Responsible for demonstrating how Lowell delivers on its mission ‘To Make Credit Work Better For All’ by enhancing its reporting of non-financial initiatives and impacts whilst continuing to drive Environmental, Social and Governance progress.Achievements to date include:• Delivered two quality, annual Sustainability reports to showcase Lowell’s credentials and progress – messages replayed in internal and external campaigns• Developed core policies, including Code of Conduct, Business Travel and Environment • Spear-headed industry firsts to demonstrate leadership: commitment to Science Based Targets initiative (SBTi), Group Sustainability Committee with Board-delegated authority• Implemented key differentiation initiatives: mandated sustainability objective for senior leaders, established formal ownerships roles for all metrics, targets and initiatives – a matrix team of over 100 colleagues - gained support to become a UN Global Compact signatory, achieved first independent ESG rating

Lowell is a purpose-led European market-leader in Credit Management Services ranked top three in all eight operating countries. With Assets under Management of >£3 billion and Cash EBITDA of £705m, the company employs 4,500 colleagues. Proudest Achievements:• Designed, created and implemented a Sustainability strategy and reporting mechanism to effectively differentiate Lowell from its Credit Management Sector peers.• Led an evolving Communications team for eight years, designing and implementing versatile and impactful Communication strategies to secure and implement five significant mergers and acquisitions growing from a UK-based company of 400 colleagues. • Designed, developed and implemented many colleague, customer insight and community initiatives that now form key aspects of the Social agenda within the Sustainability Strategy and reporting.• Originated and embedded a shared Group Vision and Values-led culture and brand throughout all people and customer processes of the evolving organisation – revitalised at key development stages.• Led and directed Lowell’s people and customer strategies which achieved recognition in 2011and 2012 respectively with ratings from Investors in People and Investor in Customers improving from ‘Standard’ to ‘Champion’ and ‘2-star’ to ‘Gold’ respectively.

A new role reporting directly to the Group Executive Committee with responsibility for accelerating our ESG ambitions and specifically to research, design and implement Lowell’s first Group ESG scorecard and report.• Established project discipline and communication and stakeholder plan• Secured and managed £500,000 investment into the project • Selected & engaged with a leading sustainability agency• Completed a thorough external benchmarking exercise to understand ‘good practice’• Designed an initial core metrics scorecard to connect ESG measures to Lowell’s core business, demonstrating our strengths and aligned to Sustainability Accounting Standards Board and United Nations Sustainability Development Goals (UN SDGs)• Established time-bound targets for select metrics with clear ownership and accountability• Identified and implemented ‘quick wins’ to ensure a strong baseline position• Introduced and chaired Sustainability Development Group collaboration network to drive ownership, accountability and delivery through the organisation

Short-term role focused on developing a Group approach to Leadership Development.• Created online library of materials covering core leadership competencies authentic leadership, unleashing team potential and leading change.• Co-designed and delivered a C-suite leadership programme – 9/10 rated by attendees. • Designed and delivered a Group Leadership development strategy that resulted in a 7-point increase in how leaders viewed Personal Growth opportunities during 2019.

Reported to Group Executive Committee. Managed team, resources and budget to develop and deliver internal communications, colleague engagement and reward strategies for 4,500 colleagues across eight countries.• Led project to create and embed new corporate brand and values to an enlarged Group, including recently acquired Nordic business: 97% of colleagues were more excited about their future at Lowell as a result.• Developed and delivered a strategy to create ownership and empowerment – including a business case for implementing flexible working and reviewing policies, e.g. dress code.• Developed and implemented a range of feedback initiatives to track and improve colleague engagement – including surveys, forums, online recognition and wellbeing.• Led communications for a range of change initiatives – including a full refresh of business strategy and target operating model (partnering with McKinsey), site and product-line closures, share scheme and bonus incentives and financial results.• Guided a roots-to-branch review of UK business strategy with the Board: 63% of colleagues noted an improvement in central communications from this (from a high base).• Managed communications for a complex business acquisition of a previous competitor organisation based across the Nordic region.

Created the role based on the success of our internal culture programme and a belief we could similarly improve customer satisfaction through effective measurement and by rolling out our internal customer-centric approach to customers. Reported directly to UK CEO and Chairman.Achievements:•Involved customers in the development of our customer proposition: •Research with independent company Investor in Customers (industry first) •Regular telephone research and face-to-face sessions •Customer forums to test and learn new website functionality and letter content•Developed a strategy to encourage customers to engage with Lowell including: •Radically new customer tone of voice style guide and public customer ‘promise’ •Complete letter re-write – new content is 130% more effective •Integrated customer voice into Lowell to improve net promoter score from +38 (2012) to +43 (2018), and our customer base grew from 1-in-10 to 1-in-4 UK adults: •New customer and culture dashboards – used at Board level to prioritise agenda •Monthly internal Quality & Customer Experience decision making forum •Regular industry discussion groups to share best practice

Reporting to UK Sales Director. Created a UK-wide communication strategy to support growth from 400-2,500 colleagues over six years, earning Investors in People Champion status. Enhanced our external reputation with community work, thought-leadership features and awards.Achievements:•Developed and embedded a strategic communication package including business vision, company values and a ‘People Promise’ engagement model supported by a range of initiatives designed to connect, communicate, involve, develop and recognise colleagues. Examples include Exec-hosted roadshows, leadership breakfast Q&As, colleague awards, ideas scheme and loyalty scheme. •Supported company preparations for Financial Conduct Authority regulation with a fully integrated FAIR (focused, accessible, informed and reasonable) campaign to prepare the organisation culturally and practically (shortlisted for CIPR award).•Managed complex change communications – including: •Cultural and practical integration of a UK-based acquired debt recovery business •Full merger with a European-based debt purchase and recovery business, negotiated as part of a move to a new Private Equity backer •A UK-based office relocation – no colleague left as a result of the move •Implemented a proactive approach to external reputation management, including: •Policies for handling media enquiries, social media, company cars •Corporate Social Responsibility to generate positive news •Investor and funding changes and Financial Results •Conference speaking agenda supported by reputation-enhancing videos •Trade adverts (won Credit Today’s best advert campaign 2011) •Winning entries for Credit Today Debt Purchaser Awards 2010, 2012 •As company spokesperson, managed over 30 national media issues to limit negative coverage and in some cases turned the sentiment around and achieved positive coverage.

•Internal, media and investor communications around the merger and integration of HBOS into LBG including the announcement of over 20,000 redundancies, range of business closures and business divestments, creation and roll out of new internal brand ‘One Bank’, Group-wide performance evaluation process, company Values and harmonised Terms and Conditions, and launch of a colleague reward programme. •Developed specialism in crisis management, mortgages and investments.•Proactive focus on use and promotion of Halifax House Price Index. With a range of creative ideas I achieved more coverage than any other lender for Halifax mortgages (2007) - an internal record.•Delivered 100% increase in media coverage (measured by advertising equivalent value) for HBOS General Insurance (2006).