Transformation, M&A, Consulting

𝘈𝘙𝘊𝘏 𝘓𝘔𝘐 𝘪𝘴 𝘱𝘢𝘳𝘵 𝘰𝘧 𝘨𝘭𝘰𝘣𝘢𝘭 𝘈𝘙𝘊𝘏 𝘊𝘢𝘱𝘪𝘵𝘢𝘭 𝘎𝘳𝘰𝘶𝘱 𝘢𝘯𝘥 𝘱𝘳𝘰𝘷𝘪𝘥𝘦𝘴 𝘓𝘦𝘯𝘥𝘦𝘳𝘴 𝘔𝘰𝘳𝘵𝘨𝘢𝘨𝘦 𝘐𝘯𝘴𝘶𝘳𝘢𝘯𝘤𝘦 (𝘓𝘔𝘐) 𝘵𝘰 𝘵𝘩𝘦 𝘈𝘶𝘴𝘵𝘳𝘢𝘭𝘪𝘢𝘯 𝘮𝘰𝘳𝘵𝘨𝘢𝘨𝘦 𝘭𝘦𝘯𝘥𝘦𝘳𝘴 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘖𝘷𝘦𝘳 𝘵𝘩𝘦 𝘭𝘢𝘴𝘵 𝘵𝘸𝘰 𝘺𝘦𝘢𝘳𝘴, 𝘈𝘙𝘊𝘏 𝘩𝘢𝘴 𝘨𝘳𝘰𝘸𝘯 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘵𝘩𝘦 𝘢𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯 𝘰𝘧 𝘞𝘦𝘴𝘵𝘱𝘢𝘤 𝘓𝘔𝘐 𝘵𝘰 𝘣𝘦𝘤𝘰𝘮𝘦 𝘴𝘦𝘤𝘰𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘮𝘢𝘳𝘬𝘦𝘵.Responsibilities included delivery of operations services covering claims, loss management, quality assurance, material vendor, policy administration and human resources to deliver the strategic business plan. Ensured effective control environments to protect data and comply with CPS 234 and prepare for CPS 230. ▻ Led a continuous improvement culture to deliver best-in-class claims and operations processes and services.▻ Led the design and delivery of a new digital operating model that optimised clients mortgage conversion when LMI is required. ▻ Completed the integration of Westpac LMI and deepened the relationship to grow Gross Written Premium by 50%. ▻ Led the on-boarding of a new client to expand market presence, including diversity of product range into pay by month and pool policies. ▻ Established an inclusive and supportive work culture with an emphasis on personal growth and development, increasing the engagement score by 10% to 92% engaged staff.

𝘋𝘘𝘈 𝘥𝘳𝘪𝘷𝘦 𝘵𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯 𝘥𝘦𝘭𝘪𝘷𝘦𝘳𝘺, 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦, 𝘮𝘢𝘳𝘬𝘦𝘵 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘪𝘵𝘺 𝘢𝘯𝘥 𝘴𝘦𝘤𝘶𝘳𝘦 𝘤𝘭𝘰𝘶𝘥/365 𝘮𝘪𝘨𝘳𝘢𝘵𝘪𝘰𝘯, 𝘥𝘳𝘪𝘷𝘪𝘯𝘨 𝘮𝘢𝘹𝘪𝘮𝘶𝘮 𝘦𝘧𝘧𝘪𝘤𝘪𝘦𝘯𝘤𝘺 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘥𝘪𝘴𝘵𝘳𝘪𝘣𝘶𝘵𝘦𝘥/𝘳𝘦𝘮𝘰𝘵𝘦 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦𝘴. 𝘞𝘪𝘵𝘩 𝘤𝘭𝘪𝘦𝘯𝘵𝘴 𝘪𝘯 𝘍𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭 𝘚𝘦𝘳𝘷𝘪𝘤𝘦𝘴, 𝘗𝘶𝘣𝘭𝘪𝘤 & 𝘎𝘰𝘷𝘦𝘳𝘯𝘮𝘦𝘯𝘵 𝘚𝘦𝘳𝘷𝘪𝘤𝘦𝘴, 𝘎𝘰𝘷𝘦𝘳𝘯𝘮𝘦𝘯𝘵 𝘈𝘨𝘦𝘯𝘤𝘪𝘦𝘴 𝘢𝘯𝘥 𝘜𝘵𝘪𝘭𝘪𝘵𝘪𝘦𝘴. Responsibilities included development of DQA’s business transformation services and expansion into banks and financial services. ▻ Led a team of consultants at an emerging Mortgage FinTech and established new operating and management practices to improve productivity.▻ Delivered a new strategy for a market leading Business Process Outsourcer (BPO), to build a pipeline of banking opportunities. Conducted a market assessment, targeting credit unions and second tier banks as potential clients. Assessed the current and pending regulations, to ensure the BPO had the appropriate level of banking knowledge. ▻ Led impact assessment of risk & control frameworks and Risk Impacts for financial services clients, focusing on continuity of customer service during the Pandemic, improving customer experience, collaboration and digital services.▻ Delivered Enterprise Process Transformation, through a refreshed enterprise process model and translate it into standardised processes and practices across multiple sites. This provided new digitally available processes supported by coaching. ▻ Launched a Fintech, working alongside the CEO and CIO to develop a monoline, digital business to address the unsecured market. Engaged directly with target segment (young adults and new homeowners) to test needs and responses to digital lending products and propositions, including pricing elasticity. Business viability was established with the fintech going to market this year.

