DK & Associates bring business transformation, risk management and technology expertise to their clients in most sectors, especially financial services and energy. Their simple philosophy is to solve complex business problems, deliver great outcomes and work with great people.Achievements include implementing a new subsidiary for an overseas bank to mitigate the impact of Brexit, successfully transitioning LIBOR to alternative interest rates across a varied product portfolio, implementing multiple IT systems and significantly reducing costs through branch closures. Managing a payments transition programme involving a European Bank and Central Banks. Key clients are Europe Arab Bank PLC, Europe Arab Bank SA and Arab Bank PLC.

Axis Corporate is an international management consulting firm aimed at improving business performance through strategic development, operational transformation, risk control enhancement and digital initiatives.As Director, Financial Services, my primary responsibilities were to generate new business opportunities, develop client relationships, lead on major assignments and also, build a talented team of consultants to serve our clients in financial services.Achievements include transforming a retail and commercial bank in the UK, implementing a risk management framework for a commercial bank and advising clients to attain compliance involving various regulations. Key clients included Deutsche Bank and Allied Irish Bank.

A Fortune 200 company, CSC (now DXC) is one of the world's largest and most respected providers of information technology services and business solutions across a number of industries. As Associate Partner, Financial Services, my primary responsibilities were to develop governance, risk and compliance solutions, generate new business opportunities and lead major assignments.Achievements include improving operational risk effectiveness for various clients, leading a major regulatory assurance review and winning proposals against stiff competition and promoting CSC onto preferred supplier lists. Key clients included Société Générale, Barclays, Credit Suisse, UBS and LeasePlan.

PA Consulting Group is a consulting firm, focused on helping business leaders develop and implement the strategies that will create sustained value for their organisations. As Managing Consultant, my primary responsibilities were to generate new business opportunities, develop client relationships, lead on major assignments and build a talented team of consultants to serve clients.Achievements include improving operational risk effectiveness for clients, implementing a target operating model for a compliance function, leading a major s166 review and winning proposals against stiff competition and promoting PA Consulting onto preferred supplier lists. Key clients included Barclays, NatWest, UniCredit, Nomura, UBS, Lombard, LeasePlan, Financial Conduct Authority and Prudential Regulation Authority.

Barclays Internal Audit provides business risk and control assurance to the Barclays Group. As Chief Operations Officer, my primary responsibility was to deliver commercially focused, high quality and efficient risk assurance to Barclays Africa & Emerging Markets businesses across UAE, Africa and Asia. Achievements include leading an organisation transformation programme to build a talented team of internal auditors, improving operational performance, recruiting auditing talent, coordinating succession planning, removing ‘underperformers’ and reducing infrastructure costs.

Group Compliance provides regulatory oversight and ensures that Barclays is compliant with over 300+ regulators around the World. As Head of Compliance Operations, my primary responsibilities were for Large Shareholding reporting and disclosures, oversight and monitoring of the Group regulatory risk control environment, financial management (i.e. £100m+ budget) and major regulatory projects.Achievements include transforming the Large Shareholding Disclosure, implementing a new target operating model, delivering a Group-wide risk-control framework and laying the foundation for a major bank merger.

Barclays UK businesses (i.e. Business Banking, Home Finance, Premier and Retail) were operating independently and as a result, commercial value was ‘untapped’, customer satisfaction was decreasing and staff attrition was increasing. As Programme Director, led a major programme to develop a collaborative and commercially focused strategy, engage senior stakeholders and deliver the plan involving major cities across the UK.Achievements include significant commercial value uplift of £11m (2004) and an estimated £44.3m (2005) through business collaboration, introducing new revenue streams and increasing cross sales. Also, gained improvement in customer service scores, increased staff satisfaction and established major links with the community, thereby enhancing local Barclays profile and brand reputation.

Barclays Solutions was an internal management consultancy comprising multiple practices to provide a variety of business change and facilitation services exclusive to Barclays businesses and functions. As a senior consultant within the Programme Management practice, led on major assignments and won internal opportunities from external competitor firms. Major assignments and achievements were, as follows:• Barclaycard wanted to improve revenue performance from their existing customer base and manage ‘profitable’ and ‘unprofitable’ customers more effectively. I developed a business case and incepted a programme to target £60m-£100m annual revenue by end 2005. Capabilities launched in Q1 2004;• Barclays Stockbrokers and Barclays Premier account opening were expensive and inefficient. Submitted a proposal to improve client experience, efficiencies (reduction from 10 to 2 days) and modest cost savings (£0.5m) along with an implementation plan to be considered by senior executives; • Barclaycard wanted a ‘Customer Relationship Management’ strategy for the UK. Produced a business case and supporting capability business requirements to address account opening, customer retention and profitability through the Barclaycard call centres thereby, targeting economic profit of £36m by 2005. Proposals successfully gained sanction from the Barclaycard Board;• Turned around flailing Barclays Private Bank Global MIS Programme that was disorganised and over budget with poor project team morale. Re-scoped and delivered new capability to 150+ users which eventually became the new base system to measure business performance to date.

Shell was transforming from country specific retail and commercial businesses to become a pan-European managed organization (i.e. Shell Europe Oil Products). As an internal consultant, led initiatives and projects to consolidate duplicative management information systems for Retail and additionally, ensure that the Commercial business had better understanding of its overall team, customer and product performance & profitability. • Major results included delivering a pan-European management information system to enable Commercial industry focused teams to manage their 300,000 customers more effectively, rationalise over 1000 products by 50% and improve sales volumes and create revenue of £0.8m during the first 6 months;• For Retail UK, developed business requirements, consolidated multiple databases and streamlined related processes to improve data quality, introduce customer service capabilities (e.g. web-based tools on retail outlets) and implement a financial reporting system covering 800+ retail sites.

Joined NatWest on their Graduate Programme and fulfilled a number of strategy forming, business analysis and project management roles. Major duties and achievements are, as follows:• Provided strategic direction and guidance on the ‘wholesale payments’ industry for NatWest including co-ordinating and developing the EMU strategy, acting as Director’s office advisor for industry-wide payment body and resolving strategic payment issues;• The standard of graduate recruits deteriorated whilst attrition rates were increasing with ‘high performers’. Redesigned the recruitment process to become more talent focused and efficient (33% cost saving) using telephony capabilities. Also, delivered MIS capability to monitor ongoing graduate performance. Retention of quality graduates improved by 25%;• Retail customers wanted telephone banking. I provided analysis to support a business case for a dedicated customer call centre (£6million investment). Also, played lead role in ensuring the business and operations requirements were reflected in the supporting call handling system for Customer Service Agents. NatWest Primeline is still successfully serving customers today.