Responsible for the delivery of key digital customer propositions, retail banking and SME initiatives across TSB, comprising c75 projects through a team of 55 people including digital customer onboarding, mobile app enhancements, new product launches, branch transformation and continuous improvement. Directly accountable to both the Change Director and Managing Director of Customer Banking to manage funding, stakeholder management, strategic direction, governance and benefits realisation through the full project delivery lifecycle with experience of presenting to TSB EXCO and Board.Previous TSB Responsibilities:Head of Post Go-Live Support – TSB Migration (Jan 2018 – Sept 2018) – led a team of 40 to co-ordinate first contact, analysis and defect resolution management following TSB’s core banking platform migration to Sabadell. Head of Business Acceptance Testing Execution - TSB/Sabadell Migration (Mar 2016 – Jan 2018 present) – leadership of a 220 strong team to complete full functional testing across all customer journeys and processes migrating from legacy LBG systems.Head of TSB Legal & Regulatory Change Portfolio - (Aug 2015 – Mar 2016) – led TSB’s regulatory project delivery to ensure full compliance to all new regulation and mandatory scheme updates.Head of LBG led Change Delivery (Nov 2014 – Aug 2015) – managed the Change Transfer Service Agreement (TSA) with Lloyds Banking Group (LBG) comprising 160 change projects; leadership of a team of 28 project managers and business analysts; part of the TSB change leadership team with responsibilities for people development.

Leadership team member reporting to the Group Change Delivery Director within a £1.2bn Group-wide programme delivering customer enhancements, improved efficiency and significant cost savings. Principal activities included:• Responsible for the co-ordination of opportunity identification, assessment and resultant design activity; • Establishment of the case for change, development and sanction of business cases; • Management of the balance of financials, risk and on track delivery control while exploiting innovation and developing people;• Identifying and assessing new capabilities and concepts for implementation, including Systems Thinking and desktop/robotic automation.• Partnering with the business to design and deliver initiatives to achieve divisional cost reduction targets including senior stakeholder and relationship management within Group IT and the senior executive; executive reporting including Group Operations Board and the Simplification Executive Board (SEB).Across three overlapping roles:• Head of Programme, People Optimisation – developed the approach and led the implemention of a £40m programme introducing new innovative concepts to address continuous improvement (Service Excellence) and tactical IT (Localised Automation). Managed the delivery of activity through co-ordination of internal LBG teams across the business and a number of 3rd parties including OEE, Baringa, Accenture, Vanguard Consulting, IBM, OpenSpan and TCS.• Head of Programme, Commercial Banking E2E Portfolio - accountable for a c£150m portfolio of strategic change investment, including control of 11 programmes across LBG Wholesale & Commercial Banking targeted with c£90m savings. • Senior Programme Manager, Non-voice Operations, BEST initiative – 3 month assignment to co-ordinate a McKinsey led initiative to benchmark the capability of LBG’s back office processing capability against industry best practice.

Accountable for a team of 35 via the ownership of all Corporate Services – sourcing/commercial services, premises, facilities & business support. Achievements include:Commercial Services / Procurement / Supplier Management / Cost Control /Outsourcing:• responsible for Group sourcing activity of £70m pa, directly controlling a £12m pa budget;• creation & leadership of Group sourcing function saving £7.5m over 3 years with 5 staff, including RFI's, RFP's, tenders, contract negotiations, contractual reviews & supplier service management with c250 suppliers;• leadership of contract management & governance capability for an 85 FTE ITO & BPO offshoring activity - including SLA and KPI development;• managed the 2011 programme to monitor & control costs across the GO function, reporting to the COO, comprising £35m of annual spend, saving £5m;• leading Group compliance to Solvency II outsourcing regulation, authoring outsourcing policy.Programme Management/ Premises / Facilities / Business Continuity / Business Support:• direct portfolio management, strategic planning & budgetary control of 18 UK & international properties, plus £1.5m outsourced office services & document management;• programme managed £3m of capital activity to acquire & fit out, including IT infrastructure, an international office network in Tokyo, Chicago, Sydney & Amsterdam in 9 months whilst relocating 2 UK offices & acquiring, refitting & restacking space within the company headquarters in London;• managed Group's £2m pa travel spend, including policy, travel provider & airline negotiation;• leadership of operational effectiveness initiatives - centralised scanning; cashless vending; reprographics; centralised stationery management; user led room booking; consolidated archiving & destruction policy; a Group travel ebooking portal & a regional office document capture process;• responsible for the research & development of enhanced document capture technologies & P2P proposals.

Appointed to create & then manage a 490 FTE change resource pool with a £29m annual resourcing budget, including control of up to 95 contractors, reporting to the UKB Change Director, with a seat on the UKB Change OpCo. Outstanding delivery track record & increased efficiency despite 3 restructures:• Managed the day-to-day activity of all HR & operational activity through 7 direct reports across 3 project portfolios including premises, finance, recruitment, resource placement, permanent & temporary headcount control, agency management, training, reward, appraisal & grievances processes;• Accountable for designing, implementing, managing & improving HR operations, recruitment & demand management processes. Development & design of the annual pay & bonus process, including co-ordination of appraisal cycle;• Actively involved in business development and project bid activity to identify new opportunities & consequently plan effectively to ensure alignment of appropriately qualified resourcing;• Responsible for growing change delivery resource from 64 to 490 FTE through department mergers, recruitment & contractor control. Tough controls, the introduction of new processes & close management of agencies resulted in a 64% reduction in temporary staff fees within UKB Change;• Developed an automated HR portal based on MS SharePoint technology to manage the effective utilisation of UKB Change resource pools resulting in downtime of less than 2%.

Lead consultant & project/programme manager on a number of business unit or cross-Group process improvement & implementation projects, including:• Group IT & Operations Consolidation - managed & coordinated internal consolidation activities for the business & private banks, amounting to £45m of spend & delivering savings of £5.5m. Led a team of 5 that investigated further opportunities worth c£50m in data warehousing & help desks.• Barclays Africa Cost Review - in country review of the Barclays Kenya Head Office cost base using activity analysis to highlight areas for a £3m cost reduction. Identified & analysed opportunities, plus challenged unit heads to develop realistic implementation plans. Presented to Chief Executive and Board.• Barclays Group Control Review PMO – led the tracking 450 control fixes across 15 workstreams & 8 clusters. Created a centralised database of actions from disparate sources to reduce complexity & duplication whilst providing accurate MI & an effective tracking process.• Barclays Group e-Enablement Programme - managed the collection & analysis of data to identify the extent of the Group’s e-portfolio & support recommendations for a way forward.

Responsible for the commercial arrangements of a B2B internet start-up, including the full development, implementation & on-going management of:• commercial strategy including partnership, advertising, sponsorship & licensed publishing;• partnership agreements & relationship development with a number of dot com’s & major blue chip organisations including Bank of Scotland, Regus, Manpower, IBM & Viking Direct;• all contractual arrangements & the development of a company legal framework.

Joined the consultancy division of NatWest as a trainee progressing quickly following successful delivery on a diverse portfolio of projects, including:• Head Office Restructure & Group Cost Management - managed a number of work streams to deliver the restructure & associated £7.5m cost reduction programme. • Group Wide IT Desktop Review - in depth analysis of how NatWest businesses managed their desktop IT assets to identify cost drivers & potential best practice improvements. Highlighted £20m savings. Structuring, problem identification & resolution tested.

• lead business analyst on an onsite review of Group training administration processes at NatWest's training college at Heythrop Park in Oxfordshire;• analyst working on IT operations consolidation.