Current Delivery in Role:• Responsible for the Agile shaping, planning and delivery of new end to end digital journeys for new & existing Mortgage customers through both consumer & mediated channels, adapting and iterating frequently at a sustainable pace to meet business and customer needs.• Accountable for the post live running of the Digital Mortgage Switch & First Time Buyer journeys maintaining the team’s ownership and maximising service availability.• Partnering with product owners to shape Digitals vision and goals, ensure alignment in leadership, and guarantee that delivery roadmap and outcomes align.• Facilitate key programme Agile ceremonies to manage health, continual improvement, risk, resource and scope.• Responsible for the leadership and direction of 3 scrum teams (30 FTE) with focus on encouraging teams to be accountable, autonomous and empowered, as well as being open, honest and visible.• Drive continued refinement of the change management operating model and resource strategy to maximum return on investment.• Collaborate across different delivery teams within Nationwide’s Agile Home Hub to ensure clarity, strong management and control of interdependencies across multiple delivery plans.• Deputise for the programme director and product owners when required.• Maintain delivery assurance through lean governance and risk management across the programme.• Forecasting, tracking and reporting of programme key performance indicators and financials.

Key Delivery in Role: • Responsible for the timely and effective delivery of Group Property’s £70 million change portfolio, ensuring robust governance and controls were adhered to internally and by third-party partners.• Successfully led the detailed design, planning, business case approval and delivery for a new £7m property investment programme to create a new Agile Digital Transformation Hub for 1,000 colleagues in central London.• Responsible for all forms of budget, risk and issue management and controls. • Developed a new end to end change management framework, designed to ensure adherence to internal group change management standards, external building regulations and alignment with third-party partner processes.• Developed a new demand management process to strengthen Group Property’s ability to triage new change requests and drive timely and effective prioritisation decisions.• Led and coached a multi-location change team through the transition to a new change management operating model, ensuring new ways of working were adopted and embedded sustainably.• Strengthened relationships and collaborative working with 3 external third-party delivery partners.Testimonial:Craig continually delivers to a high standard and quickly became a valued member of the team. Craig’s varied experience, ability to manage a diverse range of demanding stakeholders and his ability to articulate fit for purpose responses to business requirements enables him to operate as a successful programme manager within a large organisation. Craig is an excellent communicator and quickly established a good reputation for delivering results - I would recommend him for any programme management role within financial services.

Key Delivery in Role:• Responsible for the mobilisation, design and delivery of 4 regulatory remedies set out by the Financial Conduct Authority Credit Card Market Study, requiring core platform development to create new processes, automated customer communications, regulatory controls and management information.• Successful resolution of blockers through strong ritual engagement and escalation via product owners.• Strong management of scope to protect MVP, delivery roadmap and management of c. £3m budget.• Led a newly formed global multi-capability scrum team of 50 colleagues, coaching them to drive up collaboration between onshore and offshore teams to ensure successful iterative delivery.• Management of both Agile and Waterfall governance frameworks ensuring effectiveness in delivery, removal of duplication and fulfilment of requirements for both governance methodologies.• Provided consultative thought leadership to the senior leadership teams on the development and delivery of Agile Feature Teams and Development Stacks.Testimonial:Craig worked tirelessly to ensure that the delivery of the FCA Remedies Programme remained on track. He has steered the programme team through multiple challenges and his meticulous and thorough approach ensures that no task or detail, however small, are overlooked. Craig is dedicated to ensuring the successful delivery and achieving the optimum customer outcomes. Craig’s dedication and work ethic motivates and inspires others and drives the whole team forward.

Key Delivery in Role:• Responsible for the successful implementation of a new digital ‘mortgage agreement in principle’ solution to all mortgage channels and brands. Managed post live support activities through the use of Agile tools and techniques to ensure defects were resolved quickly and effectively through strong backlog management and prioritisation.• Led 2 scrum teams in the shaping, refinement, build and test of a new Re-mortgage Execution Only journey - delivered using full iterative Agile methodology within eight months of incubation.• Led 3 scrum teams in the shaping, refinement and delivery of a new advice transformation programme. Managed the delivery of multiple complex business and IT workstreams using Agile methodology to maximise delivery velocity per sprint and to secure c. £15 million annual benefits return from 2018.• Successful resolution of key blockers through strong ritual engagement (stand-ups, scrum of scrums, etc.), timely escalation across capabilities and a partnership style of working with product owners.• Robust management of scope to protect the approved MVP. Management of risks, issues and dependencies to protect delivery, costs and benefits to ensure KPIs are achieved.Testimonial:Craig worked incredibly hard to push boundaries and find ways to increase capacity within the team. He worked closely with IT Leads and Product Owners to problem solve and remove blockers and has put significant energy into getting the right results. Craig achieved some fantastic results and progress was without doubt made at pace due to the effort and ideas he contributed. He is not scared to try new things without fear of failure which most definitely helped increase velocity through trial and error, and also gave the team confidence to do the same.

