Colin Stringer Email & Phone Number

Milton Keynes, United Kingdom

Early in my school career, I had to choose between Arts and Sciences and chose Modern Languages. I have always wanted to return to science and geography and geology have always fascinated me.

Knebworth

Knebworth, England, United Kingdom

London, United Kingdom

Operational risk consultant providing advice and guidance on: - Enterprise Risk Framework - Operational Risk Framework - Policy suite - Trading floor process guides - Review and revamp of risk registeras well as creating and rolling out a template for all future policies and procedures.

London, United Kingdom

Masterminding the design and implementation of a new operational risk framework and policy for this new ‘challenger’ bank, supported by the implementation of a new operational risk management system. This involved workshops with each business unit to identify and articulate their risks, assess those risks (both inherent and residual), identify associated.

London, United Kingdom

Responsible for conducting 2nd line reviews of risk and control self-assessments (RCSAs). Deep-dive root cause investigation into a major ongoing incident. Review of enterprise risk management framework and overall policy framework.

London, United Kingdom

Specialist consultancy assignment, co-ordinating the Risk and Control Self-Assessment (RCSA) process for the Treasury function (FX, MM, ALM and Capital Markets of the bank. Role involves creation and execution of test scripts as well as advice on the creation of appropriate Key Risk and Control Indicators (KRIs and KCIs) and the collation of supporting data.

Northampton, United Kingdom

Design of a new target operating model for the interaction between the change management and control design functions for all regulatory and mandatory change across the organisation. This involved liaison with the Head of Change Management and the various Risk and Governance Managers in order to ensure that the integrity of the risk and control 'landscape'.

Swindon, United Kingdom

Coordination of the annual review of the Operational Risk Policy and the Operational Risk Framework. This involved liaison with each of the relevant stakeholders and with the Enterprise Risk Management function so as to ensure consistency of terminology and approach.Also provided subject matter expertise on a project to implement a new operational risk.

London, United Kingdom

Coordination of a new suite of policies for the Rainbow programme (the calving of a new 'challenger' bank from the parent bank).

Bridge2Aid is a dental charity, based in Mwanza on the shores of Lake Victoria in Tanzania. Using the Charity Commission's template as a guide, I created a risk framework and associated risk and controls capture tool, which the charity will use for their existing operations and to manage new risks associated with their expansion into additional countries.

Bishopsgate, London

Managing a project to implement a new reporting and benefits tracking capability for a Group-wide Risk Transformation Programme. The system captures information for all Risk-focused staff across the Group, enabling senior management of the Bank to analyse the Risk community by discipline, role, location, division, and many other dimensions. This tool will.

Bishopsgate, London

Maintenance of the High-Level Controls Report for the Central APS team. Compilation of the half-yearly Control Environment Certification and for ensuring that appropriate controls are in place to mitigate operational risk down to an acceptable level. Monitoring of progress against the annual objectives set for the Bank by the Government's Asset Protection.

Project management of the selection and implementation of a new package-based solution for the management of risks across the Society. This also encompassed the creation of a comprehensive Practice Guide for operational risk within the organisation, as well as the creation and piloting of a training programme for all managers in effective risk management.

Both heritage banking groups had been operating since 2008 under the Advanced Measurement Approach (AMA) for the calculation of capital requirements in respect of operational risk. The FSA requested a refreshed waiver application in respect of the enlarged banking Group and Colin was engaged to coordinate the new application, reflecting the new legal.

Carried out a comprehensive review of the operational risks (and associated controls) relating to the processes behind the Basel II Capital Reporting and Capital Forecasting within the Corporate Banking Division. This covered the whole life cycle, from input of data into the disparate core systems to the point at which the reports are filed with the FSA..

Project management of a project to select and implement a new Target Operating Model for the production of Capital and Regulatory Reporting for the Division. The process had previously been ‘outsourced’ to another Division and this project involved working with the Risk and Finance functions within Corporate Banking Division to identify a number of options.

Coordination of the revision of the organisations guidelines on Governance and Standards of Best Practice, Ethics and Behaviour.Review of governance documentation to identify areas where it needed to change to meet recommendations of Walker Report.

