Working under the customer facing brand of MoneyHelper, my primary responsibility was to manage the Learning and Development journey of the outsourced supplier that was delivering the customer facing proposition. Additional responsibilities include:• Ensure service providers have the relevant learning ethos, strategies, systems and training programmes in place for front-line operations• Define, develop and deliver business training needs using detailed training needs analysis and implement the full training cycle• Design and delivery of various types of training including train the trainer, soft skills, technical skills(insurance, investments, pensions, mortgages etc.) and systems training,• Regularly review and maintain training materials to ensure they remain accurate and compliant with updates• Identifying training opportunities for service improvement and facilitating these improvements• Manage external suppliers and their trainers (Citizens Advice Bureau, A4e, Turn2us Contact Centre) and delivery of appropriate programme of training to staff ensuring required capabilities and competencies are achieved• Manage the Learning Management System (LMS) which hosts the e-learning modules• Manage all new product launches by being part of multi-disciplinary project teams ensuring smooth transfers from the organisation to third parties• Manage complex training programmes, including programme development and training delivery methodologies• Expertise in a training processes suitable for Third Party Provider• Build and manage productive and influential relationships with internal and external key stakeholders• Identify and recommend continual improvements around L&D ensuring high level of service

Owner / Director of a business that focuses on providing solutions to companies / business that are undergoing a business transformation programme requiring a Learning and Development intervention.Services include:○ Training design and delivery○ Training consultancy services○ Logistics Planning○ E-Learning design○ Programme management○ Interim head of learning development

The purpose of the Customer Redress team was to proactively evaluate historic products sold to customers that may now be due a form of redress due to a change in practices, procedures or through wrong doing.• Build a Learning and Development function from infancy through to completion• Responsible for the design of process and procedure documents and templates in relation to the Learning and Development function• Worked alongside Deloitte and Ernst Young to transfer the book of work to HSBC• On-boarding of and leadership of a team of training consultants to support the delivery of departmental objectives• Responsible for the design and execution of the end-to-end process of on-boarding and training 150 case managers• Chair weekly programme meetings to provide an update on the progress of the Learning and Development plan and objectives

Working as part of the Chief Control Office, HSBC wanted to change the attitudes and behaviors of its employees towards Operational (Non-Financial) Risk.• Responsible for the design and delivery of a suite of programs aimed at changing the risk culture within the bank• Agreed with the organisation that the material and messages would be delivered via a top down approach, as the culture change needed to begin with the Senior Leadership Team and be communicated throughout• Facilitated workshops with the Senior Leadership Team and ExCo. members • Chaired weekly meetings to provide programme updates• Responsible for the design and delivery of a suite of blended learning interventions (face to face and digitally)• Work alongside other departmental leaders to develop a strategy regarding the risk culture

Severn Trent Water had acquired Dee Valley Water, a water utilities provider in Wales. Dee Valley Water was to be rebranded as Hafren Dyfrdwy, part of the Severn Trent group. Employees from both companies needed to possess the relevant skills and knowledge required to work across both brands.• A senior member of the programme board tasked with the successful transition and rebranding of Dee Valley Water to Hafren Dyfrdwy• Completed a full training needs analysis across both businesses to decipher the required interventions• Provided direction and leadership to the existing training function and communications team within the Retail and Wholesale arm of the business• Worked with senior members of the business to design end-to-end learning solutions to ensure minimal disruption to customer service and supply• Designed an e-learning course (via Articulate) to educate employees of the upcoming changes, this was delivered to over 6000 staff• Produce M.I. on course interest, uptake rates, and completion rates to present at senior board level• Responsible for the following types of training programmes: SAP / ERP, Site Management, Health and Safety, Internal systems, Process and Procedures and Customer Services

