Led the end-to-end design and business/technology delivery of the bank-wide Data & Analytics strategy, focussed on driving customer centricity and personalised experiences; using data for social good; and scaling a talented analytics organisation. Highlights to date:• Created the Natwest Data Strategy and led the £600m cross business transformation, managing 2,000 staff in the delivery of data-driven experiences for 19 million customers• Built highly engaging digital customer experiences, using a unified customer data profile to personalise propositions and marketing• Implemented Group-wide data governance, risk framework, systems and controls, including a metadata catalogue (Informatica EDC), data quality profiling (AWS Deequ), architecture guardrails and an embedded executive data ownership model• Established AWS-centric Machine Learning and Analytics capabilities, enabling enterprise scale automated transaction monitoring and fraud anomaly detection• Transformed data literacy through the establishment of a Natwest Data Academy (‘DataIQ 2022 Best Data Academy Award Winner’) to deliver upskilling for 30,000 colleagues• Achieved 90% of all customer needs met digitally, through data-led sales and servicing• Delivered personalised insight messaging including financial wellbeing and money saving tips• Implemented Payments ISO 20022 data streaming and reconciliation capabilities• Supported CDAO by leading governance, commercial and cost/budget oversight, planning, technology risk and performance management against OKRs and SLAs.

Led the Data Technology function in a dual role, in addition to Strategy & Transformation. Delivered customer-focussed value and innovation at scale, ensuring affordability and efficiency, whilst maintaining a robust and compliant risk/control environment. Highlights:• Migrated from legacy on-premise data estate to cloud data estate (AWS, Snowflake, Tableau), as part of a programme to reduce operating cost by millions of pounds, whilst significantly uplifting resilience, agility and productivity• Delivered an enterprise-wide single customer view (‘CustomerDNA’) providing real-time identity, customer profile and event management, to enable personalisation and self-service• Established highly resilient Kafka streaming in the cloud, supporting the bank mobile app and payments engine to process millions of transactions and notifications

Managed over 200 FTE to deliver an incentivised bank-to-bank switching capability for 200,000 Commercial customers. Highlights:• Established two national customer contact/operations centres and an online service to match Switching customers to competitive offers• Led UK banking engagement with institutions including Metro, Santander and TSB, on behalf of RBS Operations, to deliver the incentivised CASS Switching Service• Delivered the re-integration of the RBS England & Wales business, ensuring a smooth transition of platforms and colleagues to Natwest, with no customer impact

Transformed capabilities for Operations Shared Services (8000 FTE). Highlights:• Integrated data services with transaction monitoring platforms across all businesses• Delivered global FATCA Operational Tax Reporting obligations for all legal entities• Launched a new RPA Centre of Excellence to enable RBS Operations automation

I am responsible for shaping and delivering a bank wide programme to transform Group-wide risk & control by simplifying policy, rewriting risk assessment methodology and running end to end process, control and risk reviews. The deliveries from this Programme were a key component in the improvement of Control Environment ratings across the bank.

I relocated from Singapore to UK to take up a global restructuring programme management role in the Markets business, reporting to the Global Head of Markets Change.I was responsible for building and executing a restructuring programme plan to deliver a step change reduction in operating cost across the Markets business, front-to-back. The programme comprised delivery streams across application rationalisation, rightshoring, outsourcing, front-to-back process reengineering and property footprint optimisation.

Responsible to COO APAC and Asia ExCo for Asia Pacific technology / business transformation and M&A. Highlights:• Led £200bn business/systems/people integration and regulatory engagement across 11countries, leveraging experience delivering global integration programme in 44 countries• Led APAC Markets growth initiatives for FX, Rates, Credit and Equities technology• Delivered a Debt Capital Markets JV with a Chinese state-owned corporation• Redesigned Risk Assessment methodology and managed sensitive APAC LIBOR investigations

I was responsible to COO EMEA and COO GBM for leading the cross divisional separation of RBS and ABN AMRO businesses and the establishment of RBS NV as an operational entity in a programme of 1,500 people. In addition to managing the separation across the Group, I wrote and delivered to the Dutch regulator the banking licence application for RBS NV. Prior to 2009, I was responsible for delivering the novation of the USD70bn ABCP conduits business from ABN AMRO Bank NV to RBS plc sponsorship, as well as establishing a bank operating model for delivering own-asset securitisations.

During my time at Accenture, I was responsible for delivering complex business and technology change for large FS clients. This included:- Leading design, build and test of components of the London Stock Exchange Trading & Information System platform- Designing and implementing a Liquidity Risk Management platform at a US investment bank- Designing the blueprint for consolidation of multiple client settlements platforms at a US investment bank- Implementing a packaged software subledger system for Treasury FX, swaps, futures, loans and deposits business, as well as the decoupling of Treasury business from the legacy subledger- Defining a billing tariff, and leading technical design and build through the delivery of the relevant platform code changes, for a major telco provider