• Manager – Operational Risk – Wholesale DivisionConducted a Group-wide investigation into the operational risk lessons learned from the collapse of the Madoff-related hedge funds in December 2008. This involved a.
• Asset Management
• Wealth Management
• Group Pensions
• International Private Bankingand the compilation of a report of findings, conclusions and recommendations to the senior risk… Show more Manager – Operational Risk – Wholesale DivisionConducted a Group-wide.
• International Private Bankingand the compilation of a report of findings, conclusions and recommendations to the senior risk community within the Bank. Show less

Group Operations is the power-house of the bank, responsible for all in-sourced services for the three main customer-facing Divisions. As interim Head of Operational Risk, I was responsible for helping the risk function to take the next step on the journey to become fully devolved into the business. This involved changing the role of the department from a.

Design and implementation of an integrated governance and risk dashboard for the Operating Committee of the Corporate and Investment Banking division. This pulls together all aspects of Operational Risk (risk and incidents), assurance and governance and is supported by a comprehensive set of Key Risk Indicators and governance components.

Coordination of the bank’s response to the FSA’s Factbook initiative, a regime aimed at improving the ability to weather the storm of a systemic financial crisis.Review and documentation of all processes within the Compliance Policy and Regulatory Development department.Creation and implementation of a database to cover many inter-related aspects of.

Responsible for the design and roll-out of a comprehensive process for the planning of all demands (both business and IT resources) across one of the Strategic Business Units. This involved taking responsibility for collating demand requests for the annual Short Term Planning cycle and then introducing a rolling 18-month to replace the previous annual.

Design, creation and implementation of a risk-based Health Check regime for all (both IT-related and business change) projects and programmes across the whole company. This looks at many ‘components’ of projects, including governance, communications, risk management and adherence to the company’s integrated end-to-end process. The rating of each component.

Project manager of the communications work-stream. Responsibilities included:- coordination of stakeholder management;- detailed review of process maps and control documentation;- creation and roll-out of accreditation programme for process and control owners;- creation and implementation of communications plan;- design of SOX-specific suite of web-pages.

Responsible for:- thought-leadership on good governance and risk management throughout Barclaycard;- creation and roll-out of a communication plan for risk and governance across the company (including Basel II and SOX);- design and roll-out of an accreditation programme on risk management and governance (including SOX programme);- standardisation of tools.

Working within a team of 16, responsible for helping Board and programme managers within a Business Unit to identify and manage all operational risks. Role included:- defining and refining controls to meet regulatory requirements;- helping business to define business continuity plans;- working with business to develop risk and governance maturity model.

Management of documentation work-stream on 30-strong project implementing new card applications processing system. Personally responsible for creation of a comprehensive guide for business staff on how to harness the full potential of the system being implemented.System was based on externally supported package-based solution and implementation had stalled.

Identification that euro preparations would be a major opportunity and creation, from scratch, of a service offer to address this need. Built up and managed service to a turnover of GBP 28m in final year. Was spokesman for company on this topic in media worldwide and left company as an Associate Director.Managed a team of 8 with a ‘hunting licence’ to win.

Responsible for the creation of a new consultancy product offering a cost-benefit analysis of systems implementation. Implemented systems across Europe.

Responsible for the project management of the roll-out of new system in Germany, Austria and Hungary, which included the challenge of business processes from a multi-cultural background and having to understand both the accounting and regulatory reporting of the different locations.

Managed a team of six direct reports and, working with external consultants, migrated from an unsupported version of the main software to become the lead reference site for the software house. Was proactive in approach to working with departmental heads to harness the power of the bank’s systems and created an approach to IT strategy that was adopted by.

Made the transition from hands-on banking into the systems ‘community’ and became a leading pre-sales and implementation consultant for the software. Defined and helped to develop new commercial lending functionality for the package.

After a number of roles in retail branch banking and commercial lending in the City, this culminated in a year in Switzerland in a liaison capacity between the parent bank and its subsidiary which required a high level of inter-cultural and diplomatic skills. Gained an invaluable insight into private banking.

Fcib

Ma (Hons, Modern Languages

Course included a year teaching in a village near Hannover

Education record