving and analysis, influencing and facilitating, project management, commercial acumen, time management, report writing and documentation. It also requires me to have an ability to build strong and robust relationships internally and externally.

Responsible for assisting with strategic relationship management of various primary banking partners for FTI

Responsible for managing service provision from four global banking relationships (Barclays/Citibank/Deutsche Bank/HSBC) across a large variety of products and services including credit, transfer agency, custody, fund administration, depositary, cash management, fund distribution, securities brokerage and FX trading. Responsibilities included tariff and contract negotiations, dispute resolution, customer satisfaction and service levels. Included key performance metrics for scorecard presentation to FTI senior leadership. Role required establishing, building and maintaining strong international relationships with senior management at the partner banks and key internal stakeholders. Extensive travel and cultural exposure to partner banks in all regions of the world was required.Successfully established banking relationships in the Americas, Europe, Middle East, Africa, India, Asia, Japan and Australia. Significant benefits and synergies obtained from ensuring the total value of the FTI relationship was recognised by partner banks in tariff cost savings , operational efficiency and attentiveness levels from appropriate senior management at each bank.Introduced quarterly strategic reporting to FTI senior executives for allocated banks covering both tactical and strategic relationship issues.Introduced successful annual fee comparison process for ‘purse sharing” between major strategic global banking partnersLead selection of bank service providers in Europe, Middle East, India and Asia to support new product launchesMentor to numerous “fast-track” graduate entrantsMember of multi-disciplinary European Management Board, often operating as Chairperson and a active representative for FTI on the Scottish Financial Enterprise Asset Management Advisory Group Employee-nominated Trustee on the FTI UK Pension Fund. Introduced significant improvements to the oversight of outsourced services and improved pension scheme communication to the staff members.

Responsible for day to day service delivery from a large number of major banking partners in Europe, Middle East, India, Asia (Hong Kong, China, Singapore and Korea), Japan and Australia. Included management of team members based in Edinburgh, Luxembourg, Mumbai, Singapore and Hong Kong. Role required strong people management skills with remote team members with diverse cultural backgrounds and the establishment of appropriate service level documentation and identification of key performance indicators, management reporting, service delivery and dispute resolution for an extended number of international banks. Successfully introduced formal quarterly reporting for FTI senior management covering operational processes and risk covering all banks providing fund administration services to FTI. Member of a cross functional senior management team carrying out Due Diligence for a strategic fund management group acquisition in India. This acquisition significantly increased the scope for sales throughout India and widened the FTI product offering to their clients. Founder member of FTI's European Operations Senior Management group and acted as Chair for this senior operations group on a number of occasions.Played lead role in establishment of European, Middle East and Africa Equity Trading Desk in Edinburgh office. This trading desk is FTI's largest and covers Equity, FX and cash management.

Joined FTI initially in a network management role focusing on service delivery from banks servicing FTI's European operational units in the product areas of custody, trustee and transfer agency.Participated in due diligence trips to sub-custodian banks in Europe, India, Asia and South America to ensure assets of FTI were being suitably secured and administeredIntroduced formal Service Level Agreement implementation and monitoring including key metrics for custody banking partners in EuropeLead internal cross-functional group in conversion of unit trusts to OEICS

Promoted to customer service and relationship management role within the bank's custody unit in Scotland covering a number of key corporate relationships including Alliance Trust, Baillie Gifford, Murray Johnstone, Scottish Investment Trust and Scottish Widows. Responsibility included key performance indicator and management reporting and service delivery oversight and dispute resolution.Introduced successful client service and relationship management planning processes for client and RBS benefitImproved cross-selling coordination between the various securities services business units and major investment management clients in Scotland

Promoted into the management team of the new business line in a product development role. Responsibility included a team of 10 staff in product development and marketing roles. Represented the bank on many industry committees and made many presentations on the role of electronic trade delivery for securities instruments at various large industry seminars. Participated with a number of industry initiatives in the area of standardised messaging (ISITC/SWIFT) Established a product development team to provide support to senior frontline management in the areas of custody , trusteeship and registration

Internal Consultancy/Project Management; within the bank's management consultancy unit (Organisation and Methods). Worked on a large variety of projects and service initiatives within the head office functions in the City of London and offshore in Jersey. Lead the re-organisation of the bank's various securities services functions (custody, transfer agency and trusteeship) into one line of business within the overall bank organisation structure. This part of RBS had in excess of 500 staff in locations in Edinburgh and London. The re-organisation covered reporting structure, product re-alignment, marketing and technology review and enhancement. Played major role in re-organisation of the RBS disparate banking units in Jersey. The units concerned employed in excess of 150 staff and significant cost savings and operational efficiencies were realised.

Worked in the bank's management consultancy unit (Organisation and Methods) on a large variety of projects and service initiatives within the head office functions and also retail banking. I progressed from analyst level to project manager level during this period.

Worked in various retail units of RBS in the Edinburgh area as I progressed with my professional examinations and becoming a fully qualified banker in 1984.