Daniel Thacker Email & Phone Number

Manchester

• I am responsible for the delivery of the internal automation and robotics programme for RBS. The Robotics programme at RBS is a key enabler for the Bank’s strategic objective of becoming “number 1 for customer service.
• Programme managed circa 200 automation / robotics projects since 2015
• Lead and manage 4 delivery scrum teams and utilise an onshore/offshore model.
• Embedded use of Agile Scrum Methodology for Programme delivery
• Implemented JIRA as system for project management and reporting for the programme
• Designed and implemented Operating Model for the team

Manchester, United Kingdom

• Management of an automation project portfolio for Retail Banking Operations. Identified, scoped, designed, managed and implemented 35 projects in 2014 for my assigned business area.
• Ensured that accurate analytics were produced using robust business intelligence, gathered both on-and-off site.
• Stakeholder engagement across the business up to and including director level, and with external third party vendors.
• Performance in this role led to a nomination for Young Banker of the Year UK 2013 (Finalist).
• Recruited and led a multi-discipline team from wider department to support delivery of interest rate hedging products remediation for Corporate Banking.
• Led the automation solution for Corporate Account Switching, from requirement gather through solution design and into implementation.

Manchester, United Kingdom

• Responsible for lean sustainability of five Corporate Service Centres.
• Embedded lean culture for a work force of over 1200.
• Matrix managed a team of five sustainability consultants.
• Supported the business to embed lean culture, and facilitated the continuous improvement of lean sustainability scores.
• Supported London Corporate Service Centre (CSC) to be become a Centre of Excellence for lean sustainability.
• Consulted and contributed to the creation of a new lean sustainability assessment.

Manchester, United Kingdom

• First placement on the 2010 Business Services Leadership Graduate Programme
• Managed workflow, resource, and customer demand.
• Management, leadership and development of 12 team members.
• Delivered all KPIs including customer SLAs, quality, and FTE savings.
• Prioritisation of resource across the centre through the movement and allocation of staff and work to ensure team, centre and customer needs were met.
• Driving continuous improvement by embedding a culture of identifying, removing waste, and sharing best practice.