Key Delivery in Role:• Spearheaded the development of a new Change Implementation & Release Management team to strengthen the planning, delivery and sustainable adoption of a £90 million change portfolio.• Successfully led the design, planning and delivery of two category 1 transformation programmes which included the migration of over 250,000 clients across multiple front and backend platforms.• Directed the shaping, planning and execution for the delivery of a new target operating model. This included the transitional arrangements and re-training for 500 wealth managers and exit plans for 75 wealth managers – successfully delivered whilst continuing to meet client needs and protecting client attrition throughout.• Strong team (30 FTE) management and stakeholder collaboration to ensure successful delivery of cross divisional components required to support the new Wealth Management target operating model.• Proactive engagement with Wealth executive team to drive delivery, manage conflicts, secure approvals and ensure effective management of risks, issues and budgets.Testimonial:Craig continually demonstrates tenacity & calmness in face of lots of pressure. He successfully sifts & sorts multidimensional problems. He works well with a wide variety of stakeholders (SMEs to ExCo), leads with energy and has the ability to keep us to the point. Craig exhibits great leadership and through being the visible lead of the programme he has built his credibility with the Wealth ExCo which has enabled him to lead the programme at real pace, surfacing and resolving many issues whilst still being able to meet agreed programme deadlines. Craig’s work ethic is commendable, and his personal drive is an example to all.

Key Delivery in Role:• Seconded into role to develop and implement a new Business Architecture strategy and function.• Defined and secured approval for the delivering of a new Asset Finance target operating model.• Led the delivery of a portfolio review, current state assessment and capability maturity assessment to inform the new target operating model and its delivery transition states.• Implemented a governance mechanism to ensure control and consistency in Business & IT architecture decision making.Testimonial:Craig setup this area from scratch whilst some stakeholders were sceptical about the teams value. Craig worked hard to manage these stakeholders and ensured the team and outputs produced were value adding and helped the business make the right design decisions. Craig demonstrates excellent stakeholder management and is able to work at all levels and with different styles of people. He has a positive and upbeat attitude and creates real enthusiasm. He is hard-working, professional and easy to work with. Requires little / no management oversight as he is self-motivated, business focused and able to make the right business decisions that are pragmatic and sensible.

Key Delivery in Role:• Spearheaded the delivery of a new change implementation and adoption function in UK Wealth.• Led, coached and developed the business adoption and wider Wealth change team to drive consistency in delivery and ensure the best possible colleague and client experience.• Successfully delivered all forms of readiness, implementation and post-live activities across multiple complex LBG and industry wide programmes in UK Wealth i.e. LBG / HBOS integration, Simplification, Group Strategic Initiatives, Divestment (Verde) and Retail Distribution Review (RDR).• Pioneered the design and delivery of a new servicing operating model driving process simplification, resource effectiveness and the leveraging of group technology.Testimonial:Craig is one of the most customer and colleague focused change people l have had experience of working with. His ability to engage with the business and tell them good or most importantly bad news but in a way that they understand is remarkable. Because he can put across messages in the correct way, both verbal and written he is very credible and importantly the business trusts him. Implementation and business adoption for RDR and Verde has been excellent.

Key Delivery in Role:• Successfully managed the design and execution of readiness, post-live planning and implementation for Lloyds Banking Groups integration programme, acting as Silver Command & Control lead on behalf of Wealth management for 7 migration events.• Led the cross divisional design, approval and delivery of a new BoS Private Banking target operating model, ensuring business as usual was maintained for both colleagues and clients post integration.• Managed the implementation of Wealth’s £35 million change portfolio into Client Services.• Represented and drove decisions on behalf of UK Wealth across internal and cross divisional governance forums i.e. Steering Groups, Business Design Authorities, etc.• Implemented and embedded a robust governance framework for the management of business change.Testimonial:Craig definitely went above and beyond the call of duty! His intellect, high levels of energy, ability to work 20-hour days and still think faster than those around him is astounding. The impact of integration on Private Banking Clients was directly minimised because of his hard work and pragmatic problem-solving skills. We couldn't have done it without you!

Key Delivery in Role:• Responsible for the design, planning, approval and delivery of a new integrated Customer Services target operating model between Scottish Widows and HBOS Life & Pension brands.• Led multiple projects for product proposition alignment, organisational design & rationalisation, union engagement, property footprint rationalisation and colleague communications.• Responsible for all strategic projects included in the £35.5 million Customer Services change portfolio.• Represented Customer Services on HBOS group programmes impacting the division i.e. regulatory change.• Sponsored opportunities for continuous improvement that enhanced colleague and customer experience and delivered efficiency benefits.• Built and maintained a high performing team of 50 FTE, ensuring colleagues were led and developed effectively in order to deliver business objectives.

Key Delivery in Role:• Managed the design, build and implementation of a new business to business mortgage sales platform managing key internal partners throughout i.e. IT, Risk, Legal, Group Change and Business Leaders• Proactively managed external relationships with key IFA companies via focus groups and 121’s to guarantee early adoption by our customers. • Managed 3rd party suppliers to ensure the design, build, test and delivery of technology met business requirements.• Took ownership for the redesign, launch and ongoing management of a new business to business e-commerce site.

Key Delivery in Role:• Led, managed and coached the South Wales and West Halifax Intermediary Sales team• Proactively managed and delivered personal and team sales performance in line with objectives• Developed and maintained key internal and external regional account relationships (including 3rd Parties) to maximise sales opportunities. • Maintained an up to date aware of key business currencies to obtain maximum leverage in reciprocal business.• Continued full knowledge of mortgage regulation, the intermediary mortgage marketplace and related processes.

• Mortgage Advice• General Insurance Sales• Protection Sales

• Telephony Mortgage Sales Agent

• Cashier (March 1999 to July 1999)• Customer Services officer (July 1999 to July 2000)• Customer Adviser (July 2000 to April 2001)