Key skills• 25 years of programme management experience with a deep understanding of project methodologies/lifecycles. Combining exceptional organisation, planning and implementation skills• Proven financial and commercial acumen, with the ability to manage budgets, forecasts, and financials• Accomplished communicator, able to deliver clear and accurate information at all levels to make timely decisions• An expert in cultural, change and colleague engagement – successfully leading on business-critical programmes• Outstanding stakeholder management and the ability to shape/drive initiatives and lead change in large, fast-paced, and complex programme environments• Exceptional influencing skills and an experienced facilitator, evidenced through working with various businesses. Ability to persuade and influence others and manage conflicts• Proven record of leading both physical and virtual teams successfully to achieve shared objectives by displaying role-model behaviours and creating a collaborative environment - challenges with honesty and integrity• A self-motivator and strives to drive performance, ability to develop own skills-set and mentor others• Constantly challenges others and thinks outside of the box to achieve the maximum impact.Key achievements• Business transformation – The overall operating model was not fit for purpose. Lead on creating the new model, bringing together both the physical & virtual channels (circa 30,000 colleagues). This resulted in a multi-skilled workforce, which enhanced the overall customer experience and improved SLAs from 78% to 92%• Global induction programme – There was an inconsistent induction journey, which meant poor colleague engagement. Managed multiple stakeholders and successfully delivered a global induction programme where circa 17,000 colleagues per year experience a consistent induction – employee opinion scores rose from 65% to 78%• Leadership restructure - Branch leadership structure needed to be refreshed to drive business performance. Lead on the development/implementation of the new leadership model. 3,000 leaders were impacted by the new structure with circa 500 leaders leaving the business, resulting in a £10m saving• Customer experience – The culture was driven towards mobile/online banking. Lead on changing the mindset of the colleagues to offer customers the Channel of Choice; allowing them to choose the most effective way they wish to interact. As a result, we saw an empowered workforce and employee survey scores rose from 69% to 75%..