Providing leadership to the TPS Europe Client Delivery team, including Customer Service and day to day Processes. Responsible for the Trade Payable Service's (TPS) global integration process. This includes prioritisation through to stabilisation, coordinating the various global teams to ensure seamless execution, minimising disruption to clients all within a controlled and compliant framework.Supporting the strategic agenda of the business, helping to design and create new models/processes and working with all cross-functional teams from planning through to stabilisation. Key Responsibilities:- Articulate the value proposition of the SCF products to prospective clients, including live demonstrations and technical integration support- Create various product planning documents ranging from strategic long-range planning to release plans and requirements for enhanced functionality- Work with broader US & Europe product teams to guide the product vision and strategy- Help develop, plan and implement programs and processes that result in the building of effective teams and drive continual improvement in delivery of service- Provide guidance and leadership to support the Europe Client Delivery team, ensuring work prioritisation aligns to the strategic plans of the business- Work cross-functionally with IT, Front, Middle and Back Offices, Risk, Finance and Legal to react to changing business conditions, align for operational effectiveness and enhancement of the SCF product- Develop & track key global Client Delivery metrics to monitor performance & key risks for the SCF-models- Ensure all integrations have been resourced for success, minimising downstream disruption and supporting the customers key performance indicators.- Serve as project lead for client interfacing initiatives- Provide support and guidance to senior management when designing & creating new supply chain processes and tools.

Responsible for the Trade Payable Service's global integration process. This includes prioritisation through to stabilisation, coordinating the various teams to ensure seamless execution, minimising disruption to customers all within a controlled and compliant framework.Supporting the strategic agenda of the business, helping to design and create new payment models/processes and working with all cross-functional teams from planning through to stabilisation.Key Responsibilities:Managing the global integration processes ensuring prioritisation aligns to the strategic plans of the business.Ensure all integrations are resourced for success, minimising downstream disruption and supporting customer's key performance indicatorsDeveloping appropriate reporting to share with all levels of the business, highlighting volume and key risksRepresenting Trade Payable Services / MUFG to all Clients when planning existing or new integrationsServing as project lead for client interfacing initiatives. Responsible for identifying business / customer requirements, developing project plans and working cross-functionally towards a successful implementationProviding support and guidance to senior management when designing and creating new supply chain finance programs and tools.

Key responsibilities include:- Managing the global integration process for Trade Payable Services (TPS) - Impacting in excess of $16B/yr. Ensuring all integrations have been prioritised, resourced, executed with minimal disruption including down-stream impacts, and are fully reportable- Manage the global strategic initiatives for TPS, helping the company to prioritise, resource, execute & report on all key initiatives- TPS liaison to the WCS Compliance/Regulatory community, ensuring TPS remains compliant with all documentation requirements including AML/KYC policies and procedures- TPS liaison to Global Operations (GO) to ensure the voice of TPS is represented within the GO organisation- Supporting the Global Operations Leader to identify global growth and optimisation initiatives and establish automatic & proactive metrics to drive productivity improvements

Key responsibilities include:- Leading global projects from initial design through to post implementation review - Plan, execute and finalise projects according to strict deadlines within budget and in accordance with GE's project execution framework- Oversee quality control measures throughout the project lifecycle - Identify project resource and assign project responsibilities- Plan and schedule all project timelines and milestones using appropriate tools- Develop and deliver progress reports, proposals, BRD's, and presentations at all levels up to and including CEO

As a Transformational Change Project Manager I am responsible for delivering (on time & within budget) global project’s that align to the company’s overall strategy. This covers wing-to-wing project management, from conceptual design with CBA, requirements building, communication plans, through to post implementation report-outs and handover. My projects touch 13+ sites across EMEA, NAM, LAM and APAC. I have completed and lead several key projects giving the company greater visibility on Capacity Management, Resource Cost, Global Resource Strategy, Workforce Optimisation, Risk Modelling & Automation, Reporting KPI’s etc.. These projects have covered initial plan design with business leaders through to Build, Testing, and Multi Phased Implementation.