It was identified that a substantial book of work within HSBC was outstanding where the full CDD / KYC was not completed / out of date. Approximately 250 Case Managers went through the induction programme across four sites in Birmingham, Leeds, Leicester and London.• Responsible for the execution of the Performance Development Plan (PDP) for new starters• Recruited and managed an external training consultant to deliver the inductions• Created a logistics plan in line with business requirements to ensure that the plan was delivered within the agreed timescales• Accountable for the training budget (£500k)• Liaised with various members of different departments to put a training programme together at short notice. This included key note speakers and facilitators covering a range of topics including in-house CRM, communication skills, KYC and CDD regulations and Financial Crime obligations• Designed a Training and Competency Framework designed to help facilitate staff to a remain at the level of ‘Maintaining Competency’

HSBC wanted to change the way that they manager their Risk Appetite in line with the Three Lines of Defence (3LOD) model. Training was focused on how Risk Stewards in the Second Line of Defence managed risks for which they were the owners of.• Responsible for the global delivery of the programme covering UK, Europe, Middle East and North Africa, The Americas, Latin America and Asia Pacific• Recruited and led a team of three external training consultants to work alongside me in the design and delivery of the training material• The Risk and Control Assessments (RCA) process had already been agreed. The role of the training team was to bring this to life via a blended / hybrid learning approach• Responsible for a budget of £1.5m. This was to enable trainers and delegates to get to key hub locations around the globe to receive the training • Involved in the design of a series of WebEx’s, Video Conferences and Reading Material as pre-learning material before the face to face programme was delivered• I travelled to all of the regional hubs globally for a period of two weeks each time to enable me to deliver the material and upskill the external regional training consultants to take ownership of the material

Relationship Managers in Commercial Banking varied their time between the office and their clients. HSBC decided to introduce new technology in the form of a touchscreen laptop / notebook to enhance the customer interaction experience.• Managed and led a team of 4 external consultants to deliver training throughout various Commercial Centres up and down the UK• Designed a face to face training programme to cover key functionality and software including: Microsoft OneNote, Cisco Jabber (Video Conferencing) and touch screen functionality• The training had to be designed in two parts; i) This is why you will want to do it, ii) This is how you do it. This was because much of the training delegates were resistant to the change in pre-surveys so we had to win hearts and minds as well as show them the system• Produce usage and productivity reports on a weekly basis to prove a Return on Investment (ROI)

Barclays were rolling out a programme to assist their branch staff to sell products following Non-Advised selling practices. The delegates included junior and mid-management staff and encompassed both ‘How to use the system’ and ‘Communicating with the customer’ sessions.• The course material was already designed by the in-house training design team, my role was to deliver the material • Employees were experienced in selling products based on a Features and Benefits basis rather than a needs basis. The trainer had free reign to use their own experience and knowledge to bring home the difference between making an Informed and Uninformed decision.• Supported the bank deliver other off the shelf in-house courses that included inductions, referrals, fraud and communication training• The role was approximately 70% delivery and 30% upskill

Regularly review the Training & Competence scheme to ensure training is designed in line with current regulatory standards.Regularly bring knowledge up to date with current F.C.A. guidelines and processes to ensure training delivered is compliant.Ensure successful design and delivery of all in-house training courses in accordance with company requirements. Implementing and reviewing regularly the training policy and contributing effectively to the achievement of said policy, existing and future training strategy.Assess the effectiveness of all training delivered and provide feedback to Stakeholders through the full administration process.Co-ordinate and assist in the identification and evaluation of training needs throughout the company.Design and deliver in-house induction programmes for existing and newly recruited employees.Build effective working relationships with key stakeholders through representing Learning & Development at project meetings.

Working alongside the Information Systems department and the Customer Care team to embed a new £25 million customer interaction system. Duties included supporting the Learning & Development team as a subject matter expert during training sessions, liaising with developers regarding new system releases and coaching Customer Service Representatives and Customer Service Managers to increase their usage on the system. Achievements included increasing Outbound Contact Centre usage rate by 60% to 97% usage and increasing the Outbound Contact Centre usage rate by 54% to 94%.

Speaking to customers via telephone who had expressed a wish to leave the company. Duties included using relevant tools, skills and products to encourage the customer to retain their products with HomeServe. Was also required to sell additional products to customers where necessary. After each customer interaction the system had to be updated to reflect the call outcome.