Responsible for delivery of engagements into banking and public service organisations. From digital based transformation to post merger synergies. Led operational transformation, call centre outsourcing as well as product and control reviews in Government Services, Financial Services and Emergency Services. ▻ Evaluated and developed the strategic benefits of merging two major BPOs. ▻ Designed the transformation program to deliver 45% cost reduction through synergy benefits related to the M&A.▻ Conducted a Mortgage Customer Analysis for the Retail leadership of a major bank focused on identifying higher converting customer subsegments and other key identifying characteristics. ▻ Completed the design and go to market for a new Emergency Call Centre, to reduce cost to serve and improve community engagement. In addition, supported all processes with an online option to increase community access. Program delivered on time with the establishment of a 200+ seat Contact Centre.▻ Led an urgent analysis using data mining to identify why a collections team for a medium sized loan and card provider was failing to collect effectively. The data showed a major failure of the dialer rule set which was subsequently easily addressed. ▻ Participated in charity events including “Sleep at the G” to raise funds and mentored participants of ‘Women in Financial Services’.

Responsible for leading and transforming five business units: Retail Mortgage Processing (Red Star brand), Broker Mortgage Processing (Advantage and Homeside brands), Business Lending Processing (Agriculture, Health, Private, Small and Medium enterprises, NAB Assist (Retail Collections and Recoveries) and NAB Servicing (Internal and External Complaints. Total FTE onshore 3, 500 and 800 offshore.▻ Implemented Operational Excellence across 3500 people improving engagement to best in bank▻ Sponsored Business bank transformation reducing application turn around time to average of less than 5 days▻ Steered mortgage transformation delivering 60% customer improvement▻ Improved customer NPS by 22, productivity by 30%, Reduced costs by $50m

Headhunted to lead and support the acquisition of TSB Retail Bank, and the role rapidly evolved into bank recovery leadership. ▻ Led Retail Banking revitalisation, including a Branch and Call Centre sales through service program. Home and personal loans improved by 18% in 6 months, and employee engagement improved by 39%.▻ Supported the banks recapitialisation through a Liability Management Exercise. This succeeded in raising £1.6bn through a debt for equity forced conversion of lower bond holders. ▻ Introduced a Crisis Management Committee through a daily decision forum for all aspects of the bank’s operations, including payments, liquidity, capital management. This included reporting to regulators on crisis management progress and developing resolution plans. ▻ Led the Group separation through the execution of 26 contract negotiations to take the Co-Op Bank out of the Co-Op Group without losing its mutual status.

Responsible for leading Serco’s Defence business unit in the UK with some 7,000 employees across 55 contracts, delivering Serco’s capabilities, services, and operations, for the UK MOD customer in the Maritime, Aerospace and Land domains, with multiple critical national infrastructure assets and services. The UK defence division represented over 40% of European business, generating £340m annual revenue. ▻ Improved bid to win ratio to 2:1 through consistent management disciplines and bidding criteria.▻ Implemented rigorous financial and risk management, uplifting profitability by 24% to £41m.▻ Served as the Chair of the Global Aviation Safety Committee and established a digital safety recording system. Formed associations with maritime, fire and aviation communities where Serco provided services.

The Technology and Operations division in 2008 included 35,000 people providing technology, customer service centres, property management, procurement, and enterprise project management services across 6 high street brands. The Technology and Operations integration program migrated 26m customer accounts onto a simplified technical landscape and released £1B in ongoing savings.▻ Delivered a seamless Day 1 for the new Group and went to integrating Group Operations to forge a world class operation. Over 25,000 people to be integrated through organisational design, delayering, site consolidation, and lean/six sigma.▻ Led the Group Change Management function delivering integrated portfolio management, sustained business change, policy and practice for the combined group.▻ Led the Group’s pre- and post-merger activity to ensure a successful acquisition delivering 145,000 employee communications, obtaining change of ownership approval from 42 regulators, restructured the top three management layers, designed, and delivered the 100-day plan.▻ Achieved customer led productivity improvement, through the application of a lean based approach to eliminate customer waste and failure demand. This released 38% capacity in service teams and enabled the closure of 200 empty offices.

Responsible for the delivery of strategic operational change, lean academy and deployment and creating customer centric thinking in Group Operations.▻ Oversaw digital technology convergence, enabling the migration of HBOS customers onto Lloyd’s infrastructure. Over a 3-year period, systems and interfaces were enhanced to allow the migration and the resultant system decommissioning.▻ Initiated procurement innovation, creating a limited and exclusive number of suppliers for the top 100 services alongside a small business marketplace for the remainder.▻ Served on the Advisory Board of an outreach charity and provided financial and operational advice and guidance.

Responsible for all UK general insurabnce operations, driving customer inprovements, cost reduction (through lean) and offshoring

AS UK Operations Director, responsible for improving customer sales and service across GI products through multi site call centres. Over 2 years significantly improved sales, reduced cost to serve and improved customer satisfaction from both UK and India call centres.

Improved sales and service effectiveness through world class sales programme and deployed "systems thinking", a customer service intervention, across UK and India

Implemented pan UK & Ireland ISA product, system and service.