As the European Compliance & Quality Manager within the Risk Collections department, I manage 3 teams across 3 geographical locations in UK, Ireland & India. This incorporates 3 direct reports with a total of 48 FTE.I am responsible for 2 dynamic areas: Compliance Review Unit & Quality Listening Unit. • The Compliance Review Unit is responsible for creating all internal debt management arrangements, ensuring each programme meets all internal and external regulatory requirements • The Quality Listening Unit is responsible for ensuring all call quality is effectively measured & monitored consistently by listening to all call taking staff within customer assistance in our 3 locationsI was involved in the setting up of the Compliance Review Unit. I have subsequently project managed the re-design of both areas to improve both internal efficiency and customer service and reduce external complaints. This included co-ordinating the work-streams to minimise organisation change disruption.As well as management of the team, my responsibilities include:• Providing management information at all levels from associate to senior management• Ensuring all work-flows are completed within the agreed SLA’s• All daily activities and processes are compliant to all regulatory bodies including OCC (The Office of the Comptroller of the Currency, USA), OFT (Office of Fair Trading), FSA (Financial Services Authority), FOS (Financial Ombudsman Service)• Staff performance management

As the Manager of the Compliance Review Team I was responsible for the management of 13 team members. My role included:• Liaising with all senior executives within the customer assistance division• Responsibility for monthly service reviews • Ensuring the team met their SLAs & reporting on SLAs• Identifying & reporting any trends & risks within the work streams, & implementing solutions where necessary• Running a continual service improvement programme to identify potential efficiencies within the departments processes & implement improvementsThis role brought me into contact with our complaints and compliance departments on many occasions, which gave me a solid understanding of national & international governing bodies such as OCC, OFT, FSA and FOS.

During this time I was the manager of various different teams within the Collections department, spending 1 to 2 years managing each area. These teams were:• Consumer Finance Loans (2 teams) • Charge Off (1 team covering both UK & Irish portfolios) • 120 and 150 Day Delinquency Stages All of these teams were within outbound collections – calling customers to collect on overdue accounts where the customer has been in financial difficulty for over 4 months. Obviously this is more difficult to obtain payments from customers, however in each of these areas my team would consistently achieve & exceeded their targets. Hence I was regularly promoted to manage the different teams.During my time in the collections environment I have developed a wide variety of collection/trace techniques, letter and text strategies across a range of products and across every stage of delinquency including Charge-Off. In all these roles I was responsible for:• The management of the team, including setting personal development plans• Designing the monthly strategy to split the teams portfolio appropriately to ensure collections achieve the monthly targets • Ensuring the team achieved the targets & goals set by business

In this role I was responsible for a team of 22 temporary and permanent staff who took inward calls from customers. The customer would be calling in response to letter & text campaigns or internal transfers and would be classed as “front line delinquency” where customers were recently late with payments.My team assessed the customer’s financial situation and where required would set up arrangements such as suppressions of fees & interest or reduce payment plans. I ensured my team were sufficiently trained to be able to make the assessments, including using a buddying scheme for new starters, & ensuring all training documentation was kept up to date.I ensured the team understood the reasons behind the SLAs they had to achieve such as time to answer the phone and length of time of calls, & subsequently met those SLAs.

This role was within the Consumer Finance Department to sell loan applications & insurance on those loans. All the calls came from customers following mail campaigns and the team had targets to achieve such as turning a percentage of the days calls into loan applications. Our team consistently exceeded the company targets. I was gradually promoted within the team, reaching the most senior grade within 2 years.

I started at MotorWorld as an Assistant Manager. I was responsible for shop employees and their daily duties, shop sales, stock. Within 12 months I was promoted to Branch Manager. As Branch Manager I was responsible for banking, security of the store, appointing of staff, stock takes & all staff. I also ensured the branch met & exceeded the weekly sales targets.In the following 12 months I was then promoted to Branch Manager of a bigger shop which included the tyre & exhaust fitting bay. This shop was the biggest within the area, with gross sales in excess of £4,000 per week and 6 members of staff. During this time I was also responsible for covering other branch managers their stores.