Occasional support to the CEO in relation to the risk management and pricing of complex commercial engagements, assessing potential acquisitions / new business partnerships, and Business transformation guidance.

Extension of previous roles within GEV. Board member with Global responsibility for Business Transformation, Data & Analytics, Commercial Pricing, Risk management, Project margin, HR and Technology.

Developing digital channels to increase sales and client satisfaction. Strengthening core business processes through the simplification of the systems landscape, and a bespoke training programme to maximise the use of core systems.

Set up and managed a change programme to support key business objectives for GEV, across multiple locations, and all areas of the business.

Joined following the transaction (majority stake investment by Bridges fund management). Worked directly for the CEO and Chairman to develop the 2020 - 2022 business strategy. Given responsibility for Technology (Jan 20), Human Resources (May 20), and the Business Transformation Programme (Sep 20).

Portfolio project management role (Global Commercial banking, 16 programmes, $800m per year investment, AGILE at scale). Responsible for setting up key performance indicators, resource management / workforce demand planning, and vendor management strategy across each of the programmes.

• Built and led a global team of ~ 100 Data and MI consultants to deliver consistent key operational metrics on quality, time and cost to ~ 40,000 staff in ~50 countries. This programme should enable benefits of over $200m for 2019.• Developed and Managed the Global Operations Executive balanced scorecard, covering operational performance, people, financials, innovation, and collaboration.• Led industry expense benchmarking exercise to help articulate to the Group CFO and COO the difference in the Global Operations cost base vs. the industry average, and show how the 2020 strategy would likely impact the results.

Performed two roles; one client facing, selling and delivering consulting projects; the other internally facing as the Head of Data Management Client delivery• Built a successful consulting practice with a focus on expense and headcount analysis across the support functions of large banks (including location strategy, operating model advisory, workforce analytics)• Sold and successfully programme managed complex benchmarking projects of $2m per year, frequently presenting at board level and establishing genuine ‘c-suite’ client relationships with CFOs, CHROs, & other functional headsData management• Head of Data Management (across Performance and Reward) covering $400bn in aggregate client compensation spend and $700bn total spend• Developed data mapping approach in partnership with data scientists and product experts to improve the speed and accuracy of the millions of employee and cost centres received across the financial services industry